pminyc 2015 managing your boss

PMINYC Symposium 2015

Copyright (c) 2015 - Brian Smith-PLD

1

Managing Your Boss

& Living to Tell About It

Understanding Behaviour & How it Impacts Performance

Copyright Notice


2

Contents of this presentation are Copyright © 2015 by the presenter and PMINYC

Permission is granted for participants to print the presentation handouts for use during the symposium and for later personal reference

PMINYC reserves the right to store this content for archival purposes as a record of symposium proceedings and to publish this content electronically for the purpose of disseminating symposium proceeding to the symposium participants.

All other use, storage, retrievable, distribution, or reproduction of any kind must be authorized in advance, in writing

Key Learning Points


3

1. Learn the key to working with others by working with them in a style that they like

2. Deepen your understanding of your own management and leadership style

3. Learn how to communicate and interact more effectively up, down and across the organization

Your Presenter


4

Brian Smith – Power Link Dynamics

- Management Expert, Author and Speaker

- Specializes in soft-skills training and leadership development

Certified Train-the-Trainer

Holds a Teaching Certificate in Adult Learning Principals – Teaching Adult Life Long Learners

Former Professor at Algonquin College School of Business

Seminar Goals


5

Understand your behavioural tendencies and develop an understanding of how your behaviour affects others

Respect, appreciate, understand, and value individual differences

Learn how to communicate and interact more effectively

Increase your effectiveness by improving your relationships with others

Learn how to motivate others by understanding their strengths and limitations

Introduction


6

What behavior do you find most frustrating when working with others?

EQ vs. IQ


7

Worth Remembering …

“We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other”

– Daniel Goleman, Emotional Intelligence

The Motivation Equation


8

Personal Need

+

Goal Directed Behavior

=

Your WIIFM

The Attitude Challenge


9

Who is in control of your attitude?

Attitude is a Choice


10


“Everything can be taken away from man but one thing – to choose – to choose ones attitude in a given set of circumstances, to choose ones own way”

– Viktor Frankl

More About Attitude


11

Everybody has one

No two are exactly the same

It’s 100% in your control

It’s a matter of choice

How would the people you work with and interact with rate your attitude?

How much fun are you to be around?

Pick Your Battles


12


“Change what you can … influence what you will … and learn to give up the rest because it’s a total waste of your time and energy” – Brian Smith

Understanding Behaviour


13


“Humans are the only creatures who refuse to be who they are.” – Albert Camus

Behaviour Is …


14

20% Observable

Situationally based

Flexible

Dynamic

Based on thoughts and beliefs

Analyzing Your Boss


15

If you could change just one thing about your Boss –what would it be?

DISC Styles of Behaviour


16

Take a moment and score your DISC Lite Profile

Please follow the instructions at the top of the page

Do not over think your responses

It should only take you 3 minutes to complete

An Ah-Ha Moment


17

Awareness

Brings

Compatibility

The Rules About Others


18

Different is just that – different

There is richness in diversity

By understanding yourself better,

you will learn to understand others

Behavioural Styles


19

Dominant: Quick action, task focused, easily

bored

Interpersonal: Entertaining, friendly, talkative

Steady: Calm, patient, loyal, a good listener

Conscientious: Attention to detail, analytical,

getting it right.

More About D’s


20

Shapes the environment by overcoming opposition to accomplish results

Tendencies:

Getting immediate results

Accepting challenges

Makes quick decisions

Takes authority

Questions the status-quo

Loves to solve problems

Limitations


21

May come across as unapproachable

Can be insensitive to others

Can show impatience with others

May seem intimidating

Blunt, demanding approaches

Little social interaction

Tries to move the team or individual before they are ready

Preferred Environment


22

Power and authority

Prestige and challenge

Direct answers

A wide scope of operations

Opportunities for individual accomplishments

Opportunities for advancement

Freedom from controls and supervision

Many new and varied activities

Increase Your Effectiveness


23

Develop more patience

Tone down your directness

Ask more questions

Work on body language to appear more approachable

Offer more encouragement in conversation

Spend more time with those you direct

More About I’s

Copyright (c) 2015 - Brian Smith-PLDt

24

Shapes the environment by influencing or persuading others

Tendencies:

Contacting people

Making a good impression

Being articulate

Participating in a group

Entertaining people

Creating a motivational environment

Limitations


25

Can be disorganized

May be superficial in approach

Lack of follow through

May not be detailed enough in giving direction

Overselling of ideas

Vulnerability to perceived rejection

Attempts to persuade or influence others



26

Popularity, social recognition

Public recognition of ability

Freedom of expression

Group activities outside of job

Freedom from control and detail

Coaching and counseling

Favorable working conditions in a social atmosphere



27

Learn to listen more carefully

Become more organized and manage time more effectively

Provide more detail

Be more specific in praise and work direction

Focus on people’s needs

More About S’s


28

Cooperates with others within existing circumstances to carry out tasks

Tendencies:

Demonstrating patience

Developing specialized skills

Helping others

Being a good listener

Showing loyalty

Performing in a consistent manner

Limitations


29

Can be indecisive

May be indirect

Resists change

May be hesitant to implement needed changes

Difficulty identifying priorities

Difficulty with deadlines



30

Maintenance of status-quo

Predictable routines

Credit for work accomplished

Minimal work infringement on home life

Sincere appreciation

Identification with a group

Minimal conflict



31

Become more assertive and direct

Learn to cope better with change

Try to not carry the burden of everyone else’s problems

More About C’s


32

Works conscientiously within existing circumstances to ensure accuracy and quality

Tendencies:

Concentrating on key details

Being diplomatic

Checking for accuracy

Thinking analytically

Adhering to key directives and standards

Using a systematic approach to situations

Limitations


33

Can be overly concerned with perfection

Acts aloof

Tend to hamper other’s creativity by sticking to rules

Discomfort with ambiguity

Resistance to vague or general information

Desires to double check for accuracy

Little need for affiliation with others



34

Control of those factors that affect their performance

Clearly defined performance expectations

Values on quality and accuracy

A reserve, business like atmosphere

Recognition for specific skills and accomplishments



35

Accept the differences in others

Be more open

Focus on communicating and interacting more effectively

Encourage others creativity

Strength or Weakness?


36


“ A strength over used can become a weakness if used in the wrong situation.” - Unknown

You Decide


37

Dominant: Good at directing and deciding, but

may become autocratic

Interpersonal: Good at promoting and

persuading, but may oversell and manipulate

Steadiness: Good at being steady and agreeable,

but may give in despite their needs

Conscientious: Good at analyzing and checking,

but may become perfectionistic and indecisive

Relating to D’s


38

Let them initiate

Show your competence

Stick to the topic

Show independence

Eliminate time-wasters

Be clear about rules and expectations

Respect their need for autonomy

Make communication brief and to the point

Relating to I’s


39

Approach them informally

Be relaxed and sociable

Use humour

Keep the conversation light

Provide written details

Give public recognition for accomplishments

Let them verbalize thoughts and feelings

Relating to S’s


40

Provide written instructions

Offer ongoing support

Use sincere appreciation

Let them adapt slowly to change

Show their importance to the organization

Try to be logical and systematic in your approach

Let them know how things are going

Relating to C’s


41

Show dependability

Demonstrate loyalty

Value high standards

Allow precedent to be the guide

Be precise and focused

Give clear expectations and deadlines

Be tactful and emotionally reserved

Good Habits = Good Results


42


“Excellence is not an act but a habit. The things you do the most are the things you do the best”

- Marva Collins

New Beginnings


43

C – Commit to a new beginning

H – Habits. Stop one, start another

A – Action not words

N – Never, ever give up

G – Goal oriented. Set targets

E – Evaluate your plan

Think it – Act it – Become it


44

What do you need to do to adapt your style to be more in tune with your bosses style?

