2018 iappo fall conference - amazon s3€¦ · building authentic & high performing procurement...

2018 IAPPO Fall ConferenceThursday – October 4, 2018

Embassy Suites Hotel – Lombard, IL

Facilitated and Designed by:Dr. Steven Swafford, IOM

Los Angeles/Ft. Lauderdale/Washington DC/Boston/Hartfordwww.leadershipoutfitters.com

Who IsThe Leader

“You Want To Be”?

• What qualities do you model as a leader?

• How would you describe your “leadership style?”

• What is one thing about a leader you admire that you would like to exemplify?

(c) 2018 Leadership Outfitters, LLC IAPPO Fall Conf www.leadershipoutfitters.com 2

Your Leadership Influencers

Who is the best leader you have personally known (your most influential leadership role model). How did you know him or her?

Which values and skills/ competencies characterized this person?

Source of LeaderRole Model

Business Leader

Spiritual Leader

Entertainer

Family Member

Political Leader

Professional Athlete

Teacher or Coach

None/NotSure/Other

Source of Leader Role Model

FrequencyPercentage

Family Member 40%

Teacher or Coach 26%

Community Leader 11%

Business Leader 7%

None/Not Sure 7%

Political Leader 4%

Professional Athlete 3%

Entertainer 2%


Important Data Points

• 77% of our leader role models come from Family, Teachers/ Coaches or Community leaders

• Strong personal relationship with these leaders

• Exposed to influential leaders earlier in life

• Leaders with altruistic, selfless, & other-oriented values

Managers Focus On:• Efficiency • Control• “Things”

Leaders Focus On:• Effectiveness• Release• People

Mind of a Manager, Soul of a Leader, Craig Hickman, John Wiley & Sons.

ManagersManage Areas/Projects

•Concentrate on strategy

•Wield authority

•Administer programs

•Instruct

•Control

•Yearn for stability

•Take charge

•Concentrate on short term

•Want good

LeadersLead People

•Nurture culture

•Apply influence

•Develop people

•Inspire

•Empower

•Thrive on crisis

•Encourage delegation

•Seek long term results

•Demand better


Management Leadership

Creating an agenda

Planning and budgeting:Establishing detailed steps and timetablesfor achieving needed results and then allocating the resources necessary to makethat happen.

Establishing direction:A vision of the future, often the distant future, and strategiesfor producing changes neededto achieve that vision.

Developing a Human networkfor achieving the agenda

Organizing and staffing:Establishing some structure for accomplishing plan requirements, staffingthat structure with individuals, delegatingresponsibility and authority for carrying

out the plan, providing policies andprocedures to help guide people andcreating methods or systems tomonitor implementation.

Aligning people:Communicating the directionby words and deeds to allthose whose cooperation maybe needed so as to influencethe creation of teams andcoalitions that understand thevision and strategies andaccept their validity.

Execution Controlling and problem-solving:Monitoring results vs. plan in somedetail, identifying deviations and thenplanning and organizing to solvethese problems.

Motivating and inspiring:Energizing people to overcomemajor political, bureaucratic and resource barriers to change by satisfying very basic, but often unfulfilled human needs.

Outcomes Producing key results:Produces a degree of predictabilityand order and has the potential ofconsistently producing key resultsand expected by various stakeholders(on time, on budget.)

Affecting change:Produces change, often to a dramatic degree, and has the potential of producing extremely useful change (newapproaches, new strategies.)

John P. Kotter, A Force for Change: How Leadership Differs from Management


LeadershipMyths

Myth 1 – Leaders Are Born, Not Made.Leadership is not a rare gift given to a few people. Most peoplehave the potential to become good leaders. But, like anylearned skill, it’s training, practice, and coaching.

Myth 2 – Leaders are charismatic.In Good to Great, best-selling business author Jim Collins found that the best companies – those that were growing financially— were those led by humble leaders. Leaders who cared more for the organization than for themselves.

Myth 3 – Title or Position equals Leadership.Author John Maxwell in The 21 Irrefutable Laws of Leadership tells us that true leadership is not based on position or rank. Leadership is action not position.

Myth 4 – Leaders Call The Shots.Effective leadership is not about control and its not about leading from the top down. Good leaders find that they build respect from their ability to work with people and give people an opportunity to contribute and lead themselves. Authors Jim Kouzes and Barry Posner include “enabling others to act” as one of the five practices of effective leaders in their book “The Leadership Challenge”.


For decades, James Kouzes and Barry Posner have been interviewing leaders and their followers, to find out: “What did you do when you were at your personal best as a leader?”. Based on thousands of interviews and case studies, they found that:

• Leaders who consistently use all 5 practices below are significantly more effective than those who use them infrequently. All 5 practices are needed for exemplary leadership.

• Anyone can be a leader. Exemplary leaders exist everywhere, in every geography, industry, and demographic. In the best organizations, everyone is encouraged to act like a leader; and

• Although the context of leadership has changed over the years, the 5 Practices have transcended time and context to remain relevant since their initial research 30 years ago.


The Leadership Challenge

(c) 2018 Leadership Outfitters, LLC IAPPO Fall Conf www.leadershipoutfitters.com

The Leadership Challenge

Model the Way (pgs. 45-92)• Clarify Values (pg. 47)

– Find Your Voice & Affirm Shared Values

• Set the Example (pg. 71)

– Appeal to Common Ideals & Animate the Vision

Inspire a Shared Vision (pgs. 93-142)• Envision the Future (pg. 95)

– Imagine Possibilities & Find a Common Purpose

• Enlist Others (pg. 117)

– Appeal to Common Ideals & Animate the Vision

Challenge the Process (pgs. 143-192)• Search for Opportunities (pg. 145)

– Seize Initiative & Exercise Outsight

• Experiment and Take Risks (pg. 169)

– Generate Small Wins and Learn from Experience

Enable Others to Act (pgs. 193-244)• Foster Collaboration (pg. 195)

– Climate of Trust & Facilitate Relationships

• Strengthen Others (pg. 219)

– Enhance Self-Determination & Develop Competence and Confidence

Encourage the Heart (pgs. 245-295)• Recognize Contributions (pg. 247)

– Expect the Best & Personalize Recognition

• Celebrate the Values and Victories (pg. 271)

– Create a Spirit of Community & Be Personally Involved

From The Leadership Challenge, James Kouzes and Barry Posner, Jossey-Bass Publishers, San Francisco, CA.

8

LeadershipSelf-Assessment

Adapted from Cynder Niemela and Rachael Lewis, Leading High Impact Teams: The Coach-Approach to Peak Performance, 2001, High Impact Publishing and The Leadership Challenge, Jim Koozes & Barry Posner, Jossey-Bass Publishers, San Francisco, CA.

Strengths Areas for Development

Self Aware – personal aptitudes, values, motivators, challenges and needs.

Self Manages – demonstrating self discipline, accountability of actions, commitment to self mastery and goals.

Integrity - models behavior that is consistent with beliefs and values. High degree of personal responsibility.

High personal & professional standards -commands respect through actions. Encourages this behavior of team members.

Inspirational - inspires a compelling vision and ensures that the team works towards the organization’s mission & goals.

Transformational leader - anticipates changes in customer and employee needs and changing market conditions and changes business practices and organizational culture.

Manages results - collaboratively establishes short-and-long goals.

