Leadership Skills Workshop Charles Rubenstein Ph D c
Leadership Skills Workshop Charles Rubenstein, Ph. D. <c. rubenstein@ieee. org> Pratt Institute School of Information & Library Science Vice Chair, 2003 -2004 IEEE-USA PACE Committee
Credits This Leadership Skills Workshop is sponsored in part by IEEE-USA Regional and Division/Society PACE Project Grants Portions of this presentation are derived from the IEEE Leadership Workshop developed by IEEE past president Ray Findlay. Additional materials primarily supplied by Kurt R. Richter [IEEE Region 8 Educational Activities Chair] and John Reinert [Region 5]. Leadership Skills Workshop
Typical Agenda and Topics Workshop Agenda 8: 30 – 9: 00 am: Registration 9: 00 am: Workshop begins 10: 30 – 10: 45 am: Break 12: 00 – 1: 00 pm: Lunch 3: 00 – 3: 15 pm: Break 4: 30 pm: Workshop ends • • Workshop Sessions interpersonal relations group management team management leadership skills Leadership Skills Workshop
About your Instructor… • This Leadership Skills Workshop is delivered by Dr. Charles Rubenstein l Charles Rubenstein is Professor of engineering and information science at the Pratt Institute graduate School of Information and Library Science in New York City. His Ph. D. in bioengineering with minors in EE/Systems Analysis is from the Polytechnic Institute of New York in Brooklyn. An IEEE Senior member, he has served on many IEEE Boards and Committees over the past 20 years. Vice-Chair of the IEEE-USA PACE Committee, he was a member of the 2003 IEEE-USA Board of Directors, 2002 -2003 Region 1 Area B Chair, is in his fifth year as an elected Vice President for Member Relations of the IEEE Engineering Management Society, and is a Candidate for 2005 IEEE-USA President-elect. c. rubenstein@ieee. org Leadership Skills Workshop
Covered at this Workshop 1. Leadership 2. The Image of a Leader 3. Leader versus Manager 4. Brainstorming 5. Personal Interactive Skills: Jungian Types 6. Meetings Management for conflict resolution 7. Developing Group Skills 8. Conflict: Style and Management 9. Teambuilding and Negotiating Commitment 10. Some Resources Leadership Skills Workshop
A great leader is not measured by the things he/she does, but is measured by the things his/her people accomplish. -from a documentary on Ronald Reagan’s 1 st term as president Tell me, I will forget Show me, I may remember But involve me, and I will understand – Old Chinese Proverb Leadership Quotes. . . The existence of the leader who is wise is barely known to those he leads. He acts with unnecessary speech, so that people say, “It happened of its own accord. ” -Lao Tze (from the 17 th Precept)
What Is Leadership? • Making the right things happen • Inspiring others to achieve a goal • Taking risks, willing to fail to achieve: and … MAKING DECISIONS! Leadership Skills Workshop
Definitions Leader n, 1. A person who is followed by others. 2. The horse placed at the front in a team or pair. Manager n, 1. A person controlling or administering a business or a part of a business. 2. A person regarded in terms of skill in household or financial or other management. Leadership Skills Workshop
Peter De. Lisle suggests Leadership is the ability to influence other people with or without authority Awareness EFFECTIVENESS Ability Commitment Leadership effectiveness depends on three things: awareness, ability and commitment Leadership Skills Workshop
Leadership Characteristics • Creator of Culture • Proactive • Change agent (positive) • Cheerleader • Coach • Motivator • Focus Provider Leadership Skills Workshop
A Leader… • influences people to follow a course of action through persuasion or example • forms constructive relation- and partnerships with people • spearheads useful changes • transforms mediocre organizations into excellent ones • makes decisions Leadership Skills Workshop
You are a Leader if you… • set direction, give guidance, and • • motivate people to accomplish carry out the will of the group is the champion for the group’s cause guide the group during times of storm: (otherwise the group motivation will collapse and the enterprise will fail) delegate well • are not afraid to take the blame… Leadership Skills Workshop
What do Leaders do? • know what they want, why, and how to • • • communicate to others what they want recognize and praise good work, give credit to others, make everyone feel important communicate well to everyone inspire loyalty support the ideas of others expect the best Good ones get water and/or make coffee Leadership Skills Workshop
TASK #1 • Write down what you hope to accomplish • • that will be truly great. Write out how you are preparing to accomplish your task. Write down the single greatest obstacle that might prevent you from accomplishing your objectives. • You have five (5) minutes to do this Leadership Skills Workshop
Some Attributes of a Leader • Guiding vision • Goals • Passion • Integrity • Honesty • Self Confidence • Communication Leadership Skills Workshop • Curiosity • Risk • Dedication • Charisma • Listening • Thinking ?
