WASHINGTON BANKERS ASSOCIATION EXECUTIVE … · 2019-05-06 · 1 WASHINGTON BANKERS ASSOCIATION EXECUTIVE DEVELOPMENT PROGRAM “The only measure of a great team is wh e t h e r i

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W A S H I N G T O N B A N K E R S A S S O C I A T I O N

E X E C U T I V E D E V E L O P M E N T P R O G R A M

“ T h e o n l y m e a s u r e o f a g r e a t t e a m i s

w h e t h e r i t a c c o m p l i s h e s w h a t i t s e t s o u t t o

a c c o m p l i s h . ”

- P a t r i c k L e n c i o n i

A u t h o r , T h e A d v a n t a g e

LEARNING OBJECTIVES

• Learn and begin to apply some fundamental

principles of organizational effectiveness to our

real world teams

• Gain awareness of our own Social Styles and

improve the ability to work and communicate

effectively with other styles

• Learn how to give and receive effective,

developmental performance feedback

• Understand how to ensure clear, consistent

communication for action

• Have Fun!

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PRINCIPLES OF ORGANIZATIONAL EFFECTIVENESS

TUCKMAN’S STAGES OF GROUP DEVELOPMENT

THE WATERLINE MODEL

The tendency is to try to fix the problem at the intra-

and interpersonal levels (starting too deep in the

water).

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PRINCIPLES OF ORGANIZATIONAL EFFECTIVENESS

Notes:

THE FIVE DYSFUNCTIONS OF A TEAM

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CREATING CULTURE CHANGE

THE ART OF TRANSFORMING

THE RESULTS PYRAMID

RESULTS

ACTIONS

BELIEFS

EXPERIENCES

© 2010, PARTNERS IN LEADERSHIP

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U N D E R S T A N D I N G A N D M A N A G I N G

B E H A V I O R A L D I F F E R E N C E S

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A P P L Y I N G V E R S A T I L E M A N A G I N G T E C H N I Q U E S

DRIVING STYLE

Managers with a Driving Style are seen by their direct reports as active, forceful,

and decisive. These managers are direct; they initiate social interaction; and

they focus their efforts and the efforts of their direct reports on the goals and

objectives that need to get accomplished now. Managers with a Driving Style can

be described as distant, guarded, and aloof at times, as they control their

feelings and do not reveal the depth of their emotions.

If you are manager with a Driving Style, take these actions to work more

effectively with a direct report who has the Style indicated:

ANALYTICAL STYLE

• Remember details and getting it right

are important to this person

• Allow this person time to think things

through

• Take time to listen carefully and

patiently to details

• Slow down your pace

• Offer direction to help this person

make decisions or draw conclusions

• Follow through on your commitments

DRIVING STYLE

• Like you, getting results is important

to this person

• Help this person to take the time to

listen carefully to other’s input

• Allow this person to get things done

without unnecessary distractions

• Make sure you share the same goals to

avoid finding yourselves charging in

opposite directions

• Compliment this person’s need to tell

by asking questions

AMIABLE STYLE

• Remember that the relationship with

you could be just as important as the

task

• Encourage this person to focus on the

goal


• Encourage some level of informality in

the interaction

• Allow this person to share his or her

feelings

EXPRESSIVE STYLE

• Remember that approval and

recognition are important to this

person

• Allow for some fun and spontaneity

from this person

• Encourage this person to think more

about facts and details to validate

and substantiate their ideas

• Allow this person to discuss his or her

feelings and opinions

• Listen openly to his/her ideasAllow

this person to share his or her feelings

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EXPRESSIVE STYLE

Managers with an Expressive Style tend to be more willing to make their inner

feelings known to those who report to them. Rather than controlling emotions,

managers with this style can sometimes appear proactive and impulsive about

showing both positive and negative feelings. Expressive managers can be seen

and described by their direct reports as personable, talkative, competitive and

opinionated.

If you are manager with an Expressive Style, take these actions to work more


ANALYTICAL STYLE


• Listen more often and more

accurately

• Pay attention to details

• Be task oriented and systematic

• De-emphasize feelings

• Be patient

• Give this person time to “think about

it” before making a decision


DRIVING STYLE

• Be task oriented


• Plan your work and work your plan

• Be organized in your communication

• Avoid power struggles

• Less small talk, get to the point

• Avoid over generalizing

• Provide options and let this person

decide the best course to get things

done

AMIABLE STYLE

• Listen more often and with empathy

• Open with some small talk


• Decrease your intensity

• Don’t interrupt

• Be supportive

• Acknowledge importance of

relationships

EXPRESSIVE STYLE

• Like you, personal approval and

recognition are important to this

person

• Be careful not to compete

• Encourage fact-finding to support

ideas

• In addition to focusing on the big

picture, focus on necessary details

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AMIABLE STYLE

Managers with an Amiable Style openly display their feelings to those who report

to them. However, they appear less opinionated and more agreeable. These

managers tend to be most sensitive to keeping relationships with their direct

reports on an informal, friendly and personal basis. They seem very interested in

achieving a rapport with their direct reports, sometimes at the expense of

getting things done effectively and efficiently.