Strategist - demonstrate business acumen in core business areas including profitability, customer service and organizational planning.

Model The Way

Inspire A Shared Vision


Adapted from Cynder Niemela and Rachael Lewis, Leading High Impact Teams: The Coach-Approach to Peak Performance, 2001, High Impact Publishing and The Leadership Challenge, Jim Koozes & Barry Posner, Jossey-Bass Publishers, San Francisco, CA.

Strengths Areas for Development

Communicates effectively - uses language that is respectful and unbiased, non-judgmental. Listens intently. Truthful. Encourages self expression.

Follows through - can be counted on to do what promised. Builds relationships and trust with others.

Delegates - trusts others to act and encourages growth.

Mentors - helps others reach leadership potential.

Curious - takes calculated risks and realizes that disappointments and failures can be our greatest opportunities for learning.

Rewards & Acknowledges - celebrates successes and empowers team members.

Enable Others To Act

Encourage the Heart

Challenge the Process

LeadershipSelf-Assessment


Changing Expectations of

Leaders

How has what we ask of leaders in organizations fundamentally changed?

THINK: A Forum on the Future of Leadership

Is there a business case for leading more collaboration?


http://www.youtube.com/watch?v=YjMTx4b6bLw&feature=related

How Can I Enhance My Transformational Leadership Style?

1. Complete the Transformational Leadership Assessment (p. 1).

2. Complete the Self-Scoring Worksheet (p. 2) to arrive at mean scores for all skills.

*Multifactor Leadership Questionnaire (Bass & Avolio, 2000).


Defined

“Leadership that serves to change the status quo by articulating a vision of the future that appeals to followers’ values and sense of collective cohesion” (Bass & Avolio, 1998)

Change-oriented leadership

•Process of influencing followers to engage in major personal and organizational change (leadership—transformational leadership)

•Compared to sustaining the status quo through an equitable exchange relationship (management—transactional leadership)

•Generates awareness and acceptance of the mission of the team and organization

•Broadens and elevates interests of followers

•Stimulates followers to look beyond self-interest to the good of the team and organization

•Encourages and stimulates efforts to envision and implement change

Transformational Leadership

• Clarifies what needs to be done

• Facilitates efficient interaction between human, physical, and fiscal resources

• Specifies benefits to SELF INTEREST of followers if they assist in achievement of objectives

• Management behaviors

Transactional Leadership


Transactional Leadership Dimensions

• “If you do as we agreed …”

• Provides goals and objectives

• Recognizes and rewards achievement

• Exchanges rewards and recognition for accomplishments

• Actively monitors to provide supportive feedback

Contingent Reward

• “I am watching to see that you don’t …”

• Arranges to know if something has gone wrong

• Attends mostly to mistakes and deviations

• Remains alert for infractions of the rules

• Teaches followers how to correct mistakes

Active Management

-by-Exception

• “If I happen to see that you didn’t …”

• Takes no action unless a problem arises

• Avoids unnecessary changes

• Enforces corrective action when mistakes are made

• Places energy on maintaining the status quo

• Fixes problems then resumes normal functioning

Passive Management

-by-Exception


Transformational Leadership Dimensions

• “I believe this is what’s right, not simply the right thing…”

• Engenders trust in his/her ability to overcome crisis

• Celebrates followers’ achievements and shares limelight

• Sacrifices self-gain for the gain of others

• Creates a sense of joint mission and ownership

Idealized

Influence

• “If you keep in mind what’s really important…”

• Helps followers achieve levels of performance beyond expectations

• Presents an optimistic and attainable view of the future

• Arouses in followers emotional acceptance of challenges

Inspirational Motivation

• “I identify follower needs and work to elevate them”

• Recognizes follower differences and enlarges their discretion

• Promotes self-development, coaches, and counsels

• Encourages others to take initiative

• Targets areas to develop and to elevate individual needs

Individualized Consideration

• “If you change your assumptions, then…”

• Re-examines critical assumptions to problems

• Encourages followers not to think like him/her; encourages broad interests

• Is willing to put forth or entertain seemingly foolish ideas

• Encourages followers to use divergent perspectives

Intellectual Stimulation


Building Authentic & High Performing Procurement Teams



FormingFeelingsExcitement, anticipation, optimism, prideInitial attachment to teamSuspicion, fear, anxiety about job ahead

BehaviorBegin to define task and approachBegin to set acceptable team behaviorDiscussion of irrelevant problemsComplaints about organization, negativism

Transition from individuals to team membersLeader’s Role: Directs

StormingFeelingsResistant to differences in work methodsTension, jealousy, impatienceFluctuations in attitude about team

BehaviorArguing, questioning, dissentCompetition vs. collaborationEstablish unrealistic goalsCreate unnecessary hierarchy

Transition from anxiety to panicLeader’s Role: Coaches From the Forming Storming Norming Performing

model by Dr. Bruce Tuckman.

Stages of Teams

NormingFeelingsCommon spirit, cohesionAcceptance of membership in teamRelief, more positive about success

BehaviorStrive for harmony, avoid conflictConfiding, sharing of perspectivesAble to offer and accept constructive criticismEstablish team “ground rules”

Transition from competitive to collaborative Leader’s Role: Facilitates and Enables

PerformingFeelingsInsight into personal & group successBetter understanding of employeesSatisfaction, attachment to team

BehaviorConstructive self-changeAbility to work as a team on challenges

Transition to effective cohesive unitLeader’s Role: Delegates and Oversees


How Do You Get Your Team to Performing?

The Answer Depends on 5 Things

1. Leadership

What is your leadership style? How are you leading? Is there

shared leadership? Is there leadership at all levels?

2. Shared Vision/Understanding of MissionWhat is the vision of your team? Does everyone buy into it? Is it shared? Embraced? Have you asked others what their vision and goals are? Expectations? Does the team understand the mission of

your organization?

3. Relationship

How does the team communicate? What perceptions or

assumptions exist? Are there shared values? Are values in conflict?

4. Approach to Conflict

Does the team react to conflict or work together to understand

causes behind behavior that looks like conflict? How is conflict within the team handled?

5. Motivation and Recognition

Is your team compelled to work together? What is your team

environment? How do you recognize your team?



Strengths Based Leadership

Key findings:

Effective leaders invest in strengths. In the workplace, when an organization's leadership fails to focus on individuals' strengths, the odds of an employee being engaged are a dismal 1 in 11 (9%). But when an organization's leadership focuses on the strengths of its employees, the odds soar to almost 3 in 4 (73%). When leaders focus on and invest in their employees' strengths, the odds of each person being engaged goes up eightfold.

The most effective leaders surround themselves with the right people and then maximize their team.

Strong, cohesive teams have a representation of strengths in each of these four domains: executing, influencing, relationship building, and strategic thinking.

http://strengths.gallup.com/110251/Gallups-Leadership-Research.aspx

19

• Leaders must know themselves and their strengths, then they can build on those strengths.

• Effective leaders know to call on their strengths at the right time

• Successful leaders surround themselves with the right people, building on the strengths of their team.