What changes need to be made at work or at home to help you cope with stress?

What challenges do you need to overcome so you can deal with difficult people and challenging situations better?

What new skills will you need to learn so you can communicate and interact more effectively?

Their Perception is Their Reality


45


“You don’t have to like the people you work with – but you do need to learn how to get along with them.”

- Brian Smith

Building Relationships


46


“The most important single ingredient in the formula of success is knowing how to get along with people”

- Theodore Roosevelt

The 3 R’s


47

R – Rapport: Get to know them for more than the

work that they do. What do they like to do outside of work?

R – Relationship: You can’t develop a relationship

with someone until you have established rapport.

R – Respect: You won’t respect anyone that you

haven’t established a relationship with first.

Managing Your Boss


48

According to John J. Gabarro and John P. Kotter there are four key components to developing and managing a relationship with your Boss.

1. Compatible work styles

2. Mutual expectations

3. Dependability and honesty

4. Good use of time and resources

John J. Gabarro & John P. Kotter – Managing Your Boss – Harvard Business

The Art of Communicating


49


“I know you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant.” – Unknown

Questions Worth Answering


50

What skills does it take to be a good communicator?

What are some of the road blocks to good communication?

Communication Realities


51

You cannot not communicate

Whenever contact is made communication occurs

Meanings are in people not in words

All types of communications are received but 70 to 90% are screened out or changed by the receiver

You communicate 93% of the time non-verbally

Most people perceive the non-verbal as being more accurate

Based on the research of Dr. Ralph Nichols. “Are You Listening?”

Communication Styles


52

How can you communicate more effectively with:

1. D style behavior

2. I style behavior

3. S style behavior

4. C style behavior

Tuned Out or Turned Off?


53

Humans have the ability to listen at a rate of ________ words a minute

Humans have the ability to speak at a rate of ________ words a minute

Based on those two numbers ________ words a minute are lost in translation


Active Listening


54


“We have two ears but only one mouth. Some people suggest that’s because we should spend twice as much time listening as opposed to talking. Others suggest it’s because listening is twice as hard.” - Unknown

Questions Worth Answering


55

What skills does it take to be a good listener?

What gets in the way of being a good listener?

Barriers to Active Listening


56

Individuals listen about 25% of the time Most people only recall 50% of what they hear 70% of all misunderstandings happen because people do

not listen to each other We listen and speak at two different rates of speed


5 Steps to Active Listening


57

1. Listen to understand not to agree

2. Give the sender your undivided attention

3. Ask questions for clarity

4. Summarize / paraphrase what you heard

5. Tune into words, feelings and body language

Are You Listening?


58

Take out six letters and it will reveal a very popular word

What word did it reveal?

SBXNIAELTASREANTS

Problem Solving


59


“Diplomacy: The business of handling a porcupine without disturbing the quills.” – Unknown

Problem Solving Skills


60

Deal with the problem immediately

Define the problem carefully

Separate people from the problem

Determine the desired outcome

Make a list of practical solutions

Don’t get trapped into thinking there is only one resolution.

Solicit input – get buy-in

Conflict


61


“No one has ever harmed their stomach by swallowing evil words unsaid.”

- Sir Winston Churchill

Resolving Conflict


62

You live in a political world – You need to respect the chain of command. Don’t go over your Bosses head

Do not over step your LOA (Level of Authority)

Establish your network. Get to know the gate keeper

Make sure you have a paper trail

Adapting to Others


63

I will adapt my behaviour in the following ways:

D - ________________________________

I - ________________________________

S - ________________________________

C - ________________________________

Thank You for Participating


64

I hope you got your WIIFM Today!

For more information …


65

Brian is available for keynote speeches and seminars on a variety of soft skills topics and leadership development programs.

For more information about this presentation please feel free to contact Brian directly.

Brian Smith – Power Link Dynamics

Email: [email protected]

Web: http://briansmithpld.com

Mobile: 613.323.4470

pminyc 2015 managing your boss

Leadership & Management