Attributes of a Leader • Guiding vision: Effective leaders know what they want to do, and have the strength of character to pursue their objectives in the face of opposition and in spite of failures • Goals: Effective leaders establish achievable goals Leadership Skills Workshop
Attributes of a Leader • Curiosity: Leaders are learners. They wonder about every aspect of their charge. They find out what they need to know in order to pursue their goals. • Risk: Effective leaders take calculated risks when necessary to achieve their objectives. If a mistake is made, the effective leader will learn from the mistake and use it as an opportunity to explore other avenue. Leadership Skills Workshop
Attributes of a Leader • Dedication: Effective leaders are dedicated to their charge, and will work assiduously on behalf of those following. Leaders give themselves entirely to the task when it is necessary. • Charisma: Effective leaders have it. This may be the one attribute that is the most difficult to cultivate. It conveys maturity, respect for your followers, compassion, a fine sense of humor, and a love of humanity. The result is the capability to motivate people to excel. (see next slide) Leadership Skills Workshop
Charisma • recognized as a major leadership quality • to lead others without charisma puts the • • leader at a disadvantage many of the qualities associated with charisma can be developed most effective methods of developing or enhancing charisma include learning to express one’s feelings more assertively and becoming more enthusiastic, optimistic and energetic Leadership Skills Workshop
Attributes of a Leader • Listening: Effective leaders Listen! This is the most important attribute of all, listen to your followers. • Passion: Effective leaders believe passionately in their goals. They have a positive outlook on who they are, and they love what they do. Their passion for life is a guiding star for others to follow, because they radiate promise! There is a difference between emotion and passion, let’s see where YOU fit in… Leadership Skills Workshop
Task #2 Emotional Expressiveness u Do not write your name on the questionnaire since it contains your most personal data. u Circle the number you feel appropriate u To obtain the total score add the numbers you encircled u You have ten (10) minutes to do this Leadership Skills Workshop
Emotional Expressiveness Scale 90 -100: Your level of emotionality could be interfering with your charisma. Many others interpret your behavior as out of control. 70 -89: Your level of emotionality is about right for a charismatic individual. You are emotionally expressive, yet your level of emotion is not so intense as to be bothersome. 10 -69: Your level of emotionality is probably too low to enhance your charisma. To become more charismatic and dynamic, you must work hard at expressing your feelings. Leadership Skills Workshop
Emotional Expressiveness Scale · From your total score you can judge how much development you need to become emotionally expressive. · People who want to improve their leadership effectiveness often need to enhance their emotional expressiveness. · People who want to improve their leadership effectiveness might need to learn how to express feelings in more constructive way to be truly charismatic. Note Bene: The principles of leadership are not as accurate as those for chemistry or physics – Emotional expressiveness may contribute to charisma only 90 percent of the time. Leadership Skills Workshop
Self-Confidence How can you build up your self-confidence? • Think positive thoughts about yourself • Write down your good points to boost your self-confidence • Visualize a more powerful you • Follow easy victories with bigger challenges • Deal creatively with the emotional turmoil associated with adversity Leadership Skills Workshop
Thinking Leaders • pay attention to their intuition • recognize the importance of being a • • big thinker for effective leadership ask tough questions enhance their ability to read people whenever possible Leadership Skills Workshop
Communication Leaders use • heavy-impact, embellishing language • metaphors, analogies, and anecdotes for inspiring group members • skillfully body language • power-oriented language style for a comprehensive approach Leaders avoid detractors such as junk words, vocalized pauses, insipid clichés threadbare anecdotes, and turning too many nouns into verbs Leadership Skills Workshop