EXECUTING(21)

INFLUENCING(12)

RELATIONSHIP BUILDING (15)

STRATEGIC THINKING (17)

Achiever Activator Adaptability Analytical

Arranger Command Developer Context

Belief Communication Connectedness Futuristic

Consistency Competition Empathy Ideation

Deliberative Maximizer Harmony Input

Discipline Self-Assurance Includer Intellection

Focus Significance Individualization Learner

Responsibility Woo Positivity Strategic

Restorative Relator



Strengths-Based Leadership

EXECUTING INFLUENCINGRELATIONSHIP

BUILDING

STRATEGIC

THINKING

Strong, cohesive teams have a representation or blend of strengths in each of these four domains

21


Followers’Basic Needs

Trust“One of the leaders we interviewed said, ‘The truth is your bond – you die keeping your promises. If you send the message that your word is not worth much, you’ll be paid back on that.’ As various political and business scandals have illustrated, followers will not tolerate dishonesty. At any level, whether you are a manager, CEO, or head of state, trust might be the ‘do or die’ foundation for leading.”

Compassion“Unfortunately, most leaders are hesitant to show genuine compassion for the people they lead, at least in the same way they would with a friend or family member . . . Caring, friendship, happiness, and love were other frequently mentioned words followers used when asked what leaders contribute to their lives.”

Stability “Followers want a leader who will provide a solid foundation. They reported that the best leaders were the ones they could always count on in times of need. The people we surveyed also mentioned works security, strength, support, and peace . . . In the workplace, while it’s critical for organizations to evolve, change, and grow over time, they must also offer employees stability and confidence.”

Hope“This higher level need poses an interesting challenge; it appears that followers want stability in the moment and hope for the future. Followers also mentioned the words direction, faith, and guidance when describing this basic need . . . Instilling hope may seem like an obvious requirement for leading other people . . . Knowing that things can and will be better in the future is a powerful motivator. When hope is absent, people lose confidence, disengage, and often feel helpless.”

All quotes from: Tom Rath & Barry Conchi, Strengths Based Leadership p. 82-89 (2008).

22

Effective leaders understand and strive to meet the four basic needs of those whom they lead

Mental Models

Mental Models are “deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take action.” (Senge, Peter. Fifth Discipline Fieldbook)

Our brains make models automatically. Like a river, our patterns flow continually over the same path, leaving a deeper and deeper mark each time. The deeper the path, the harder it is to change the pattern. (McGehee, Tom. Whoosh. Business In The Fast Lane. Unleashing the Power Of A Creation Company)

Mental Models• Represent our “perception” not what is necessarily real or true;

• Are powerful in their influence over our actions and our responses;

• Prevent us to being open to new ideas, options, or learning.

Bias or StereotypeA bias -- or what is sometimes called a “stereotype” -- is an inflexible positive or negative prejudgment about the nature, character, and abilities of an individual and is based on a generalized idea about the group to which the person belongs. (Theidermann, Sondra. Making Diversity Work)

What are our mental models or bias around:

Gender Profession/OccupationGenerations EducationCultures/Ethnicity SexualityRace PiercingsInk/Tattoos Military ServiceHealth/Ability GeographicEconomic Faith



Senge’s Ladder of Inference

From Peter Senge’s The Fifth Discipline Fieldbook, pg. 242

24

ControllerResults oriented; needs control; supports objectives; likes efficiency; likes immediate results; lower active listening skills; enjoys options.

PersuaderPeople oriented; needs to be liked; supports risk taking; likes praise; follows ‘gut feeling’ over facts; dislikes structure/ guidelines; enjoys social interaction.

Adapted from The Effectiveness Institute, Inc.

Analyzer

Stabilizer

Accuracy orientated; needs to be correct; supports standards/guidelines; likes perfection; provide facts/data; settling on a position; enjoys logic.

Relationship oriented; needs security; supports personal goals; likes to be heard; needs to be appreciated; slower decision-making process; enjoys teams.

Exploring Behavior & Communication Styles


AnalyzerGood at…

Logical approaches

Processing information

Following guidelines/rules

Being self-disciplined

Likes…

Being correct

Time to process thoughts

To understand the rules

Detailed instructions

Uncomfortable when…

Guidelines are not being followed

There is a lot of confrontation

Forced to make snap decisions

Experiencing rapid change or growth

The rules are not clear or defined

SummaryAccuracy orientated; needs to be correct; supports standards/guidelines; likes perfection; provide facts/data; settling on a position; enjoys logic.

StabilizerGood at…

Team projects

Being congenial

Facilitating relationships

Getting the job done

Likes…

Being trusted

Sure things

Agreement; minimal conflict

Being appreciated


Confronted on a sensitive issue

There is a lot of change

No one appreciates me

Feels alone or deserted

The team is not working

SummaryRelationship oriented; needs security; supports personal goals; likes to be heard; needs to be appreciated; slower decision-making process; enjoys teams.



ControllerGood at… Decision making

Taking the lead

Embracing change

Accepting risks

Likes… Control

Making decisions

Winning

Action

Uncomfortable when… Not in control There is no action taken Feel as if being used Observe inefficiency There are no options

SummaryResults oriented; needs control; supports objectives; likes efficiency; likes immediate results; lower active listening skills; enjoys options.

Persuader

Good at…

Working with others

Making conversation

Being a catalyst

Spontaneous actions

Likes…

Being liked

Recognition and rewards

Working with others

To be tactile/touched


All alone/rejected

There is no trust

There is no flexibility

Criticized

There is a loss of love or social approval

SummaryPeople oriented; needs to be liked; supports risk taking; likes praise; follows ‘gut feeling’ over facts; dislikes structure/guidelines; enjoys social interaction.



Analyzer Controller

Stabilizer Persuader

TASKS

RELATIONSHIPS

RESULTS

PROCESS


“Rotating Your Iceberg”


Connecting with Different

Behavior Styles

Controller

• Ask specific questions

• Use facts, data and project outcomes

• Be direct

• Use goals and ends to get them on board

• Don’t interrupt

• Always deal with the fact, not the person

Persuader

• Spend time on the relationship

• Use ideas and opinions that elicit an emotional response

• Use incentives

• Request their opinions

• Offer ideas

Stabilizer

• Be loose!

• Create a supportive environment

• Request input and suggestions

• Sell the benefits

• Ask a lot of questions

Analyzer

• Be diplomatic

• Be prepared and know your facts

• Use specific data in an analytical form

• Use examples

• Allow time to process


Behavior Style Personal Action Plan

Based on this exercise, whathave you discovered aboutyourself?

What have you discoveredabout others?

What will you do differentlytomorrow as a result of thisinformation?

How will this understanding help you add value to whatyou do at work?

What personalized action will you take in the next 30 days?



Time ManagementIdeas & Tips

What are two (2) personalized time management action willyou take in the next 30 days?

1.

2.


What do We Need to Know About

Positive Conflict?

• Understanding our different behavior styles and being willing to flex within styles helps us to manage our differences in relationships.

• Recognizing the lenses we look through, our mental models, what we assume helps avoid conflict.

• Values of others come into play when we experience conflict. Recognizing our differences in personal values can help us avoid or manage conflict.

• Our own conflict styles affect how we handle different situations. Control over what style we use can help diffuse a conflict situation.

What Does Conflict Look Like?

• Communication Issues

• Response to requests for help

• Understanding of goals

• Response to criticism

• Expectations of others

• Follow through

• Different styles and approaches

• Different ways of managing, different

levels of responsibility and authority

• Gossip

• Triangulation

• Inconsistency between words and action


What’s YourPreferred Style?

