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June 16 AM Objectives

• Executive behavior and its effect on others– Role modeling, personal behaviors and values – how

what is demonstrated is perceived– Matrix management – how do you get things done

when those resources do not report to you…even in another company, technical, relationship, personal

– Teamwork• Teamwork at the exec level

– Saying no and having client like it and having your company like it…saying yes and having both like it

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Executive Behavior & the Effects

• Discussion: How do CEOs lead?

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Sensory Input + Self-talk (Internal Dialogue)

Mental Images

Thoughts

Decisions

Actions & Behaviors

Model for Actions & Behaviors

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Executive Thinking - Team Behavior & How It Affects

Goals

•Where do I fit? •Where does my team fit? •Are we aligned for growth? •Are we aligned so that I, and my team members, and others who have helped me achieve success for the organization, have promotion opportunities?

Exercise -- What would happen if you can’t figure out how the leader thinks? What could happen to your relationship with the leader? Reference:

How do they align an organization with

strategy and goals?

How do leaders think?

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Leadership = Juggling Paradoxes &

Perceptions

www.wikipedia.com

Paradox:an apparently true statement or group of statements that leads to a contradiction or a situation that defies intuition

Learn to reason forward and backward on both sides of a question.

Thomas Blandi

•How will my thinking be reflected in my communication? •How will listeners perceive me?•How will my actions affect my team’s performance? •Are we aligned for growth? And do my words and actions reflect my beliefs?•Am I aligned so that I, in turn, can motivate my team members, and others who have to align with my goals and objectives in order for me to be successful and for the organization to succeed in the short and long term?

What do great leaders ask themselves about their

behavior?

Exercise –

What would happen if you can’t figure out how the leader thinks?

What could happen to your relationship with the leader? Reference:

How do great leaders behave?

How does leadership align an organization

with strategy and goals?

•A process improvement which wraps structure around deploying people & resources.

•The accountability is based on the Member Value Stream.

•Employee activity revolves around strategic initiatives.

An organizational environment where employees report through Dotted and Solid Line accountability.

What is RA²?

RA² Interface Crest

Pg 10

RA²

• Responsibility = Task

• Accountability = Measurement

• Authority = Power

Value Stream

Pg 69

Each input/task/decision in corporate processes must add value to the final result to create satisfied members, stakeholders, and employees.

Copyright 2000 ©BtoBTraining.com All rights reserved. Photocopying & use expressly forbidden without

written permission.

Do we have the capability?

Do we have the skills & knowledge to do this? Can we do this?

Capable = Competence + Able

Pg 86

Can we actually deliver this?

Responsible =

Response + Able =

Capable + Time + ResourcesPg 86

Accountability Factor How specifically are the results for which I am

responsible going to be measured?

Can we measure our success or failure?

(to reward or learn from it appropriately)

Exercise: Why do you need to answer these questions during the RA² Interface process:

1. What are you accountable for? 2. Who are you accountable to?

Accountability Factor

Requirements How specifically are the results for which I am

responsible going to be measured?

1. Needs improvement

2. Meets expectations

3. Exceeds expectations

Exercise: 1. Why do you need to specify Accountability

Factor Requirements? 2. What are the consequences for not doing this

effectively for A. The project? B. The team? C. Other team members? D. Yourself?

Authority

How much power do I have…?

How much power do I need…?

Exercise -- Have we delineated the levels of decision-making and power to command resources appropriately for what we are

responsible for completing? What are the consequences of not doing this?

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BoardExecutive Team

Management Team

Project Leads

Team Leads

Dept. Leads

Employee Team Members

Goals, Direction,

& RA² Parameters roll DOWN

Tasks, Activities and How-to’s roll

UP

Customer Requirements & Corporate Growth

Rolling RA² Interface is based on Interface is based on the Value Streamthe Value Stream

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RA² Interface Deployment Process

2. Define Tasks

6. Correct, Improve

& Enhance RA²

5. Review - Solid & Dotted Line

Managers4. Identify RA² Guidelines

Results & Improved

Performance!

3. Assign People

Pg ??1. Describe Project or Job

• Less Stress• More Satisfaction• Tasks, activities, and functions have

greater alignment with organizational goals and vision.