Power In order to increase their power Leaders • develop a network of people with power • work on critical organizational problems • perform well on small projects • form coalitions as a sophisticated method • try to make an outside expert to agree with their position Leadership Skills Workshop
Multicultural Leaders • develop cultural sensitivity by observing and understanding cultural differences • • • appreciate the wide variety of people who fit under the diversity umbrella, such as recognizing that workers differ from one another recognize differences in cultural attitudes and values in such dimensions as formality versus informality and attitude toward time establish a good strategy for motivating people from different cultures including identifying their motivation Leadership Skills Workshop
Attributes of a Leader • Integrity: Effective Leaders know who they are. They are aware of their weaknesses. They only make promises they can follow through on. • Honesty: Effective Leaders convey an aura of honesty in both their professional and their personal lives. Effective Leaders earn the trust of their followers and act on their behalf. Leadership Skills Workshop
Task #3 Assessing your Ethical Belief Questionnaire 20 Questions (1 to 5 points) Do not write your name on the questionnaire since it contains your most personal data. Circle the number you feel appropriate to obtain the total score add the numbers you encircled. You have ten (10) minutes to do this Leadership Skills Workshop
Ethical Reasoning Inventory Scoring and interpretation: • 90 -100: • 60 -89: • 41 -59: • 20 -40: You are a strongly ethical person who may take a little ribbing from coworkers for being too straitlaced. You show an average degree of ethnical awareness and therefore should become more sensitive to ethical issues Your ethics are underdeveloped, but you at least have some awareness about ethical issues. Your ethics are far below contemporary standards in business. Begin a serious study of business ethics or join Enron… Leadership Skills Workshop
10: 30 am = Break Time! Leadership Workshop Resumes at 10: 45 am Leadership Skills Workshop
2. The Image of a Leadership Skills Workshop
Image • • I'mage (noun) 1. form, semblance; counterpart as regards appearance (That person is the image of an engineer. ) 2. simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public. Your Image includes everything: the way you talk and dress the way you act your attitude to others at work and play Leadership Skills Workshop
What are your personal career objectives? 1. to identify problems and create winning solutions? 2. to lead effectively, with inspiration; to motivate? 3. to be in control of your world; to make things happen for you? 4. to manage your personal resources effectively? 5. to be the president of your own company? 6. to be a millionaire (if you aren't already)? Leadership Skills Workshop
Who are you? Do you give warm fuzzies? Do you smile a lot? Do you feel dynamic and energized, and do you show it? Do you feel comfortable in a group? Or do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and do you show it? Do you feel uncomfortable in a group? Leadership Skills Workshop
What’s your image? When people think about you, is your image that of a dynamic, interested, competent person? Are you the sort of person who makes things happen, at home, at work or at play? Or do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen? Leadership Skills Workshop
The way you stand or sit: • • • indicates whether you are an open person, easily approachable. says whether you are friendly tells others whether you could be a good team player suggests that you are frank and honest tells others what you really think of them shows whether you are part of the team Leadership Skills Workshop
The way you dress: • • • indicates whether you have conventional ideas or whether you are “a radical” shows how neat you are suggests whether you will fit in with the company's image makes a statement about whether or not you care enough to find out about the company, its image and its objectives shows indirectly whether you are confident, whether or not you believe in yourself Leadership Skills Workshop
The way you write conveys: • whether you are warm and friendly or appear cool and reserved • whether you are dynamic and energetic or are lethargic and procrastinate • an image of you as either intuitive in solving problems, or logical, solving problems step by step • whether or not you want to communicate with others • whether you try to avoid conflict or seek it • whether you are materialistic or idealistic Leadership Skills Workshop