How do you usually handle conflicts? Read each technique below, decide if you use it

frequently, occasionally, or rarely. If frequently, put a “3” on the appropriate line below,

if occasionally, write a “2” on the blank, if rarely, write a “1”.

1. Use all your resources to win.

2. Try to deal with the other person’s point of view.

3. Look for middle ground.

4. Look for ways to let the other person win.

5. Avoid the person.

6. Firmly pursue your own goals.

7. Investigate the problem from many angles.

8. Try to reach a compromise.

9. Give in.

10. Change the subject.

11. Complain and badger until you get your way.

12. Try to get all concerns out in the open.

13. Give a little and encourage the other party

to do the same.

14. Make quick agreements if only to keep the peace.

15. Try to joke your way out of it.

16. Threaten to bring in higher and stronger authorities.

17. Present alternatives to consider.

18. Settle for a partial victory.

19. Aim to be liked.

20. Try to focus on something else.

I. II. III. IV. V.

1. __ 2. __ 3. __ 4. __ 5.__

6. __ 7. __ 8. __ 9. __ 10.__

11.__ 12.__ 13.__ 14.__ 15.__

16.__ 17.__ 18.__ 19.__ 20.__

______ ______ ______ ______ ______

Barriers & Catalyststo Move Forward

Multiple Perspectives on Conflict

I. Directing/Competing - “Every conflict has a winner and a loser. I intend to be the winner.”- Refusing to give in

- Standing up for your rights

- Personal agendas

II. Collaborating/Problem Solving - “Let’s work it out.”

- Exploring the disagreement

- Examining alternative solutions

- Finding a mutually satisfying solution

III. Compromising - “Let’s split the difference.”

- Seeking middle ground

- Each side gives up something for a solution

IV. Accommodating - “I’m willing to give up a lot to end this conflict.”

- Yielding to another’s point-of-view

V. Avoiding - “This isn’t worth fighting for.”- Not addressing the conflict

- Withdrawing from the situation to postpone the issue



Using Different

Conflict Styles

Style

Directing

Collaborating

Compromising

Accommodating

Avoiding

Uses

When immediate action is needed or safety is a concern.

Leads to decisions that address everyone’s needs, improves relations between those in conflict, can learn from sharing of points-of-view.

Quick, easy, when parties of equal strengths have mutually exclusive goals, when all else fails.

Use when the relationship is more important than the issue.

When confronting is too dangerous, when an issue is unimportant, when the situation needs to “cool down”, when you want to buy time to prepare.

Limitations

Intimidates others, builds resentment, doesn’t allow others to participate in problem solving.

Takes time, all parties must agree to the process.

Easy to avoid real issues in conflict, no one may be satisfied with the outcome.

Needs may not get met, some may feel used.

Important issue may never get addressed, conflict may escalate or resurface later.

38

Give up the Needto be “Right”

• Why is it important to be right?

• What advantages does it give you?

• Do we associate being right with being successful? Do we need to be right to get the recognition we need?

• How does it feel to be on the other side of the equation?

• What would you get if you didn’t have to be right?

• Is there real resolution if one party gets to be right?

"Let go of your attachment to being right, and suddenlyyour mind is more open. You're able to benefit from the unique viewpoints of others, without being crippled by your own judgment.“ -- Ralph Marston

"The need to be right all the time is the biggest bar to new ideas. It is better to have enough ideas for some of them to be wrong than to be always right by having no ideas at all.“

-- Edward de Bono



Examples of Positive Conflict

ManagementIt’s all in the Tone

1. Agree that now is a good time to attempt to resolve the conflict. Allow "prime time" when energy is high and motivation is positive, not when you are angry or tired.

2. Manage feelings and emotions. There must be an underlying attitude of respect, caring, forgiveness and no harm.

– Take a slow, deep breath.– Your voice should be calm, slow and controlled. – Avoid angry or too emotional words.

3. Describe the conflict event or issue in chronological order.

4. Discuss the specific issue or specific behavior, not the person, personality or motivation.

5. Listen and check understanding.

6. Identify the other person's goals; check understanding.

7. State your goals; identify how the goals coincide.

8. Stay in the present, do not engage in coercion or fault-finding from the past.

9. Identify alternatives that could meet the goals.

10. Provide "face-saving" mechanisms. Don't corner the other person. Allow a "time out" if emotion gets too heavy.

11. Identify action steps to help achieve the goals

Win-Win Procurement Collaborations Using Negotiation & Persuasion



3 Basic Lenses on Negotiation

Logical Approach

Appeals to reason. Your partnership argument is based on the best choice of action based on data and the benefits of the action. Can include an organizational or personal approach.

Emotional Approach

You appeal to individual goals or values. There is a clear vision that the other party can support. You describe the action needed with enthusiasm and share the passion or unique need. You make the appeal using a story.

Cooperative Approach

You build a connection between you, the person you want to influence an others, to get support for your proposal. Working together to accomplish a mutually important goal means you’re extending a hand to others in the organization. It is an extremely effective way of influencing. Building cooperative connections may involve collaboration (figuring out what you will do together), consultation (finding out what ideas other people have) and partnerships/alliances (drawing on whoever already supports you or has credibility you need).


http://www.forbes.com/2011/01/03/influence-persuasion-cooperation-leadership-managing-ccl.html

41

Notes:

Notes:

Notes:

Capt. Jack Sparrow’sNegotiation &

PersuasionTips

Jack Sparrow’s Seven Lessons from the Seven Seas

Lesson #1 – Enter a negotiation confident even if you are not in a position of power or authority.

Lesson #2 – Create a culture of respect and they are more willing to listen to your proposal or idea.

Lesson #3 – It is not important to “win” every battle as long as you “win” the war.

Lesson #4 – Negotiate in the “pirate” culture and remember pirates are only concerned with personal gain. Understand what “is” or “isn’t” acceptable in each negotiation culture.

Lesson #5 – Define your goal in advance and have a plan to achieve it.

Lesson #6 – Use a contract or some type of mutually agreeable documentation to record the final terms.

Lesson #7 – Don’t linger (or gloat) after the deal is closed or you may risk undoing all the hard work.


Which one do you do well? Which one needs improvement?

Conventional & Unconventional Tips from Capt. Sparrow

Jack Sparrow’s 9 Tips and Tricks

Tip #1 – Begin positively and light heartedly; establish a friendly and willing atmosphere.

Tip #2 – Consider command and emotive approach which asserts authority and places your opposition off balance.

Tip #3 – Use reverse psychology to gain position of power through knowledge and surprise.

Tip #4 – Scare tactics place pressure to reduce or strip perceived power.

Tip #5 – Appeal to reason and flattery which might make a suggestion sound appealing and more logical.

Tip #6 – Make concessions and appeal so the other party thinks they are more important and getting the better deal.

Tip #7 – Initial “bluff” comment and appeal to logic so you can maintain a feeling of control while attempting to follow your advice.

Tip #8 – Use trust to gain leverage establishing common ground for a level playing field.

Tip #9 – Appeal to authority & flattery in an attempt to gain a better outcome (In this video clip, a new hat as a gift).



What About Body Language?

