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This Workshop Is Brought to You By the Infopeople Project
Infopeople is a federally-funded grant project supported by the California State Library. It provides a wide variety of training to California libraries. Infopeople workshops are offered around the state and are open registration on a first-come, first-served basis.
For a complete list of workshops, and for other information about the project, go to the Infopeople website at infopeople.org.
Introductions
Name Library Position Who were you thinking of when you
signed up for this workshop? (What positions, how many levels up? Not individuals’ names!)
Workshop Overview
Leader-follower relationship• power dynamics
• follower styles Building your personal credibility Building trust and relationships with leaders
• advocacy and inquiry skills
• respecting and changing the culture
Having (and surviving!) difficult conversations with
leaders
Ground Rules
What’s said here stays here Communicate with sensitivity Other?
The Leader-Follower Relationship
Leader Mission
Types of Power
Position Personal or relationship Expert or knowledge Other?
Question for the Group
What do you have the power to do, and where does that power come from?
Finite or Infinite?
Power is Finite If I have more, you
have less “Power over” Silos, turf battles Zero-sum, win-lose
Power is Infinite Sustainable resource “Power with” Engine that makes
the organization run Win-win
Follower Styles
Ira Chaleff, The Courageous Follower
Cha
llen
ge
Support
Implementerlow challenge, high support
Resourcelow challenge, low support
Individualisthigh challenge, low support
Partnerhigh challenge, high support
Question for the Group
Thinking about the people who use power well in your organization, which follower style(s) do you most often see them use? What does that get them?
Building Your Personal Credibility
Self-management• personal growth, organization• energy management and intensity level• meet commitments• act “as if”
Taking initiative• based on the common purpose• “how can we” vs. “we can’t”• ask for help, mentoring• widen your network
Respecting the culture while shaping it• credit what’s good• link your vision and values
Question for the Group
Based on your experience and on what you believe your leaders respect, how would you advise someone to act in order to build credibility with your organization’s leadership?
Exercise #3: Practical Strategies for Building Personal Credibility
Do more of this: Deliver what you promise Suggest solutions Communicate using the right
medium Slow down Respect the leader’s time
constraints—headlining Ask for feedback and act on
it Check your own behaviors What else?
Beware of this: Mannerisms and body
language that get in the way of the message
Inviting leaders to solve your problems for you
What else?
Lunch
Building Trust and Relationships with Leaders:
Learning Conversations
Stone, Patton, Heen, Difficult Conversations
Adv
ocac
y
Inquiry
Seeking to Understand
Interrogatinglow advocacy, high inquiry
ObservingWithdrawing
low advocacy, low inquiry
LecturingDictatingArguing
high advocacy, low inquiry
Learning throughDialogue
high inquiry, high advocacy
Does It Look Familiar?A
dvoc
acy
C
hall
enge
Inquiry Support
ImplementerSeeking to Understand
Interrogatinglow advocacy, high inquirylow challenge, high support
ResourceObserving
Withdrawinglow advocacy, low inquirylow challenge, low support
IndividualistLecturing, Dictating
Arguinghigh advocacy, low inquiryhigh challenge, low support
PartnerLearning through
Dialoguehigh inquiry, high advocacyhigh challenge, high support
Learning Conversations
Inquiry Open-ended
questions The three “whys” Please tell me more
Advocacy My perspective is.. I’m basing this view
on… Here’s what I’ve
observed…
Ladder of Inference
We focus on certain information
We interpret that information
We draw a conclusion
Your story
They focus on certain information
They interpret that information
They draw a conclusion
Their story
Based on the work of Chris Argyris and Peter Senge
It’s Not Just About Conversation
Improving processes Timing and readiness How and when to break the rules How and when to go around the leader Using your access to the leader
Having (and Surviving!) Difficult Conversations with Leaders
Not for Amateurs
Challenging the leader Giving direct feedback
• Risks of doing nothing or doing something poorly
Try This
Giving indirect feedback
• use to engage leaders, not alarm them
• open-ended questions
Cycle of Advocacy and Inquiry
Inquire into their viewListen to learn
Check your understanding. “Have I got it?”
Advocate your view.Explain conclusion, data, and reasoning.
They react (badly):“But…”
Inquire—againListen—again
Finally….
This isn’t a workshop about pathology, but what if…?• making ethical choices
• finding resources to help
People have always struggled with how to be heard:
“I think that the aim of the perfect courtier is so to win for himself the favor and mind of the prince whom he serves that he may be able to tell him, and always will tell him, the truth about everything he needs to know, without fear or risk of displeasing him; and that when he sees the mind of his prince inclined to a wrong action, he may dare to oppose him and in a gentle manner avail himself of the favor acquired by his good accomplishments, so as to dissuade him of every evil intent and bring him to the path of virtue.”
--Baldesar Castiglione
Book of the Courtier, 1516