• No guesswork. Increased security of self and of performance. Employees and team members are doing the right thing, at the right time, for the right reasons.

Improved Performance/Clear RA²:

What does that mean?

22 Here is an example of a Team Template used in an RA² Interface

Customer Appreciation Event Day Responsibility: Responsible

Party Accountability Authority Due Date: Project Lead:

Stakeholder / Customer Focus

Harry

Communications – External Angela Customer Receives information 75% attendance to invitation

Answer all questions Send any missing communication Review with legal

By 6 mos. Prior

Harry

Communications – Board Angela 0 complaints from Board Answer all questions Send any communication

On going Harry

New Product Demo Participation & Survey

Harry 0 errors with Product Demo 75% Survey Participation

Create survey to capture stakeholder response. Use any type technology.

On going Harry

Breakout Meetings Nancy 100% Availability for Meetings

Schedule meetings. Create meeting plans.

On going Harry

Ambassador – Meet & Greet Program

Tony All attendees have an ambassador. All attendees are greeted and serviced.

Assign all customers an ambassador. Change individual logistics for meet & greet.

On going Harry

Golf & Tennis Participants Harry 100% Availability for Participation 0 Complaints & 50% Attendee Participation

Define partners. Adjust, as needed.

On going Harry

Spouse Program Tony 100% Availability for Participation 0 Complaints 50% Attendee Participation

Answer all questions Send any missing communication

On going Harry

Strategy / Planning Tony Project Management Tony Parameters and Timelines Defined, Communicated,

and Achieved Set time parameters. Distribute status updates

Nov 15th Tony

Site Selection Carol Min. 3 Site Comparisons Selection Achieved based on Satisfaction Criteria

Select event site based on Satisfaction Criteria Review with legal

Nov 15th Final Decision

Tony

Agenda and Speakers Nancy 2-Day Agenda designed Minimum of 6 different speakers Audience Satisfaction – 0 Complaints Review options for speakers (view tapes for at Least 25 people) Nancy provides guidance on choices and ranking for suitability

Adjust agenda, as needed. Make changes to speakers, as necessary. Communicate with presenters and speakers

Dec. 1st

Tony

Trade Show Nancy 100% Availability for Participation from attendees 0 Complaints 80% Attendee Participation

Include any additional trade show participants.

Track at event

Tony

Golf and Tennis Outing Harry 100% Availability for Participation 0 Complaints 50% Attendee Participation Set schedules and sign ups

Include any additional golf and tennis outing participants.

Prelim. Schedule complete 3 wks prior

Tony

Travel and Transportation Carol Min. 3 Available Travel Routes Reduction of Group Travel Expense by 20 % for participants

Make travel plans, as requested. Go to alternative travel vendors, if necessary.

Prelim. Schedule complete 3 weeks prior

Tony

Pg 109

Evaluating Tasks

• What constitutes as a task?

• How broad or detailed should you go?

• What should go into an RA² Template?

•Who should detail the goals and objectives?

•Ideally, who should detail the: 1. Responsibilities and task assignments 2. Accountability factors and 3. Authority Guidelines

All Homework -- Deliver in 2 weeks to Karl email: @ ?????.com

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What are the consequences of not doing the perceptual position analysis prior to launching a peak performance team?

• For the team leader,

• For the team members and

• Stakeholders?

Email to email@Indaba1.com within 10 days

What are your RA² Interface parameters in your job?

Note: For this exercise, use perfect world criteria.

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Executive Thinking - Teamwork

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Four Essential Team Characteristics

• Trust - a firm belief in the honesty and reliability of others.

• Cooperation - the ability to work together to reach a desired goal.

• Support - the encouragement (and/or help) of people who are working together.

• Cohesiveness - bonding (or sticking) together to perform a task or in a given situation.

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Productive TeamsPeak Performance Teams are:• Aware of how their team’s efficiency may

directly affect the profitability & life of their company.

• Aware of the roles that fear and control play in teams.

• Respectful of individual team member’s goals, values, ideas, and motivational factors.

• Effective in dealing with new situations, stress, and fear.

• Comprised of team members who are willing to change and grow as individuals for the good of the team and corporation.

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Exercise

• What should the consequences of negative behavior be for the team member?

