Last Session – Situational Leadership, DISC Behavior Styles, Conflict – Styles & Coaching, Communication

• Reacquaint yourselves with each other• What about last session seemed most

relevant/applicable in life over the last few weeks?• What was most difficult or resisted?• What was most worthwhile and enduring?

Reconnection / Integration

Building the map of our world

The reality / the world

Our perception

Our World Vision

Language and behavior

Personal, cultural, neurological filters

Deduction/interpretation

Loss of information

The facts

What I perceive

What I

think

What I say

From reality to language

Communication is a process that takes time!

Myworld

Yourworld

Degree of understanding

Shared view

Exchange of receipt

Begin to test degreeof understanding

Believe that I (the Other one)have understood

Can repeat

Did hear

Did not hear

Physiological needsWarmth; shelter; food…

Safety needsA sense of security; absence of fear

Social needsInteraction with other people; having friends

Esteem needsBeing well regarded by other

people; appreciation

Self-realizationAchieving individual potential;

winning

The MASLOW hierarchyAbraham Maslow believe that satisfying just physiological and safety needs is not enough to motivate a person fully. Once these needs have been appeased, there are others waiting to take their place. The Maslow hierarchy can be applied to very aspect of life, and the more ambitious and satisfied the personality, the greater the potential contribution to the organization.

Figuring out what employees want

A survey of about 1,000 employees from across 7 industries

to answer the question: « What things are most important to employees? »

• A learning activity (N°1) and choice of assignment (N°9)• Flexible working hours (N°2) and time off from work (N°7)• Personal praise - verbal (N°3), public (N°8) or written (N°10)• Increased autonomy (N°5) and autonomy (N°4) in their job• Time with their manager (N°6)…

… and « cash rewards » ranked 13th in importance to employees!

The key to motivating your employees: Ask them what they want!

Managing Meetings« Meetings are the primary forum in which team members conduct business and 

communicate with one another »

The eight keys to great meetings1. Be prepared: preparation is 90% of success2. Have an agenda: 3. Start on time and end on time (or sooner)4. Have fewer but better meetings5. Think inclusion, not exclusion: 6. Maintain the focus7. Capture action items.8. Get feedback

Death by MeetingMeetings Time Required Purpose/Format Keys to Success

DailyCheck-in

5-10 minutes Share daily schedulesand activities.

•don’t sit down•keep it administrative•don’t cancel even when someone can’t be there

WeeklyTactical

45-90 minutes Review weekly activities and metrics, and resolve tactical obstacles and issues.

•don’t set agenda until after initial reporting•postpone strategic discussions

MonthlyStrategic(or ad hoc)

2-4 hours Discuss, analyze, brainstorm,and decide upon critical issuesaffecting long-term success.

•limit to one or two topics•prepare and do research•engage in good conflict

QuarterlyOff-siteReview

1-2 days Review strategy, competitivelandscape, industry trends,key personnel, and teamdevelopment.

•get out of office•focus on work; limit social activities•don’t over structure or overburden the schedule

Distinguish between the important and the UrgentTime Management Matrix

H3-01

NOT URGENTURGENT

IMPO

RTA

NT

NO

T IM

POR

TAN

TI

III IV

II Crises Pressing problems Deadline-driven

projects, meetingspreparations

Needless interruptions Unnecessary reports Unimportant meetings

phone calls, mail Other people’s issues

Trivia, busywork Some phone calls Time wasters ‘Escape’ activities Irrelevant e mail ‘Business-as-usual’ ‘Comfort’ activities

Preparation Prevention Values clarification Planning Relationship building Needed relaxation Skill building

Live above the Line

Source: FranklinCovey

Managing priorities« If you put first things first, you are organizing and managing time and events according

objectives and priorities you established»

• What is the focus of your management?

Urgent Not Urgent

Important Zone IActivities:CrisesPressing problemsDeadline-driven problems

DIMENSION OF DEMAND

Zone IIActivities:PreventionRelationship buildingRecognizing new opportunitiesPlanning, recreation

DIMENSION OF FULFILLMENT

Not important

Zone IIIActivities:Interruptions, some callsSome mail, some reports, some meetingsProximate, pressing mattersPopular activities

DIMENSION OF DELUSION

Zone IVActivities:Trivia, busy work,Some mail, some phone callsTime wasters Pleasant activities

DIMENSION OF DISTRACTION