What Might These Mean?a. Clenched jawb. Raised eyebrowsc. Fidgety movementsd. Clenched fistse. Crossed armsf. Furrowed browg. Hands open, palms outh. Head tiltedi. Narrowed eyesj. Pursed lipsk. Slumping posturel. Wringing hands

Attentive Audience

1. Nodding head yes…agree/understand

2. Sustained eye-contact… following you

3. Sitting up/leaning forward…interested

4. Smiling…engaged

5. Laughing at humor…tuned in

6. Comments/questions…want to be involved

7. Taking notes…eager to learn, remember

8. Relaxed…comfortable, open

9. What else?

Inattentive Audience

1. Head in hands…bored, tired

2. Sparse eye contact…interest waning

3. Rubbing eyes…ready to move on

4. Shifting in seat…antsy, moving on

5. Yawns…tired, bored, nervous

6. Arms, legs crossed…closed off

7. Head and eyes down…somewhere else

8. Picking at clothes…getting tedious

9. Eyes wandering…bored, what else?

10.Blank stare…mind wandering

11.What else?

From Timothy J. Koegel, The Exceptional Presenter, Greenleaf Book Group Press, 2007

Pre-NegotiationCheck List

1. Has the Negotiation Been Assessed? – Each negotiation is going to be different, no matter how often we’ve addressed similar negotiations in the past.

2. What Kind of Negotiation? – There are three (3) general negotiations or collaboration circumstances which are:a) One-time negotiations? b) Repeated negotiation again? c) Negotiation to form some kind of long-term relationship?

3. What Type of Conflict Will We Face? There are basically two (2) types of conflict situations in a partnership dialogs as well as a blend of the two. They are:a) negotiation conflict – views, opinions, beliefs, values, or ideology; and b) resource conflict – tangible, measurable, or quantifiable.

4. What is the Purpose? There are two (2) basic situations that trigger a negotiation. These are:a) Urgency; Emergency; or Survival; orb) Opportunity or Exploratory

5. Is There a “Ripple Effect” to Consider? Based on the outcome of this negotiation are there other impacts or readjustments to be considered?

6. Do We Need to make or sign a formal agreement? In the event of the negotiation collapsing at a later date this will impact this consideration. Do other parties need to approve this agreement?

7. Is There a Time Element? There two general considerations regarding the time element which are filing or decision deadlines as well as ongoing negotiations take up time – time is money.

Harvard Business Essentials ‘partnership’ Harvard Business School Press; Leigh Thompson, ‘The Heart and Mind of the Negotiator’


What one do you always practice? Which one(s) do you usually not consider?

Negotiation Strategy:

Seven Common Pitfalls

1. Poor Planning – Successful negotiators make detailed plans.

2. Thinking the Pie is Fixed– Usually it’s not especially on congruent issues.

3. Failing to Pay Attention to Your Opponent – Negotiators need to analyze the biases their opponents bring to the table. How will the offers be evaluated?

4. Assuming That Cross-Cultural Negotiations are Just Like “Local” Negotiations – Differences do exist and this is not necessarily negative and can produce huge potential benefits or big problems, if ignored.

5. Paying too Much Attention to Anchors – Anchors are part of a bargaining dynamic known as “anchoring and adjustment.” This involves clearly setting the parameters for negotiation.

6. Caving in Too Quickly – Accepting a well-priced deal too quickly can cause anger on the other side, too.

7. Don’t Gloat – Finally, when you’ve cut a sweet deal, never do the dance of joy in public by turning to your opponents and telling them you have done it for less.

www.gsb.Stanford.edu/insights/negotiation


Power Words & Action Phrases

“Because” – Social psychologist at Harvard University Ellen Langer tested the power of a single word in an experiment where she asked to cut in line at a copy machine. She tried three different ways of asking:

1.“Excuse me, I have five pages. May I use the Xerox machine?” – 60% said OK

2.“Excuse me, I have five pages. May I use the Xerox machine because I’m in a rush?” –94% said OK

3.“Excuse me, I have five pages. May I use the Xerox machine because I have to make some copies?” – 93% said OK

Did you think Langer’s third request was rather elementary. Yet it didn’t matter. The trigger word “because” was all she needed. The takeaway: When you want people to take action, always give a reason. The three other persuasive words in the English language are: “You” – “Free” – “Instantly”

10 Cause-and-Effect Power Words & Phrases

“Accordingly” – “As a result” – “Because” – “Caused by” – “Due to” “Consequently” – “For this reason” – “Since” – “Therefore” – “Thus”

Author & Executive Speech Coach, Darlene Price, the originator of this cause-and-effect list, has great insight into what makes these cause-and-effect phrases so useful: “Cause-and-effect words make your claims sound objective and rational rather than biased and subjective.” Where to try these? Closing paragraphs, transitions


Implementing Steps for Effective

Collaboration

• Establish Your Credibility + Credibility of the Source Trust + Expertise = Credibility Three-fold credibility – you, your idea, your organization Listen to what resonates with your receiver Track Record

Questions: How can I build credibility with the stakeholder? How can I build trust in the partnership?

• Find Common Ground Is this something that will benefit my listener or benefit an

organization? What are the advantages? Understand others’ views

Question: What is in the partnership for them?

• Provide Vivid Evidence Examples as evidence Share facts, data, stories, further information

Question: What can I provide them to support this idea?

• Make Emotional Connections Is the idea linked to organizational mission or goals? Can people get passionate about this idea? Demonstrate commitment

Question: How can I demonstrate my passion and commitment to the collaboration?



StakeholderBehavior Style and/or Perspective

Establish CredibilityHow can I build/reinforce my credibility?How can I build trust? (If I don’t have credibility and trust, who can I ask to communicate with this stakeholder?)

Find Common GroundDo I understand their views related to this issue?What is in it for them?

Provide Vivid EvidenceDoes this person prefer hard data, empirical information, examples, or stories?

Connect EmotionallyDo I understand the sensitivities involved?How will I show my passion while acknowledging their passion?

Instructions:

• Consider an idea or organizational partnership or collaboration you want to address.• Choose a stakeholder with whom you want to build/improve relations and develop strategies for

persuading him/her/them toward a particular perspective on the collaboration.• Make notes in the boxes on your page then discuss your approach to your stakeholder with the rest

of your team.

Provide Vivid Evidence

Logic and factsImagery and metaphors

Stories and

examplesSpreadsheets and statistics

Connect EmotionallyShow empathyDemonstrate commitment

Find Common GroundClarify the benefits

Illuminate the advantagesUnderstand

others’ views

Establish CredibilityExpertise and

knowledgeListen to others

Track record

Stakeholder: _________________________________________________

Implementing Steps for Effective

Collaboration

49

Innovate or Hibernate – What Are You Doing to Retain Your Top

Procurement Talent?




Using only 6 words, write the ideal workplace culture


List Five (5) Needs or Desires Potential Employees Want in an Organization?

1.

2.

3.

4.

5.

List Five (5) Reasons Why Employees Decide to Stay at Their Organization?

1.

2.

3.

4.

5.

Potential Employees

Current Employees


How Have These Brands Changed the Customer

Experience?

http://www.southwest.com/?ref=home_gn

http://www.southwest.com/?ref=home_gn

54

Compliance Companies• Policy Driven• Rule Based• Forced Organization• Reactive• Good of Organization over

Good of the Individual• Measures Activity• Ordered• Closed System• Patterned• Internal Focus• Risk Avoidance• Tries to recreate past

successes• Expert’s mind• Tolerates diversity• Seeks equilibrium

Creation Companies• Principle Driven• Relationship Based• Self-organizing• Proactive• Good of Organization

through Good of the Individual

• Measures outcome• Chaotic• Open system• Emergent• External focus• Opportunity creation• Tries to create new

successes• Beginner’s mind• Thrives on diversity• Seeks progress

Excerpted from Whoosh; Business in the Fast Lane by Tom McGehee.