• Who should implement the consequences for negative behavior? Why did your team choose this answer?

• What happens if negative behavior is not adjusted after the consequences are implemented?

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Exercise: Use of Teams

• When should teams be used?• When should teams NOT be used?

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Exercise

• How does a team member’s positive behavior affect other team members?– A: short-term– B: long-term

• How does a team member’s negative behavior affect other team members? – A: short-term– B: long-term

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Leadership Questions

• Do leaders naturally emerge?• Who should be the leader?• Can Team Leadership be shared?• Can a project have multiple Team

Leaders?• What are the expectations of the Team

Leader of the Team Members?• What are Members expectations of the

Leader?

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Stages of Team Development

• Form (Initial Stage)• Storm (Stage of Confusion and

Questions)• Norm (Work / Production Stage)• Perform (Thriving Stage)

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  Initial Formation Stage

As the team begins to form:

•Individuals start to incorporate themselves into the team and see themselves as team members.

•Stage includes: confusion, testing of behaviors, trying to fit in, trying to grasp the political undercurrents and dynamics of the team

•Heavy dependence on a team leader for direction, vision and information.   

Stages of Team Development

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Conflict (Storm) Stage (Internal & External)

 •Stage of confusion and chaos•Trying to get semblance of order and organization•Stage of jockeying for position, “infighting”, challenges among group members, defensiveness and competition.

•Team members respond emotionally to and resist taking demands. (Do I want to be on this team? Joe’s difficult to talk to, so do I have to work with him?” )

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Cohesion Stage

•Stage of calm and effective working relationships.

•Norms are defined and accepted.

•Team embraces responsibilities as a whole and work together to establish harmony and achieve goals.

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Performance (Work) Stage

•Team is a fully functioning unit

•Tasks performed according to defined team goals.

•Roles and responsibilities are established (The RA2 Interface defined)

•High output, a maximum work establishment, high-level problem solving and decision-making, as well as personal insight and constructive self-change

•Decisions made based on what is best for the company, project, employees, and team.

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STORMING STAGE:Conflict Within Teams

• When / how does conflict arise in teams?• Can conflict be positive / valuable?• When does conflict become destructive?

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Stages of team development exercise

• Where do you think the key teams in your organization are? Why?

• Where would you like to be?

• How can you most quickly get there?

Tuckman Model Analysis

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Team success lies in efficiently choosing team members. This task is the responsibility of the team leader. The team leader should always be

held accountable in these areas:

• Choosing effective team members

• Developing team members

• Setting the appropriate accountability standards and metrics for the team and individual members

• Timely and appropriate delivery of feedback

• Ensuring that tasks that have been delegated are carried out 

Team Member Qualities & Characteristics

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The choice of who will be effective on a team is based on several factors •Individual characteristics•Technical abilities/skills•Motivational factors•Leadership abilities•Relationship development abilities•Communication skills (verbal and written)

Team Member Qualities & Characteristics

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Team Membership Qualities Exercise

 

What are the ideal characteristics of a team member?  What are the ideal characteristics of a team leader?   What does individual style, creativity and diversity bring to a team? 

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SAYING NO AND HAVING THEM LIKE IT??????????????

• Contingency Theories and the Interactional Framework of Leadership

• All leadership is situational

• Without followers, there is no leadership

Leader

SituationFollowers

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Factor Analysis

LeaderLI Does leader have

sufficient information?

Situation

QR Quality requirement?

SR Structured problem?

Followers

CR Acceptance important for implementation?

CP If decision made is solely by leader, will it be accepted by subordinates?

GC Do subordinates share organizational goals?

CO Is conflict over preferred solution likely?

SI Do subordinates have necessary information?

Desired Outcomes• Decision quality

• Decision acceptance

• Subordinate development

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Normative Decision Model

• Leadership and Decision Making, V.H. Vroom and P.W. Yetton, University of Pittsburgh Press, 1977

• Determines amount of subordinate’s influence

• Objectives– Decision Quality– Decision Acceptance

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Normative Model Development

• Normative Model– Ask experts how they make a decision

– Observe behavior in group setting

• Work backwards and reconstruct the decision process, even though it may have been largely unconscious

• User arrives at the best decision based on answers to the critical questions

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Decision FactorsQuality Requirement (QR) How important is the technical quality of the

decision?

