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vLeader Workbook - Page 1vLeader Workbook - Page 1
An Emotional Intelligence (EQ) course to develop your ability to Identify, understand and more effectively work with negative and challenging people and their behaviours.
Student WorkbookRev. 06/09/2011
vLeader Workbook - Page 2vLeader Workbook - Page 2
To Be Completed Before Session One
Complete the following Self Assessment
You can use non-business situations just as valuably as those with a business context. At this time, only answer the question of how often you find yourself performing that behavior in the “Pre” column. Use the following scale of 1-7.
Question Pre Post
1 How often do you find yourself focused on your agenda rather than that of others?
How often should you be focused on your agenda rather than that of others?
2 How often do you look for ways to praise others?
How often should you look for ways to praise others?
3 How often do you specifically try to access new ideas and thoughts from others?
How often should you specifically try to access new ideas and thoughts from others?
4 How often do you look for the signs of buy-in to a new initiative?
How often should you look for the signs of buy-in to a new initiative?
5 How often do you discuss differences of opinion openly?
How often should you discuss differences of opinion openly?
6 How often do you express your thoughts assertively?
How often should you express your thoughts assertively?
7 How often do you direct others towards goal directed work?
How often should you direct others towards goal directed work?
8 How often do you display stubbornness or inflexibility?
How often should you display stubbornness or inflexibility?
9 How often do you remain calm when presented with different points of view?
How often should you remain calm when presented with different points of view?
10 How often do you advance the attitude of dealing with others as equals?
How often should you advance the attitude of dealing with others as equals?
DO NOT SKIP THIS ACTIVITY.
1 4 7
Never AlwaysSometimes
5 632
vLeader Workbook - Page 3vLeader Workbook - Page 3
How things Get Done
Between communication and the results we achieve is an invisible social system. This system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows you through intuition to not think about this social system. The goal of this program is to get you to think more about the social system to further develop your EQ.
A higher emotional intelligence is associated with your ability to handle your automatic response (putting your own emotions aside or knowingly using them) and to use your understanding of other people‟s emotions to achieve better results.
IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS YOUR THOUGHTS WITH YOUR INSTRCUTOR OR [email protected]
To Be Completed Before Session One
vLeader Workbook - Page 4vLeader Workbook - Page 4
Session OnePre-Work
How to use this Workbook
• Where ever you see a checkbox , complete the activity and check it off
• Wherever you see this icon, write down your thoughts and emotions as you use
vLeader
• Wherever you see this icon, make sure you have emailed your coach with real
world reflections
• Use the workbook as a guide to efficiently use your time and optimize your
learning. The help icon will give you tips to accomplishing your goal.
• Bring this workbook to your discussion sessions
vLeader Workbook - Page 5vLeader Workbook - Page 5
To Be Completed Before Session One
Schedule Your Time
The time commitment is a minimum of 15 hours.
You will have at least five hours of formal facilitation and/or group discussion, and at least ten hours of self-paced practice time in the vLeader simulator.
Schedule out the time when you plan to do this work and remember the following:
• This is a commitment to yourself and those who benefit from your development
• Not completing the work IS one of the negative behaviors we are dealing with
• Plan to do a little at a time, give real life a chance to get in the way
If you are having any difficulty in scheduling, please contact [email protected]
Using this workbook is an important way for you to reflect upon what you are doing. For anybody taking this course for credit or a certificate of completion, you must complete this workbook.
This learning is not designed to be incremental; if you are unsure what you are learning, ask your instructor or [email protected].
Self–paced Introduction
Install vLeader
• Make sure your computer meets the minimum requirements: Windows XP, Vista or 7.