Is Southwest Airlinesa “compliance” or“creation” company?


Southwest AirlinesCompliance or Creation

Company?

http://en.wikipedia.org/wiki/File:Southwest_Airlines_Logo.svg

http://en.wikipedia.org/wiki/File:Southwest_Airlines_Logo.svg


Employee Mindset Mix

Mindset A:

• Honor tradition – history, heritage

• Value loyalty

• Enjoy social aspects of meetings

• Sense of obligation

• Respect authority, titles, roles

• Concerned with procedure, rules, policy

• Willing to serve on a team

• Value company beliefs

Mindset B:

• Consider tradition confining –value freedom from tradition

• Value integrity

• Meetings should have a specific purpose

• Want to make a difference and contribute

• Value people for who they are, what they bring to the table

• Value freedom to create, alternatives, making it work

• Willing to do the work

• Value participation and input


Ask For Involvement The R.I.G.H.T. Way

R Reveal all information and expectations.

I Identify resources – available or limited.

G Get them to share their expectations.

H Help make the job or task for work them.

T Tell them why they are suited for the job.

Talkin’ Bout My Generation


From hrnation.com http://www.hrnation.org/how-to-engage-different-generations-at-work/

Students entering college this Fall -- the Class of 2022

This year’s entering college class of 2022 can't remember when a "phone" wasn't a video game and

research library. Mostly born in 2000, they've always been searching for Pokemon. They've never

read a Peanuts strip that wasn't a repeat and they never had the privilege of a Montgomery Ward

catalogue as a booster seat. They have persevered in a world without Joe Dimaggio and brightened

by emojis. If you ask them about the whine of a dial-up modem, expect a blank stare.

These are among the items in this year’s Beloit College Mindset List, the 20th such release since the

list was first compiled in 1998. The List's current subjects are the last class to be born in the 1900s –

the last of the Millennials.

Among the iconic figures who have never been alive in their lifetimes are Joe DiMaggio, John F.

Kennedy Jr., Walter Payton, and Dusty Springfield.

1. Their classmates could include Eddie Murphy’s Zola and Mel Gibson’s Tommy, or Jackie Evanchosinging down the hall.

2. They are the last class to be born in the 1900s, the last of the Millennials -- enter next year, on cue, Generation Z!

3. They are the first generation for whom a “phone” has been primarily a video game, direction finder, electronic telegraph, and research library.

4. Electronic signatures have always been as legally binding as the pen-on-paper kind.

5. In college, they will often think of themselves as consumers, who’ve borrowed a lot of money to be there.

6. eHarmony has always offered an algorithm for happiness.

7. Peanuts comic strips have always been repeats.

8. They have largely grown up in a floppy-less world.

9. They have never found Mutual Broadcasting or Westinghouse Group W on the radio dial, but XM has always offered radio programming for a fee.

10. There have always been emojis to cheer us up.

11. The Panama Canal has always belonged to Panama and Macau has been part of China.

12. It is doubtful that they have ever used or heard the high-pitched whine of a dial-up modem.

13. They were never able to use a Montgomery Ward catalogue as a booster seat.

14. Donald Trump has always been a political figure, as a Democrat, an Independent, and a Republican.


15. Zappos has always meant shoes on the Internet.

16. They are the first generation to grow up with Watson outperforming Sherlock

17. Amazon has always invited consumers to follow the arrow from A to Z

18. Their folks have always been able to get reward points by paying their taxes to the IRS on plastic.

19. In their lifetimes, Blackberry has gone from being a wild fruit to being a communications device to becoming a wild fruit again.

20. They have always been searching for Pokemon.

21. They may choose to submit a listicle in lieu of an admissions essay.

22. Dora the Explorer and her pet monkey Boots helped to set them on the course of discovery.

23. The seat of Germany’s government has always been back in Berlin.

24. Jet Blue has always been a favorite travel option but the Concorde has been permanently grounded.

25. By the time they entered school, laptops were outselling desktops.

26. There has never been a Coliseum in New York, but there has always been a London Eye on the Thames.

27. Once on campus, they will find that college syllabi, replete with policies about disability, non-discrimination, and learning goals, might be longer than some of their reading assignments.

28. As toddlers they may have dined on some of that canned food hoarded in case of Y2K.

29. An ophthalmologist named Bashar al-Assad has always provided vision for the Syrian military.

30. Whatever the subject, there’s always been a blog for it.

31. U.S. Supreme Court decisions have always been available at its website.

32. Globalization has always been both a powerful fact of life and a source of incessant protest.

33. One out of four major league baseball players has always been born outside the U.S.

34. Carl Sagan has always had his own crater on Mars.

35. A movie scene longer than two minutes has always seemed like an eternity.

36. The Latin music industry has always had its own Grammy Awards.

37. Ketchup has always come in green.

38. They have only seen a Checker Cab in a museum.

39. Men have always shared a romantic smooch on television.

40. They never got to see Jimmy Kimmel and Ben Stein co-host a quiz show or Dennis Miller provide commentary for the NFL.

41. As toddlers, they may have taught their grandparents how to Skype

42. The image of Sacagawea has always adorned the dollar coin, if you can find one.


43. Having another child has always been a way to secure matching tissue to heal an older sibling.

44. There have always been Latino players on the ice in the NHL.

45. Napster has always been evolving.

46. Nolan Ryan has always worn his Texas Rangers cap in Cooperstown, while Steve Young and Dan Marino have always been watching football from the sidelines.

47. The BBC has always had a network in the U.S. where they speak American.

48. There has never been a sanctioned Texas A&M bonfire.

49. There has always been a Monster in their corner when looking for a job.

50. Wikipedia has steadily gained acceptance by their teachers.

51. Justin Timberlake has always been a solo act.

52. U.S. professional baseball teams have always played in Cuba.

53. Barbie and American Girl have always been sisters at Mattel.

54. Family Guy is the successor to the Father Knows Best they never knew.

55. Motorola and Nokia have always been incredibly shrinking giants.

56. Melissa has always been too nice a name to be attached to a computer macro virus.

57. The Mars Polar Lander has always been lost.

58. Women have always scaled both sides of Everest and rowed across the Atlantic.

59. Bill Clinton has always been Hillary Clinton’s aging husband.

60. Paleontologists have always imagined dinosaurs with colorful plumage.

Background on the Study

Each August since 1998, as faculty prepare for the academic year, Beloit College in Wisconsin has released the Beloit College Mindset List. A creation of Beloit’s Keefer Professor of the Humanities Tom McBride and Public Affairs Director Ron Nief, it looks at the cultural touchstones that have shaped the lives of today’s first-year students.

The Beloit College Mindset List is used by educators and clergy and by the military and business in their efforts to connect with the new generation. Beloit creates the list to share with its faculty in anticipation of the first-year seminars and orientation. "It is an important reminder to faculty, some of whom are only a Ph.D. older than their students, that what we call ‘hardening of the references’ can set in quickly," according to Nief. "It is meant to be thought-provoking and fun, yet accurate.” © Beloit College


Team MemberDevelopment

Success

Assess TasksWhat is

involved?What skills or talents

are needed?