Communication and Behavior Conclusions 1. Communication is a holistic concept: every thing we do conveys something about ourselves 2. You must communicate holistically: if you want to achieve greatness in your chosen objectives. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to success 3. You can change your behavior pattern by changing the way you appear to others Note Bene: to change your behavior pattern, you must change everything about yourself! Leadership Skills Workshop
What’s the bottom line? 1. You are in control of your environment! You can make every setback an opportunity for success. 2. You can be anything you can be! Whatever you want to be is entirely up to you. 3. Become the person you want to be! Dress like that person, talk like that person, act like that person, write like that person, and that will be you. Leadership Skills Workshop
3. Leader versus Manager Leadership Skills Workshop
Management and Leadership John Kotter: Harvard Business Review, May-June 1990 Leadership Skills Workshop
Leadership versus Management How does a leader differ from a manager? Managers, have the following attributes, they v v v develop a vision for the enterprise consider alternatives to design estimate costs involved establish risks to the organization develop a schedule for the project include decision steps Leadership Skills Workshop
Managers… l l l perform administrative tasks report to senior management act as deficiency motivators with money and job security playing a major role in management effectiveness Leadership Skills Workshop
Leaders on the other hand… • Manage change in an orderly fashion • Keep a team motivated and informed • Review responsibilities and goals with each team player • State clearly the basis for evaluation and where each person fits in the organization Leadership Skills Workshop
A Leader will: l l l Monitor progress Set directions set expected achievements for each individual within a work period Show team members where they fit in achieving unit goals Leadership Skills Workshop
Ask Yourself. . . • Are you satisfied with your career? • Do you know what you want to accomplish? • Are you accomplishing all you can? • Are you an effective leader? • Do you want to grow in your career and as a • • person? Do you know what you have to do? Are you happy? Leadership Skills Workshop
Being a Leader, Being a Boss If you want to get ahead, be a leader, be a boss, or be a better boss, know that: o everything that happens to you results in a situation that is within your control o attitudes you convey is what you are judged on o what you think and do in your private life is what you will reap in your public/corporate life o you are what you think - and believe o if you never meet a challenge you will never find out what you are worth Leadership Skills Workshop
A Recipe for Being the Boss v Take control of your life v Assume responsibility for who you are v v v Convey a positive and dynamic attitude in everything you do Accept blame: learn from your own mistakes as well as those of others. Take blame for everything that happens in your unit Give credit wherever it is due Leadership Skills Workshop
A Recipe for Being the Boss l l l Be compassionate when you review your team members' progress or lack thereof Think great thoughts Small thinking is why companies go broke Turn disasters into opportunities Turn every obstacle into a personal triumph Determine your "real" goals then strive to achieve them When you want to tell someone something important, do it personally Leadership Skills Workshop
4. Brainstorming Leadership Skills Workshop
Brainstorming: The Objectives l l l l Identify the issues rapidly Reach consensus on the most important issues rapidly Determine possible solutions to issues Select the most promising action to solve the problem Agree on who does what Get a commitment Sell the process Leadership Skills Workshop
Brainstorming: Your Goals 1. Everyone must be involved 2. Call out ideas to scribe 3. Build on ideas 4. No idea is too trivial or silly 5. Apply no criticism nor judgment on any idea 6. Get as many ideas as possible in the time 7 Objective: Solve problems and enjoy doing it! Leadership Skills Workshop
TASK #4 Case Study: Creative Enterprises • You will brainstorm in your groups on possible actions Alf might take to revitalize the company according to the following guidelines for about 35 minutes… Leadership Skills Workshop