• Select the option “Install vLeader” and follow the on screen prompts. The installation will take approximately 5 minutes
Need technical help? Go to:
• http://www.simulearn.net/LeadershipSupport/supportfaq.html
• Or e-mail your questions to www.simulearn.net/hesk20
Complete the pre-work activities:
• The New Core of Leadership: http://simulearn.net/pdf/tdmarch03.pdf
• Using Leadership to Implement Leadership: http://simulearn.net/pdf/Using%20Leadership%20to%20Implement%20Leadership.pdf
• Virtual Leader Orientation Video (watch 10 minutes): www.simulearn.net/leadershipsimulationsdemo.html
• You can also view a 4 minute recorded orientation session: www.simulearn.net/video/FLV/vLBC1/vLBC1.html
Click on the “Launch vLeader” icon on your desktop and review the “Leadership Fundamentals” section. This exercise will take approximately 20 minutes
Put on headphones, if appropriate
You are now ready for the next group discussion.
vLeader Workbook - Page 6vLeader Workbook - Page 6
Session One
Leadership and the Communication Lens
Checklist – Have you?
Installed vLeader Read the articles “The New Core of Leadership” and “Using Leadership to Implement Leadership” Watched the vLeader Orientation Video
vLeader Workbook - Page 7vLeader Workbook - Page 7
To Be Completed Before Session Two
Interface and Practice Sessions
Watch “Leadership Fundamentals” if you have not already done so
Select “Learning the Principles”
• You will see a “Login” Screen
Select the “Start Here” Button and enter all the user registration information
requested then select OK (create your own password)
• Write down your password here :
Enter the password you created (case sensitive) and select “Login”
Launch Practice Session One (Try Doing Work)
It is suggested that you take a break at least every 60 minutes
Play each scenario up to two times. Check each off if you get a „Congratulations‟ message
Complete Practice Session One (Try Doing Work)
Select and Complete Practice Session Two (Try Encouraging Creativity)
Select and Complete Practice Session Three (Try Moderating Tension)
Select and Complete Practice Session Four (Try Using Power)
• These exercises will familiarize you with the communication framework
• Have these prompted any new thoughts? Write them here:
• Select and Review Session Five (Understanding the Feedback Screen)
•The program accesses www.simulearn.net/metrics.html and so you will need to be
internet connected when you use it. This training module will be referenced and is
useful throughout the program.
•NOTE: vLeader is minimized while accessing this module, you can access
vLeader by clicking on it in the task bar at the bottom of your screen
Quit vLeader from the Main Menu
Tip: Click on “Pause” to
stop the simulation at any
time.
The closed captions tell you who is speaking, whether the comment is towards a person or an idea, and the intent (positive, negative or neutral) as well as what is being said.
vLeader Workbook - Page 8vLeader Workbook - Page 8
A Communication Framework
Let‟s start by looking at how we communicate. In the real world there are many ways to
express ourselves and we have a lot of the control (higher EQ means more control).
Communication can always be represented as a level of support or opposition towards
people and ideas. Leadership involves the skill of knowing how and when to
communicate in order to get the best results.
Look at the following quotations and circle the area on either the personal or idea opinion bar which best describes the opinion used.
Keep going you’re on a roll
You don’t seem to be prepared for this meeting
I really like that idea
What else are you thinking?
I’d like to know more about that
I don’t think we should do that
How could this pragmatic way of thinking about communication help you in real life?
Idea
Support
(Green click)
Oppose
(Red click)
Personal Idea
To Be Completed Before Session Two
Support
(Green click)Oppose
(Red click)
vLeader Workbook - Page 9vLeader Workbook - Page 9
To Be Completed Before Session Two
Reflection
In your real world, when have you “red-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you “green-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence
and popularity), tension, ideas and work?
In your real world, when have you “red-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you “green-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you chosen to be silent in the last week? Why? What was
the impact on your power (influence and popularity), tension, ideas and work?
The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you
on the fact that how you communicate impacts a social system which impacts what results we get.
Practice exploring and using this framework to develop experience rapidly.
vLeader Workbook - Page 10vLeader Workbook - Page 10
To Be Completed Before Session Two
Be ready to discuss these in your class or webinar:
Where do you click to gain influence? To Use Influence?
Where do you click to increase tension? To decrease tension?
Where do you click to improve people‟s opinion of you?
Where do you click to generate new ideas?
Why should you sometimes be silent?
Why do you need power (formal and informal)?
