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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)

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Page 1: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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)

Page 2: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 3: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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 yaction, 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. BacharachGet Them on Your Side

Page 4: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 5: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 6: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

www.HightPerformance.com 6

Get Them on Your Side1. 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

Page 7: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 8: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 9: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 10: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

Page 11: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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 yspecial 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 21

deliberation and preparation.”--Kathleen K. Reardon

Professor of Management and Organization, USC

Courage is Essential

“Courage is the first of the humanCourage is the first of the human qualities because it is a quality

which guarantees all the others.”

--Winston Churchill

© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 22

Page 12: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

www.HightPerformance.com 12

Practice Courage

1. Set Your Goals

2. Determine Your Goal’s Importance

3. Tip the Power Balance

4. Weigh Risks and Benefits

5. Select the Right Time

© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 23

6. Develop Contingency Plans

Prepare for Your Defining Moment

“Time is a tyrant: inaction is a choice. When uncertainty reigns, the great danger is in stopping to wait until it resolves, if it ever does. Those who instead, take action will influence the outcome.”

© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 24

--Tsun-yan Hsieh, Director, Sony Corporation

Page 13: Managing 360? - Upward Downward & Sideways · 2020. 3. 17. · Managing 360 - Upward, Downward & Sideways Presented by Cathi Hight 7 The Style Factor— Create Situational Power “The

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

www.HightPerformance.com 13

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 25

Create Win-Win Outcomes

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

To Your Success!• Benchmarking and special

projects• Onsite and virtual staff

training• Board retreats and strategic

planning sessions• Membership retention plans• Conference presentations and

workshops

© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 26

• Books, webinars and articles on our web site: www.hightperformance.com

• Contact us at (512) 354-7219 or at [email protected]