35 Minute Brainstorming Guideline • • • Read the Case Study (5 Minutes). Break into groups of 3 (5 or 6 max) people. Each group appoints a moderator, a scribe and a speaker: • • • The Moderator moves the discussion along, The Scribe writes short descriptive phrases to describe each idea on a Post-it, The Speaker will present the group’s results Brainstorm to develop ideas (20 minutes). Arrange the ideas in priority order (5 Minutes). Report out the group’s results (5 Minutes). Leadership Skills Workshop
5. Personal Interactive Skills: Jungian Types Leadership Skills Workshop
Personality Indicators • Carl Jung (1875 - 1961): Formulated ideas about personality in terms of types of characteristics • Katherine Briggs & Isabel Briggs Myers: “Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator Consulting Psychologist Press, 1985” Leadership Skills Workshop
Task #5 Personality Indicators Myers-Briggs Type Indicator Questionnaire Fill out your form during lunch… Leadership Skills Workshop
Lunch Time! Leadership Workshop Resumes at 1: 30 pm Leadership Skills Workshop
Observing Myers-Briggs Types in a training session… Video Clip Leadership Skills Workshop
The Four Pairs of Types • E • I • N • S • T • F • J • P Extraversion Introversion Intuitive Sensing Thinking Feeling Judging Perceptive Leadership Skills Workshop
Personality Indicators: Preferences l Extraversion: type E, sociable, about 75 % expends energy interacts with others freely l Introversion: type I, territorial, about 25 % conserves energy reads, meditates, solves problems Leadership Skills Workshop
What is typical Extrovert behavior? Are you energized around people? -Do you like to meet people and seek opportunities to do. so? -Do you think out loud? -Do you talk to plants and discuss problems with animals? - Leadership Skills Workshop
What is typical Introvert behavior? Alternatively, do you find you would rather work alone, without interruption? Does meeting too many people tend to tire you out? - Would you sooner not answer the phone - let the answering machine do it for you? - Would you rather have a problem written down for you than stated verbally? - Leadership Skills Workshop
• i. Ntuitive: type N, creative, about 25 % ingenious, future-oriented, fantasizes, imaginative • Sensing: type S, practical, about 75 % experience-oriented, utility, sensible Leadership Skills Workshop
Do you see the world in terms of your senses? Do you like to see the facts before starting work? Do you like dealing with the details of a project rather than the overall plan? Then you are likely Sensing Or do think in terms of the big picture, in terms of concepts and ideas, rather than the information involved? If so, put down i. Ntuitive Leadership Skills Workshop
• Thinking: type T, impersonal, 50% (however, 60% M) objective judgments, logical orientation, rules, laws, justice, firmness • Feeling: type F, personal, 50% (however, 60% F) Emotional judgements, value-oriented, persuasion, sympathy, devotion Note: Both types can react with the same emotional intensity! Leadership Skills Workshop
Do you tend to follow the rules regardless of how you feel? Do you hide your feelings and get on with the job? That is Thinking type behavior Or do you inject a personal note into things you do, even let your emotions take over, sometimes. That is Feeling type behavior Leadership Skills Workshop
• Judging: type J, closure, concluding, 50% settled, decided, work comes first, plan ahead, urgency, deadline, get-it-done. • Perceptive: type P, get more data, 50% pending, flexible, adaptable, let-it-happen, open-ended, tentative, wait-and-see. Note: Both types are equally "judging" and "perceptive. Leadership Skills Workshop
Do you like to set up a schedule to meet deadlines, make lists, make quick decisions in order to get onto the next job? That's Judging behavior Or are you really adaptable you like collecting more information so your decision will be really informed. That's Perceptive behavior Leadership Skills Workshop
Task #6 Case Engineering Solution • Read the Handout (5 minutes) • Brainstorm your group’s Answer (20 minutes) • Arrange the ideas in priority order (5 minutes). • Report to the whole group (5 minutes) Leadership Skills Workshop
Type Classification: General Population Leadership Skills Workshop
Type Classification: Engineering Students Leadership Skills Workshop