Commitment Requirement (CR) How important is subordinate commitment to the decision?

Leader's Information (LI) Do you (the leader) have sufficient information to make a high quality decision on your own?

Problem Structure (ST) Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)?

Commitment Probability (CP) If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?

Goal Congruence (GC) Do subordinates share the organizational goals to be attained in solving the problem?

Subordinate conflict (CO) Is conflict among subordinates over preferred solutions likely?

Subordinate information (SI) Do subordinates have sufficient information to make a high quality decision?

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Leadership Decision Tree

QR

CR

CR

LI

LI

ST

ST

CP

CP

CP

CP

GC

GC

GC

GC

CO

CO

SI

SI

AII

GII

CII

GII

CII

AII

CI

CII

AI

GII

High

High

High

Low

Low

Low

Yes

Yes

Yes

Yes

Yes Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

YesYes

NoNo

No No

No

Yes

No

NoNo

No

No

No

No

No

No

No

No

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Decision-making Processes

Decision-making Style Description

Autocratic l (Al)Leader solves the problem along using information that is readily available to him/her

Autocratic ll (All)

Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed.

Consultative l (Cl)

Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone.

Consultative ll (Cll)Leader shares problem with group members collectively, but makes decision alone

Group ll (Gll)

Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision.

Greater follower development

Faster

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Considerations

• Desired outcomes (first)• Time available (second)• Follower development objectives

(third)• Selected process protects quality &

acceptance

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Establishing Criteria

Criteria— What a prospect must have or believe they have to have before they will take action, make a decision or buy something. “What’s important to you about?”

The more closely your message, product, or service matches your prospect’s buy-in criteria, the more impact you will have on them and the better your chances of success. You must look at the 1st, 2nd, and 3rd perceptual positions to do this!

 

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Function of Criteria

All criteria serves to make you want to move towards (attain—usually associated with pleasure or positive emotional impact) or move away from (avoid—usually associated with pain or negative emotional impact) something.

To Determine Towards Or Away Ask, What will having (exact criteria) mean to you (or do for you)?

Words you will hear when a person wants to move towards their criteria: Attain, accomplish, carry out, complete realize (the goal of), get, obtain, take over

Words you will hear when a prospect moves away from their criteria: Avoid, withdraw (from), back off from, forfeit, rule out, relinquish

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Linking Criteria for Impact

  As the drive continues for higher closing ratios, sales, marketing and customer service; people will be forced to hone their communication skills. Listening to the client or prospect is not enough. It is vitally important to link their buying criteria to your product/services.

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Language Patterns that Bind

Convincer Strategy #1: Single Binds

Convincer Strategy #2: Double Binds and Hidden Double Binds

Multiple Pattern Double Binds Installing/Instilling

Suggestions and Ideas

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Convincer Strategy #1: Single Binds

Language Patterns That Bind

Definition: a language pattern based in cause and effect, that encourages a change in belief Formula: The more you X, the more you YExample: The more you invest in our company, the more you’ll feel confident as you see your account grow.

The more deeply the path is etched, the more it is Used, and the more it is used, the more

deeply it is etched. JO COUDERT

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Language Patterns That Bind

Convincer Strategy #2: Double Binds

Definition: A language pattern that creates the illusion of choice, with the goal of encouraging the receiver to make a decision in your favor. Formula: B or C – two choices that are similar (but worded differently) with both leading to your desired outcome. Two commands are used in a suggestion sentence. Example: You can either buy now, or lease it - short or long term.

“We must all hang together or assuredly we shall all hang separately.” BEN FRANKLIN

56Language Patterns That Bind

Convincer Strategy #2: Hidden Double Binds

• Definition: Variation of the double bind that is a controlled confusion tactic. Goal is to confuse and then calm (through a suggestion) the mind of the receiver.

• Formula: Choice B or C (both to achieve desired result) followed by a question

• Example: In business I find that my clients can be interested or can be intrigued by the concept of how we are able to provide critical services for them. I don’t know whether you’ll get excited when you see some of our applications or simply see the value of the service my organization has to offer your business. Most of our clients like the level information and content we provide and they also like the timeliness of the services we have to offer. Does that sound like something you or your department would like to hear more about?