Why do you need to adjust tension?
Why do you need ideas?
How Things Get Done
Idea
supportoppose
supportoppose
vLeader Workbook - Page 11vLeader Workbook - Page 11
To Be Completed Before Session Two
Scenario One (One–on–One)
From your computer‟s desktop, double click on “Launch vLeader”
Select “Applying the Principles” and then login
Select Scenario One (One-on-One)
After the introduction, select the “Practice” mode
• Do not yet select “Resume” to begin the Scenario
• While the simulation is paused, click on Oli and each idea to see more information
Think about what you need to get done, plan your approach
You will need to continuously demonstrate your skill to:
• Communicate and actively listen
• Make decisions aligned with business objectives
• Build rapport
• Foster creativity
Upon completion, remain on the Leadership Score Screen 1 (do not press the space
bar yet)
Debrief scenario 1 (14 minutes) www.simulearn.net/video/FLV/vLBC2/vLBC2.html
vLeader Workbook - Page 12vLeader Workbook - Page 12
To Be Completed Before Session Two
Scenario One Results
When you have completed Scenario One, you will be taken to the results screens. Do not
hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below
Given the total number of dialog turns, was your scenario short or long? Check the length
of your play below:
Short Scenario (less than 40 turns)
Medium Scenario (40 to 60 turns)
Long Scenario (greater than 60 turns)
Given the % of your dialog turns for Scenario One, were you passive, active, or
dominating? Check your style below:
Passive/Delegating (less than 30%)
Active/Participative (30% to 65%)
Dominating/Directive ( greater than 65%)
What do you think these two scores convey about your leadership style during this play?
To help self-diagnose your performance after each scenario and to better understand the
feedback screens, view
• http://www.simulearn.net/metrics.html
Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as a guide to the gestures displayed.
Non-Verbal Communication In vLeader
Click pen quickly
Strum fingers rapidly
Cough several times
Squirm in chair
Tense Neutral Relaxed
Rest chin in one hand
Pick up cup
Stroke chin
Examine pen
Look at finger-nails
Slump in seat
Yawn, Stretch
Shake head
Exhale deeply
Walk behind chair
Bang fist on table
Oppose Neutral Support
Shrug
Drink coffee
Scratch nose
Smile broadly
Take notes
Lean forward to listen
Nod in agreement
Opinion-Driven
Gestures
Tension-Driven
Gestures
vLeader Workbook - Page 13vLeader Workbook - Page 13
To Be Completed Before Session Two
What challenging or negative behaviors did you see in this scenario and how did you deal with them?
Describe a leadership challenge or team performance issue working with people in the real-world. Describe it in terms of people, ideas, opinions and impact on the business results (financial performance, customer satisfaction, employee morale). If possible comment on where the personal influence lies, the group’s opinion of you, and the tension level of each person.
Do you know anyone like Oli in your workplace? What motivates or de-motivates this type
of person? What can you try differently when interacting with your real-world “Oli”? How
can you lower tension, build rapport, increase your influence in this type of situation?
Have you ever felt like “Oli?” How could you have changed your own behavior?What Kind of Leadership Style Did You Use in Scenario One?
You spoke most of the time
The scenario was short
You did most of the work on every idea
You tightly controlled the conversation
Directing Participating Delegating
You spoke about half of the time
You spoke far less often than Oli
The scenario was long
You did some of the work on some ideas
Oli seemed in control of the ideas
You are now ready for the next group discussion.
vLeader Workbook - Page 14vLeader Workbook - Page 14
Session Two
Leadership and the Communication Lens
Checklist – Have you?
Completed all plays of „Learning the Principles‟ Completed all reflection activities on pages 8 to 13 for course credit
vLeader Workbook - Page 15vLeader Workbook - Page 15
Do not pass this idea because it will pre-empt strong ideas
like Get Nortic Cards and Computer Set Up
Consider passing Look for Apartment because of the
effect on the balanced scorecard
+15+15+5- 5-5Employee Morale
-5+5+10+20+25
Customer
Satisfaction
-10-15+25+20Financial
Performance
Finish MeetingTeam Coffee
Break
Idea Net Value +40 +40 0 +20 0
Complete this Idea?