• • The Four Temperaments Intuitive/Thinking - NT Types 12% of the population, 21% engineers, 43% engineering students Objectives: to understand, predict and control the world, to get power over nature! Want to be skilled, intelligent, ingenious, studious, competent. Hooked on self-improvement. Terse, logical, lives for work. Focuses on the future. Visionary leader. Stubborn, stands on principles, has difficulty communicating. Sceptic. Solves problems. Leadership Skills Workshop
• The Four Temperaments Intuitive/Feeling - NF Types Includes 12% of the population, 7. 5% engineers, 22% engineering students • They are the romantics of literature, sympathetic, tender, good with language, poetic, and love music, but long term relationships may prove a strain: they are charming, warm and caring, but not long term. As managers, they focus on people, not the organization. A democratic leader. ENFJ's are natural-born leaders. Good at PR. Often outspoken. (36% of teachers are NF's) Leadership Skills Workshop
• The Four Temperaments Sensing/Judging - SJ Types 38% of the population, 39% engineers, 27% engineering students • A belonger, a giver, a parent. Bound and obligated, work ethic, needs rules, pessimistic, the typical Boy Scout, always prepared! Murphy's Laws were made up by SJ's. Traditionalist. Stabilizes and consolidates. Establishes rules, contracts, policies and procedures. Wants solid facts. Likes stable, sensible, reliable people. (56% of teachers are SJ's) Leadership Skills Workshop
• • The Four Temperaments Sensing/Perceptive - SP Types 38% of the population, 11% of engineers, 14% engineering students Objectives: "feel free to do as I want. But let's do it right now. " "Let's go somewhere. " Impulsive, active, cheerful, light-hearted, full of fun. Makes decisions now. Impatient with theories. Flexible, observant, adaptable. As a manager, a good negotiator, realistic, troubleshooter, unsnarls messes, diplomatic. Easy to get along with. Leadership Skills Workshop
6. Meeting Management for conflict resolution Leadership Skills Workshop
• Teams solve problems • But Teams can also create problems Leadership Skills Workshop
Improving Team Dynamics • Seating arrangements at meetings • Problems at meetings? • Types of difficult people • Dealing with difficult people • Conflict styles • What “solver” should be chosen when? Leadership Skills Workshop
Supportive Seating: Two Person Meetings Person 1 b ? c d Person 2 f Supporting e Collaborating Confronting Leadership Skills Workshop
Two Person Seating for Collaboration Person 1 e ? c d Person 2 f Supporting e Collaborating Confronting Leadership Skills Workshop
Two Person Seating Power Meetings Person 1 b ? c d Person 2 f Supporting Collaborating Confronting Leadership Skills Workshop
Seating Groups Chairman Seating Confrontational seating Hierarchical seating Leadership Skills Workshop Free discussion Equality seating
Confrontational Seating A Tactical Analysis Eye contact with other supporters sees and hears all points of view large part in discussion looks to chair for leadership isolated ? isolated Leadership Skills Workshop puts case to undecided eye contact with most balances the table influences opinion of the opposites Chairperson (1) Supporters (3) Opponents (4) Undecided (2)
Hierarchical Seating Concept An Observer’s View Power seat with good sightlines to almost all can play an active role strong position, chair person, main speaker traditional position of privilege – sit to right of chairman Leadership Skills Workshop ? weak opinion? wishes to be uninvolved? strong and confident speaker Sharing the view of strong and confident speaker
7. Developing Group Skills Leadership Skills Workshop
Managing ‘difficult’ people - I • • Type No enthusiasm, sighs, shrugs, never say what is wrong Offloading tasks, especially the worst tasks *) see Christina Osborne, “Dealing with Difficult People”, “Essential Managers”, DK Publishing, Inc. Leadership Skills Workshop • • How to manage Encourage to reflect on their achievements as they progress to goals Set clear objectives, milestones, draw action plan and show that most of their initials are against most of the action
Managing ‘difficult’ people - II • • Type No scruples, takes credit for others work Complaining constantly about everything, is impossible to please Leadership Skills Workshop • • How to manage One-to-one meeting asking questions to pinpoint specific problems; ask them to prioritize their workload and set goals for achieving objectives When responsible for a project make sure that people deliver their feedback themselves; define responsibilities clearly and give credit