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Language Patterns That Bind

Example #2: In business I find that my clients can be interested or can be intrigued by the concept of financial planning. I don’t know whether you’ll get excited or simply see the value of the service my company has to offer your business. Most of our clients like the retirement and tax planning services we have to offer. Does that sound like something you would like to hear more about?

Convincer Strategy #2: Hidden Double Binds

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Language Patterns That Bind

Rules for the Effective use of Double Binds

• Gain rapport! • Progress from mental to physical. Always try

to bind a person's thoughts first, then work progressively towards binding physical movement. You can, however, bind them to sign a contract right from the start if you bind making the decision and not the physical act of signing.

• You must deliver the double bind effectively and meaningfully, as if the meaning of the words make good sense and are logical.

59Language Patterns that Bind

Multiple Pattern Double Binds• Definition: A language pattern that uses a

combination of double binds and open-ended questions to achieve a specific outcome.

• Formula: Choice B or C + choice D or E• Example: I’ve noticed that we’ve rarely had

the opportunity to sit down and go over your learning objectives and department goals. I think it is important to do this on a regular basis so that the organization aligns properly. I’ve seen that you conduct most of your staff meetings in the morning, so afternoons are probably best for you. Does this Tuesday or Thursday work for you? If you are not tied to the afternoon, which do you prefer morning or afternoon?

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Language Patterns that Bind

Example #2:I’ve noticed that we’ve never had the opportunity to offer you our new service. We have a package that I believe May suit your company’s needs. I’m in your area every Tuesday and Thursday. When are you available in the morning or afternoon in order for me to gather your criteria?

Multiple Pattern Double Binds

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Language Patterns that Bind

Multiple Pattern Double Binds

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Language Patterns That Bind

Installing/Instilling Suggestions and Ideas– Goal is for two people in communication

loop to think along the same lines.– Accomplished through installing new

ideas and positive suggestions that will move you towards your objectives.

63Language Patterns That Bind

Installing/Instilling Suggestions & Ideas• Have you found? Have you found that the more

you invest in your team’s motivation, the more likely you’ll be able to reach your team goals without as much stress and aggravation as you have had in the past?

• Would it be fair to say? Would it be fair to say that you prefer the option of working autonomously, but that you understand the need for a high level of accountability?

Note: This has significantly difference effects based on the gender of the sender and receiver. DISCUSS!

64Language Patterns That Bind

Examples

Have you found? Have you found that the more you invest in retirement savings, the more likely you’ll be able to retire without having to work part-time?

Would it be fair to say? Would it be fair to say that you prefer the option of working flex-time?

Installing/Instilling Suggestions & Ideas

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Language Patterns That BindInstalling/Instilling Suggestions & Ideas

• What would happen if…? What would happen if you start to read one management book a month - just as a small investment now in your career growth for the future? (Law of Contrast) Because even though you are primarily in a technical role right now, the sooner you get this type of knowledge, the younger you’ll be when you’re able to take on significant management responsibilities. I wish someone had given me the same advise earlier in my career.

• Just suppose... Just suppose that you use some of our services. Which ones do you think would benefit you and your organization the most?

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Leader-Member Exchange Theory

• Vertical dyadic relationships– In-group

• Social ties• Supportive relationships• Mutual respect, loyalty, & influence

– participation in decision-making

• Use of expert, referent, & reward power

– Out-group• Task-centered relationship• No loyalty• Use of reward, legitimate, & coercive power

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Leader-Member Exchange Theory

• The examination of the quality of the relationship and the relationship to outcomes– Perceptions of influence & inclusion– Maintenance requirements

• Team-building– Satisfaction of follower’s needs

• Systems & networks– Influence of organizational structure & culture– Perceived vs. actual sharing

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Leader-Member Exchange Theory

Antecedents• Follower attributes

– Critical/independent/active

• Leader/follower perceptions– First impressions:

Competency/commitment

• Situation– Trial by fire: Real vs. contrived

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Styles of Followership

Independent,critical

Dependent, Non-critical

Active Effective Conformist

Passive Alienated Passive

Pragmatic

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Exercise

Analyze this advertisement:How many language patterns and influence tactics can you find?How could the ad be more effective?