Managing 360? - Upward Downward & Sideways 2020. 3. 17.¢  Managing 360 - Upward, Downward & Sideways

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  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 1

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1

    Managing 360◦ - Upward, Downward & Sideways

    presented by Cathi Hight

    Cathi Hight • President of Hight Performance Group

    • The nation’s member retention specialist

    • Developer of the Member Retention Kit

    • National instructor for the U.S. Chamber’s Institute for Organization Management

    • Previously was Vice President of Operations for the Chamber of Commerce of Hawaii

    • Served on the Boulder Chamber of Commerce board and is the Member Council Chair, (focuses on building a sustainable membership base)

    • President of the Boulder Area Human Resources Association (BAHRA)

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2

    • Is a member of the:

    – Society for Human Resource Management (SHRM)

    – American Chamber of Commerce Executives (ACCE)

    – American Society of Association Executives (ASAE)

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 2

    Session Outcomes • Discover Political Competence and

    Why You Need It

    • Recognize The Style Factor: How to Create Situational Power

    • Develop the Partnership Factor: C t Wi Wi O t

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 3

    Create Win-Win Outcomes

    • Unleash the Courage Factor: The Secret to Getting Your Needs Met

    The Success Secrets Your Dad Didn’t Tell You and Your Mom Didn’t Know

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 4

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 3

    360° Management

    Requires general influence skills,

    relationship management, negotiation

    techniques and working well with others

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 5© 2011 Hight Performance 5

    Political Competence

    “Political competence is the ability to understand what you can and cannot control, when to take y action, anticipate who is going to resist your agenda, and determine whom you need to push your agenda forward.

    “Being political…is being aware of the interests of others, finding areas of common ground, bringing others on board, and leading them in the pursuit of

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 6

    others on board, and leading them in the pursuit of a goal.”

    --Samuel B. Bacharach Get Them on Your Side

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 4

    Political Competence Stages

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 7

    Different Goals and Approaches • Broad changes

    (throw out the baby with bath water)

    • Fundamental transformation

    • Not adhering to

    • Specific, incremental improvements

    • Focused on short term • Careful, risk-aversive

    • Not adhering to rules

    Tinkering Goals

    Overhauling Goals

    Improvising Planning

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 8

    • Assumes “you can’t see around the corner”

    • Builds flexibility in the system

    • Prepares for creative, fluid adaptation

    • Believes in trial & error (learn from experiences

    • Clearly defined goals • Well-defined roles and

    responsibilities • Prepares for change and

    consequences • Assumes the future is

    predictable

    ApproachApproach

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 5

    Different Goals and Approaches = Different Agendas

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 9

    Identify Stakeholder Agendas

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 10

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 6

    Get Them on Your Side 1. Create your coalitions

    – Enroll allies to coalesce around common goal

    3. Get support – Who supports you?

    Who offers organizational – Consider who has influence

    over resistors

    2. Establish your credibility – Positional authority – Personal integrity – Expertise and knowledge – Time and opportunity

    – Who offers organizational validation?

    – Who can bear witness to your worthiness?

    4. Justify action – Rational Scenario “Look at the

    numbers” – Mimicking Scenarios

    “Everyone’s doing it”

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 11

    Time and opportunity Everyone s doing it – Regulation Scenario “They are

    making us do it” – Standards/Expectations “They

    expect this from us”

    Keep Them on Your Side

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 12

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 7

    The Style Factor— Create Situational Power

    “The one who makes it to the top hasThe one who makes it to the top has luck, works hard, is bright and believes in team work. Although it’s not a personality game, you have to be personable, likable, and able to get along.”

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 13

    --J. Richard Munro, CO-CHAIRMAN AND CO-CEO Time Warner, Inc.

    What’s Your Style?

     Decide how well the cards you have describe your characteristics

    T d d ith th ti i t til

    y

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 14

     Trade cards with other participants until you have three that describe you well

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 8

    Successful People Understand the Style Factor

    • Understand themselves and how their behavior affects others

    • Understand their reactions to other people • Know how to maximize on their behavioral

    strengths and minimize overusing them • Know how to adapt their behavior to meet

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 15

    • Know how to adapt their behavior to meet the preferences of other people and particular situations

    15

    Different Styles, Different Needs

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1616

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 9

    Understand Style Preferences

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 17

    Flex Your Style to Adapt

    to Others

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 18

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 10

    The Partnership Factor— Create Win-Win Outcomes with Your Boss

    “Trust is a skill, one that is an aspect of virtually all human practices, cultures, and relationships.”

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 19

    --Robert C. Sullivan

    Build a Strong Partnership with Your Boss • Solicit clear expectations and priorities

    • Huddle on a regular basis to provide updates, discuss challenges, and to evaluate how well expectations are being met

    • Provide adequate information, based on his/her communication preferences and needs

    • Relay good news and bad news

    • Recognize that building trust takes time and that trust is another word for reliability

    • Help him/her to manage priorities and time more effectively

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 20

    • Sell your issues by framing the benefits to him/her and the organization

    • Give positive reinforcement—everyone welcomes positive feedback

    • Focus on what you can change or control

    • Watch the organization’s money

    20

  • Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight

    www.HightPerformance.com 11

    Unleash the Courage Factor— The Secret to Getting Your Needs Met

    “In business, courageous action is really a , g y special king of calculated risk taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success—and avoid career suicide—through careful

    © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2