Managing ‘difficult’ people - III • • • Type Takes the kudos and blames mistakes to others Has to have the first and last word and be one step ahead Bullies and intimidates others and gets its own way by being aggressive Leadership Skills Workshop • • • How to manage State responsibility clearly; set stretching targets; meet regularly to review progress against objectives Confirm in writing whatever has been agreed; anticipate the objections Stand your ground by being assertive; state your case calmly and ask questions to encourage to consider consequences of their actions
Difficult Members / Dealing with Talks to be heard Listen, do not debate. Conducts side conversations Talk privately with members who Challenges attempt to move continuously exhibit group toward decision disruptive behavior. Interpreting criticism of Turn negative behaviors ideas as personal attack into positive Waving off or negating all contributions. suggestions or new ideas Encourage the group to from others share the responsibility Urging the group to take of handling difficult action before a problem is members. clearly defined. Leadership Skills Workshop
3: 00 pm = Break Time! Leadership Workshop Resumes at 3: 15 pm Leadership Skills Workshop
8. Conflict: Style and Management Leadership Skills Workshop
Conflict Cycle Leadership Skills Workshop
Task #7 Conflict Management Style Please take 10 minutes to Review the Questionnaire Leadership Skills Workshop
Thomas-Kilmann 5 Conflict Styles 1. Avoiding (Uncooperative and unassertive) Neglects own concerns as well as those of other parties: does not raise or address conflict issues 2. Accommodating (Cooperative and unassertive) Seeks to satisfy other person's concerns at the expense of own 3. Competing (Uncooperative and assertive) Opposite of accommodating. Uses whatever seems appropriate to win Leadership Skills Workshop
Thomas-Kilmann Conflict Styles 4. Collaborating (Cooperative and assertive) Opposite of avoiding. Works with other party to find a solution that satisfies both own and other party's concerns 5. Compromising (Middle ground) Seeks to find a middle ground to partially satisfy both parties Leadership Skills Workshop
Conflict Style Map Leadership Skills Workshop
9. Teambuilding and Negotiating Commitment Leadership Skills Workshop
When to Avoid • When an issue is trivial • When there is no chance of getting what you want • When the potential damage of confrontation is greater than the benefits if resolution • When you need to gather more information • When others can resolve the conflict more effectively • When you need to cool down, reduce tension, and regain perspective or composure Leadership Skills Workshop
Negative Consequences of Avoiding • Decisions made by default • Unresolved issues • Self-doubt created through lack of esteem • Creative input lost • Lack of credibility • Anger and hostility generated in subsequent discussions Leadership Skills Workshop
When to Accommodate • When you realize you are wrong • When the issue is much more important to the other person than you • When you need a future favor (credit) • When continuing the competition would damage the cause • When subordinates need to develop - to learn from mistakes Leadership Skills Workshop
Negative Consequences of Accommodating • Decreased influence, respect or recognition by too much deference • Laxity in discipline • Frustration as own needs are not met • Self-esteem undermined • Best solution may be lost Leadership Skills Workshop
When to Compete • When quick, decisive action is necessary • On important issues for which unpopular courses of action need implementing • On issues vital to the group welfare, when you know you are right • When protection is needed against people who take advantage of noncompetitive behavior Leadership Skills Workshop
Negative Consequences of Competing • Eventually being surrounded by "yes people” • Fear of admitting error, ignorance or • • uncertainty Reduced communication Damaged relationships Lack of commitment from others More effort during implementation to sell the solution Leadership Skills Workshop
When to Collaborate • When both sets of concerns are too important to be compromised • When it is necessary to test your assumptions or better to understand the viewpoint of the other party • When there is a need to combine ideas from people with different perspectives • When commitment can - be increased by incorporating the concerns of everyone into the proposal • When there is a history of bad feeling Leadership Skills Workshop