Is it “episodic?”

Connect People

Who is best for the job?

Who could benefit by doing the

job?

Who could learn by

doing the job?

Make the AskExplain task & why right for

them

Give all the details

If they say no – what else fits?

Prepare for Success

Share expectations

Give needed instructionor training

Give and accept

feedback

Recognize and Reward

Along the way At the end At all levels

A

C

M

P

R


101 Ways to Recognize Volunteers & Co-Workers

1. Gold Stars on goal board

2. Letters of thanks

3. Email, text, Facebook, or voice mail thanks

4. Posters of encouragement (personalized)

5. Pizza lunch on the company

6. Spontaneous humor or fun break

7. A round of golf during working hours

8. Crazy socks, ugly tie, weird hat day

9. Staff meeting off site with refreshments

10. Call in well days

11. Balloons

12. Take pictures of staff or volunteers and have a caption contest

13. Free subscription to favorite publication

14. Remember family birthdays, anniversaries, and big events

15. TREATS!!! Candy, cookies, ice cream, fresh fruit, funny stickers

16. Encouraging emails, Facebook messages, or bulletin board posters

17. Pass-it-on message – e-mail or special note (you are appreciated, pass on to someone you appreciate)

18. Cards-- birthday, thank you, anniversary, thinking of you, etc.

19. Certificates for round of golf, truck detailing, sporting goods store, etc.

20. Health club subsidy or free membership

21. Exercise equipment/room at company

22. Support groups

23. Potluck lunches

62


24. Brown bag lunches with a speaker or staff that shares expertise

25. Develop team principles

26. Write a thank you, team chant or song

27. Flex time

28. Office theme days - Spring Break, St. Patrick’s Day, first day of summer

29. Quiet or time-out room

30. Company or volunteer softball team with team name shirts

31. Spark Plug Award for creative ideas

32. Breakfast cooked and served by the owner or CEO

33. Picnic – boss or president cooks the burgers

34. VIP parking space for top sales performance or customer service

35. Toys - use plush animals, oversized items, or other toys as awards

36. Leave an anonymous thank you

37. Serenade a co-worker or volunteer

38. Send flowers or a room service treat to someone out-of-town on business

39. Mobile phones

40. Traveling flower bouquet -- first recipient keeps for 30min then passes on as a gift to someone else -- and so on...

41. Surprise day off

42. Montage of photos on bulletin board of latest event

43. Candid photos of “Stars” for the day

44. King or Queen of the day elected by co-workers

45. CEO or supervisor calls and says thank you for your support

46. Time with a mentor, senior executive, respected professional, industry guru or career coach

47. Adopt a community service project and work as a team

48. Coffee made and served by manager, CEO, etc.

49. Airline upgrade coupons or airline club for frequent travelers

50. Anniversary or birthday - day off and coupon for dinner or event.

51. Tickets to a play, concert, or sporting event

52. Have an actual star (in the sky, not Hollywood) named after your Star Staff

53. Photo scavenger hunt of items related to your industry (make into a learning opportunity)

63


54. Design and/or ride in company float in a parade

55. Education programs

56. Make a company video for you tube

57. Post customer comments or letters on bulletin board

58. Birthday celebrations

59. Flowers to employees or close relatives in hospital

60. Praise in front of customers or members

61. Managers adjust office hours to accommodate different shifts

62. Allow employees to decorate their offices/cubicles

64. Lottery tickets

63. Distribute education CDs/DVDs

65. CEO and managers wash all staff cars

66. Barbecue in parking lot at lunch

67. Bulletin board with thank you letters and other recognition

68. A monthly outing with all levels of staff

69. Hold a staff retreat -- include all staff

70. Celebrate even the smallest success

71. Design a department logo or coat of arms

72. Adopt an office pet or allow staff to bring in pets

73. Throw a first day of work party (why wait until they retire?)

74. Put surprise thank you’s on staff cars in parking lot

75. Involve office in community service project that they select

76. Sneak a stuffed animal into the luggage of staff leaving for a business trip

77. Public recognition in front of others

78. Tape coupons or certificates under chairs in a meeting

79. Glue chocolate bar to boring memos

80. Have a surprise gift card drawing

81. Place an ad in the paper thanking your whole staff or committee

82. Place an ad in industry association newsletter/magazine thanking staff or committee

83. Recognize at meetings

84. Give a recognition or A+ buttonto be worn all day

64


85. Early out Fridays -- let staff leave early on Fridays

86. Send a welcome card to new employee before they start work

87. Encourage all levels of staff to be leaders - rotate meeting responsibilities

88. Use the profit from vending machines for staff treats or outings

89. Surprise staff with a greeter at the front door in the morning

90. Start a thank you card, allow staff to pass it on

Our top eleven favorites…

91. “Staff U.” -- kudos to Tom Swartz, the owner of a remodeling company in Decatur,IL for giving us this idea. He gives his project managers the opportunity to attend in-house education programs on topics such as business management, scheduling, blueprints, computer estimating, and history and strategic plan of the company. Instructors are other employees at J.J. Swartz Co. who give of their time in the evenings to teach the classes.

92. Bonus shopping spree -- a company executive determined that he could give each of his staff at $200 bonus, but instead of giving them an envelope with a check or cash he took them to a local shopping mall. He gave each an envelope with $200 cash and told them they had one hour to use the cash. There were several rules; they had to spend it on themselves, they had to buy five items with the money, any money they didn’t use went back to the executive.

93. “Management By Walking Around” -- management takes time each day to walk around and ask how staff is doing, if they need support, what issues are pressing.

94. Secret pal -- everyone in organization puts slip of paper in a hat with name, phone number, birthday, hobby, and favorite things. Everyone gets a slip with someone else’s name on it – that’s their secret pal. Over two weeks to three months secret pals are to do creative, spontaneous and fun things for their pals -- anonymously. The fun is in the creativity and anonymity. At the end you can reveal secret pals if you like.

65


95. New Staff Welcome Kit -- includes company information, facts and trivia, favorite places to eat, best buys; best cleaners and shoe repair, fun things to do within lunch hour nearby (museums, parks, etc).

96. Positive Press -- when you hear a positive remark about someone, repeat it to that person as soon as possible. Seek him or her out if necessary, leave a voice mail message or e-mail if you can’t reach personally.

97. Staff meetings -- Make staff meetings opportunity for recognition. Ask for latest accomplishments, new staff, personal news, and new recognition ideas used since the last meeting.

98. Time -- Create a clear afternoon of uninterrupted time to work alone, no meetings, time for paperwork catch-up, etc. Build in time for brainstorming, creativity and research.

98. Cross Training -- Give staff the opportunity to learn other functions in the company by working with other staff.

99. Celebration and Accomplishments calendar --Post a large calendar in a public place and enter on each day an achievement, a celebration, or recognition of someone. It becomes obvious quickly that there is something to celebrate and recognize (or learn) every day.

101. Listen -- Actively listen, especially when the individual is discussing his or her accomplishments or contribution or is reacting to your recognition.

66


Think of one or more people in your group that has the ability to lead. Consider

the following questions:

Person’s Name: _________________

(1) What unique perspective does this person bring to your group or a particular project or team/task force?

(2) Which of this person’s strengths and skills will be the most useful?

(3) What kind of training, resources, and/or support might help this person become a stronger leader?