If you are manager with an Amiable Style, take these actions to work more


ANALYTICAL STYLE



• Emphasize facts and details

• Be systematic

• Be well-organized

• Less small talk


DRIVING STYLE

• Pick up the pace

• Demonstrate high efficiency



• Be clear about goals and plans

• Be organized in your communication

• Less small talk, get to the point

AMIABLE STYLE

• Like you, personal security and

relationships are important

• Be careful not to over compromise or

over accommodate

• Be sure that you use your time

together efficiently

• Don’t lose track of time in casual

conversation

• Acknowledge his or her relationship

with you

EXPRESSIVE STYLE


• Demonstrate high energy

• Focus on the big picture

• Say what you feel, be candid and

direct

• Facilitate this person’s self-

determination

• Provide some discipline around use of

time

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ANALYTICAL STYLE

Managers with an Analytical Style are typically described by their direct reports

as quiet, logical and reserved. These managers tend to be distant toward their

direct reports and may not communicated with them unless there is a specific

need to do so. They tend to listen to others, make management decisions

thoughtfully, and act at a slower pace. They people who work for them usually

view them as conscientious, prudent and thorough

If you are manager with an Analytical Style, take these actions to work more


ANALYTICAL STYLE

• Like you, this person has the need to

“get it right”

• Do not get bogged down in detail

• Help this person to reach decisions

• Encourage “big-picture” thinking

• Encourage risk-taking

DRIVING STYLE



• Focus on needed conclusions and

outcomes

• Don’t get bogged down in details and

theory

• Say what you think

• Allow this person to decide what to do

from options you provide

AMIABLE STYLE

• Make genuine personal contact

• Focus more on feelings

• Offer assistance regarding work to be

done

• Provide structure with an emphasis on

people

• Don’t overdo facts and logic

• Pay attention to relationships

EXPRESSIVE STYLE

• Make personal contact


• Acknowledge the big picture


• Allow feelings and opinions to be

expressed

• Allow for some fun

• Recognize this person’s work

• Say how you feel and give your opinion

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S T Y L E F L E X I B I L I T Y

Think of two to four individuals with whom you've had challenging

relationships. Write their names below. Identify opportunities to flex your

style in order to improve your relationship with each person. Write down key

points in the corresponding box below.

Name Social Style Opportunities to Improve the Relationship

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COACHING COUNSELING AND DEVELOPING OTHERS

Communicating for High Performance

The sole purpose of communication in workplace is the effective coordination

of action. When communication is clear, strong and consistent, we generate

high performance. When communication is unclear, weak or lacking, we

generate waste.

This section provides a consistent approach and practical tools for both giving

and receiving feedback that is both actionable and developmental.

Reframing Feedback

• Feedback is information. Information is power

• Feedback is not true or false, it’s perception (but

perception matters)

• Feedback can fast-track your growth

• Receiving feedback well increases trust

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How to C.A.T.C.H. Feedback

Curiosity:

Acknowledgement:

Thankfulness:

Commitment:

Humility:

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FORMULATING GROUNDED ASSESSMENTS

1. What is the assessment?

2. For what purpose are you making this assessment?

3. What is the specific subject or area of competence you are

assessing?

4. Against what standard(s) are you making this assessment?

5. Will you be seen as a credible “authority” on this subject or area of

competence?

6. What possibilities does this assessment open and close?

7. Provide 3 assertions to support your assessment.

8. What new action can you design?

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COMMON ERRORS

• So…how’s it going?

• Sandwich method

• Too many pillows

• Dump truck

• Writing the script

DELIVERING ASSESSMENTS

1. Ask permission

2. Private setting

60 Second Introduction:

3. State purpose

4. Share assessment

5. Ground assessment (provide assertion-based evidence

to support)

Interaction:

6. Invite your partner to respond

7. Design action conversation together

8. Form a mutually held commitment and follow-up

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CRAFTING YOUR 60 SECOND INTRODUCTION

State the purpose for providing this feedback:

(NOTE: This is the key to ensuring the feedback will be seen as a developmental opportunity)

Share the assessment:

Ground the assessment:

(Provide 3 behavioral examples to support your assessment)

Invite your partner to respond:

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ASSIGNMENTS

Adults learn best through repetition and practice. As such, below are

some assignments to implement and practice the new concepts

introduced today:

SOCIAL STYLES:

1. Locate and review your Style on pages 12-15 above to learn

actions you can take to increase your Versatility with direct reports

of each Style.

2. Think of two to four individuals with whom you are having

challenging relationships. Identify opportunities to flex your style in

order to improve your relationship with each person. Write your

responses on the Style Flexibility Chart on page 16 above.

DELIVERING ASSESSMENTS AND DESIGNING ACTION CONVERSATIONS:

1. Deliver at least 3 affirmation assessments with employees to

reinforce how their behavior, actions or performance are meeting

your expectations. If appropriate, engage the employees in an

action conversation to help them continue to perform as well or

better in the future.

2. Deliver at least 3 development assessments with employees to

help them capitalize on important opportunities to learn, grow or

develop. Engage each employee in an action conversation to

help them gain the competencies they need.

CLOSING

1. What are you taking away from today’s session?

2. What will you do differently based on what you learned today?

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WASHINGTON BANKERS ASSOCIATION EXECUTIVE … · 2019-05-06 · 1 WASHINGTON BANKERS ASSOCIATION EXECUTIVE DEVELOPMENT PROGRAM “The only measure of a great team is wh e t h e r i