Negative Consequences of Collaboration • Too much time spent on insignificant issues • Ineffective decisions can be made by people with limited knowledge of the situation • Unfounded assumptions about trust Leadership Skills Workshop
When to Compromise • When goals are important but not worth the • • effort of potential disruption from more aggressive players When two opponents with equal power are strongly committed to mutually exclusive goals When temporary settlements are needed on complex issues When expedient solutions are needed under time pressures As backup when collaboration or competition fail Leadership Skills Workshop
• • Negative Consequences of Compromising No one is completely satisfied Solutions tend to be short-lived Cynical climate: perception by both parties that it is a "sellout” Larger issues, principles, long-term values and the welfare of the company can be lost by focussing on trivia or the practicality of implementation Leadership Skills Workshop
Conflict Control • Use avoidance to ignore the issue • Use accommodating style to allow the other person to resolve the issue • Structure the interaction so that a triggering event is unlikely to occur • Strengthen the barriers that inhibit the expression of conflict • Avoid dealing with the person with whom you are in conflict Leadership Skills Workshop
Steps for Confronting Conflict • Explain the situation as you see it • Describe how it is affecting your performance or the performance of others • Ask for the other viewpoint to be explained, and listen to the response • Agree on the issues independent of personalities • Explore and discuss the issues, without reference to the problem Leadership Skills Workshop
More Steps… Confronting Conflict • Agree on what each person will do to resolve the issues • Try to agree on the problem. If there is no agreement, discuss issues some more • Explore possible solutions • Agree on what each person will do to solve the problem Leadership Skills Workshop
Task #8 Fast and Robust • Read the Handout (5 minutes) • Brainstorm in Groups (20 minutes) • Arrange the ideas in priority order (5 minutes). • Report to the whole group (5 minutes) Leadership Skills Workshop
10. Some Resources Leadership Skills Workshop
• • Books on Leadership Skills Katherine Briggs, Isabel Briggs Myers: “A Guide to the Development and Use of the Myers-Briggs Type Indicator”, Consulting Psychologist Press 1985 Andrew J. Du. Brin: “The Complete Idiot’s Guide to Leadership”, alpha books, CWL Publishing Enterprises 1998. “Essential Managers”, DK Publishing, Inc. Robert Heller: Communicate Clearly, How to Delegate, Managing Teams , Managing Changes, Learn to Lead; Jim Hinle: Managing Meetings; Terrance Brake: Managing Globally; Christina Osborne: Dealing with Difficult People R. Giuliani, “Leadership” (Mayor Rudy, Leadership in the Political Environment), Hyperion, New York, NY. 2002. (ISBN 0 -7868 -6841 -4) Louis V. Gerstner, “Who says an Elephant Can’t Dance? ” Harcourt Business Books (IBM 1996 -2003 turnaround…) Peter Norhaus, “Leadership” 3 rd Edition 2004 Maxwell, “The 21 Irrefutable Laws of Leadership” Thomas Nelson, Inc, 1998. (ISBN 0 -7852 -7431 -6) Robert Greene, “ 48 Laws of Power” Viking Press; 1998. (ISBN: B 00006 JO 24) Leadership Skills Workshop
Selected Internet Links • • • IEEE Leadership Training Materials http: //ewh. ieee. org/cmte/leadership/ Free Library for Profit and Nonprofit Organizations http: //www. mapnp. org/library/ Canadian Association of Student Activity Advisors http: //www. casaa-resources. net/ resources/sourcebook/acquiring-leadership-skills/ University of California http: //www. cnr. berkley. edu/ucce 50/ag-labor/7 labor/ ACM Association for Computing Machines http: //www. acm. org/chapters/leadership_skills. html Law Library Resource Xchange - Marie Wallace Column http: //www. llrx. com/columns/guide 54. htm Leadership Skills Workshop
Thank you for being a Leader! c. rubenstein@ieee. org Leadership Skills Workshop
Leadership Issue Buzzwords 1. Leadership 2. Leadership versus management 3. Holistic communications: the key to leadership 4. Brainstorming 5. Developing a priority list and getting consensus 6. Personal interactive skills: Jungian types 7. Developing group skills 8. Active listening: barriers to communicating 9. Persuasion 10. Conflict styles 11. Conflict Management 12. Teambuilding 13. Negotiating commitment 14. Overcoming resistance 15. Making things happen Leadership Skills Workshop
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