(4) What opportunities can I provide for this person to allow him/her to assume greater responsibility?

(5) What information does this person require to work productively?

(6) What are challenge areas that need to be worked on or addressed with this person?

Identifying Emerging Leaders

67

68

Environmental Questions

to Ask:

Reality Check

What does it feel like to be avolunteer? How couldthe experience or environmentbe improved?

•••••

Other Questions to think about…

1. Who is in your volunteer pool now? 2. Who is missing? (industry segments

represented, culture, gender, generations, geography, etc.)

3. What talents do your volunteers have that indicate what they might be good at or interested in?

4. What have they enjoyed doing in the past?

5. Where have they participated previously?

6. What do they excel at?7. What are they passionate about?

What opportunities exist forvolunteering? What could you change or design to offer a variety of opportunities?

•••••

How do you ask for involvement? How might you change how you ask?

•••••


“Best” Involvement

Ideas or ConceptsAn Appreciative Inquiry

Approach

1 We were was most successful with new membership ideas when …

2 We had the greatest membership enthusiasm when …

3 The one cultural factor that is indispensable for us being successful is …

4 Our highest member engagement is when …

69(c) 2018 Leadership Outfitters, LLC IAPPO Fall Conf www.leadershipoutfitters.com

Identifying Your Top “Take Aways”



Returning HomePreparing to Share

Your Idea(s)

What is the idea or change you want to communicate?

______________________________________________

Action Steps:

Consider who would be affected by this new idea or change. Then expand that to who those people would affect if they implemented the idea or change.

What message will you send these folks?

Who can these people influence?

How will you approach them?

- Are you just sharing or convincing someone to implement the idea?

- Will you convene a group to discuss or approach individuals?

- Will you approach those in your immediate area or reach further or higher into the organization?

Why should they listen?

What is interesting about the idea?

What will make a difference to them to “tune in”?

Who does the idea affect directly? (primary)

Who would be affected indirectly? (secondary)

Who would they affect if change implemented?



What’s on myStop-Doing List?

The intersection of passion, excellence, and economics/resources is wheregreat is found. What should you stop doing in order to get closer to thisintersection? What could you do differently?

Stop doing list:1. ________________________________________________

2. ________________________________________________

3. ________________________________________________

4. ________________________________________________

5. ________________________________________________

Start doing list:

1. ________________________________________________

2. ________________________________________________

3. ________________________________________________

4. ________________________________________________

5. ________________________________________________

What’s on myStart-Doing List?


Evaluating Forces –Force Field Analysis

• Identify where the strongest forces are; identify by cultural areas.

• Evaluate the forces – if driving forces are stronger – use these as good arguments toward achieving the goal. Build actions to address these.

• If restraining forces are stronger – Identify what must be so compelling it will override restraining forces.

Goal/Idea/Position:

Restraining ForcesThings that hold back or block change from taking place

Driving ForcesThings that are “pushing”for change or new position

Discuss action strategies to eliminate the restraining forces and to capitalize on the driving forces.

•

•

•

•

•

•

•

•

•

•

•

•

Reactions to New Ideas or

Positions

Research indicates we react and eventually acceptnew ideas or positions in a series of stages:

It is irrelevant to our situation It is relevant, but it is unproven It is proven, but it is dangerous; risky (or scary) It is safe, but it is not sellable It will sell, what a great idea!

Dealing with negotiation objections step-by-step:

Is the negotiation objection something you were prepared to hear? Is it “institutionalized”? Be ready for what you know will be a reaction.

What or who is the source of the negotiation objection? Is it someone who is always negative? Expand your sphere of influence or options.

Is the negotiation objection really a question? “It’s not in the budget”might really mean “how much will it cost?” Be prepared with answers.

Is the objection a function of protecting turf, fear of change, or other emotional reaction? Lay a foundation of support, use data, sell the benefits.

From What A Great Idea! by Charles “chic” Thompson, Harper Collins, NY.

74(c) 2018 Leadership Outfitters, LLC IAPPO Fall Conf www.leadershipoutfitters.com

Five (5) tactics to help you “win” every time

1. Understand the Process – Good Cop; Bad Cop2. Always be Negotiating – Determine Best Case Outcomes3. Watch out for Inflated Emotions – Feigned or Genuine Responses4. Don’t Fall in Love – Walk Away From the “Car”5. Beware of the Empathy Trap – It’s OK to Negotiate

From “Negotiate like a car salesman: 5 tactics to help you win every time” by Dennis Wilson, Fast Company magazine, 2014.


Setting S.M.A.R.T.E.R. Goals

S Specific

Who, what, when, where?

M Measurable

How will you measure your progress? By when, how much, how many?

A Attainable

The more details in your goals, the more attainable they become. Strive

toward reachable goals, and then continue the process and progress.

R Relevant/Realistic

Are you willing, able, and believe you can accomplish this goal? What conditions must exist to accomplish the goal?

T Time Bound

What is the time frame for this goal?

E Exciting

Is there passion behind the goal? What pushes one to achieve the goal?

R Rewarding

What is the end result? How will you recognize and reward along the way?

Smart goals provide …

•Purpose What needs to be done?•Clarity What the outcome looks like?•DirectionThe path to be followed?

75

Dr. Steve Swafford, IOM, Balance Warrior + CEO, has worked more than 30 years for and with non-profit and education-focused organizations in areas of strategy, leadership development, communication, membership and executive management. He brings a practical knowledge of strategy and executive leadership with past organizations such as the National Association of Home Builders (NAHB), Club Managers Association of America (CMAA), and American Subcontractors Association (ASA) where he most recently served as the executive director. He is active in California Society of Association Executives (CalSAE) and American Society of Association Executives (ASAE) leadership serving on the Board of Directors; past Membership Committee Chair; past Professional Development Committee Chair (aka Purple Cow Posse); Southern California Regional Council; University leadership advisor; and volunteer staff pastor. Steve is also a 15-year faculty member for the U.S. Chamber of Commerce’s Institute of Management and serves on the Curriculum Committee for the U.S. Chamber of Commerce. A native of Kansas, Steve has a B.S. in journalism from Kansas State University; a M.Div. from Wesley Theological Seminary in Washington, DC; and an Ed.D. from Pepperdine University's School of Education & Psychology focusing on Strategic Organizational Change. Steve has received the IOM (Institute for Organization Management) designation from the U.S. Chamber of Commerce and is Full-time Practitioner Faculty for Pepperdine University’s Executive, Global and Full-Time MBA Programs. Steve is a co-founder of Leadership Outfitters, LLC.


Washington, DC Office Los Angeles OfficeVoice: (301) 404-5323 Voice: (310) 428-6795Fax: (310) 260-2905 Fax: (310) 260-2905Email: [email protected] Email: [email protected]

Boston Office Hartford OfficeVoice: (508) 237-9395 Voice: (860) 986-9616Fax: (310) 260-2905 Fax: (860) 633-2927Email: [email protected] Email: [email protected]

Eugene OfficeVoice: (310) 428-6795Fax: (310) 260-2905Email: [email protected]

Our Core Strengths

• Strategic Thinking/Planning• Leadership Development• Staff Retreats • Communication Skills • Facilitation Training• Convention Breakouts• Conference Keynotes

76

2018 iappo fall conference - amazon s3€¦ · building authentic & high performing procurement...

Documents