Yes/ NoYes Yes No Yes Maybe
Incompatible Ideas
0
Yes
Get Nortic Cards,
Computer Set UpDo Filing Today None None None
To Be Completed Before Session Three
“Rules” for Scenario One
vLeader has “rules”; use the most effective and ethical methods to get the best possible
business results. To understand an idea‟s value to an organization, you can look at its
impact on the three stakeholders of the business – the shareholder, the customer and the
employee. Satisfying these three equally tends to lead to well balanced, successful
organizations. This table has been completed but subsequent scenarios will require your
input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact).
Do Filing Today
Pass these ideas because they have a
very strong Idea Net Value
Look for ApartmentDo Filing TodayGet Nortic Cards Computer Set Up
vLeader Workbook - Page 16vLeader Workbook - Page 16
To Be Completed Before Session Three
Using Different Leadership Styles
Understanding the principles of power, tension, ideas (the social system), and business
results is critical to recognizing and influencing what is happening in a leadership situation.
By using three very different styles of leadership, you will experience a wide spectrum
of cause and effect on the principles. Those styles are:
Directing Leadership Style
The directing leadership style is leader-centered; they have formal authority; they have all
or most of the ideas; they do not solicit ideas from subordinates; they want productive
tension and quick results; they dominate the conversation, giving detailed instructions on
how, when, and where they want a task performed. When would you use a directing
leadership style? What are the trade-offs?
Participating Leadership Style
The participating leadership style centers on the leader and team. When teams receive
assignments, the leaders encourage colleagues to participate by asking for ideas, such as
input, information, and recommendations. Leaders might push tension to an extreme
(relaxed, tense) to generate new ideas. When would you use a participating leadership
style? What are the trade-offs?
Delegating Leadership Style
In the delegating leadership style, leaders encourage colleagues to solve problems and
make decisions without clearing it through them. Leaders should only make a few decisive
comments to keep the team from straying too far. When would you use a delegating
leadership style? What are the trade-offs?
How does the social system impact getting the best business results? How do the business
results impact the social system?
vLeader Workbook - Page 17vLeader Workbook - Page 17
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (optional)
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 80% or higher
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 40 and 70, and where your dialog percentage is between
30 to 80%.
You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 40% or less.
You need a Business Results Score of 90 or Higher
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 50 and 200, and where your dialog percentage is less
than 35%
To Be Completed Before Session Three
See How Many Scenario One Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 7 times in
„Practice Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores
are recorded for your and your instructor‟s review.
How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice a few more times.
vLeader Workbook - Page 18vLeader Workbook - Page 18
To Be Completed Before Session Three
Reflection and Application To The Workplace
Have you ever helped someone with their priorities? Perhaps it was a colleague, a
subordinate, someone on your project team, or your boss. Consider the following
questions and check off the statement that appears consistent with your real-life scenario.
What style did you use?
Directing
Participating
Delegating
Other
How did it feel?
You communicated more to ideas than people
You communicated more to people than ideas
You balanced communicating to people and ideas
You dominated the conversation
You listened to and discussed ideas that you did not introduce
You listened for the intent (positive, negative, neutral communication)
You noticed body language that was consistent with the conversation
You noticed body language that was inconsistent with the conversation
What was the outcome?
The person or group you spoke with bought into the new priorities
The person or group you spoke with did not buy into the new priorities
The person or group executed the new work with high quality
The person or group did not execute the new priority work with high quality
The person or group tried to execute both the old and new priorities
What trade-offs did you make in your approach?
You used formal authority in order to economize on your efforts
You took more time to consider all options and make the decision together
You had to compromise on the quality of work
Other
vLeader Workbook - Page 19vLeader Workbook - Page 19
To Be Completed Before Session Three
Scenario Two (The New Person)
From your computer‟s desktop, double click on the “Launch vLeader” icon. Select
“Applying the Principles”
Select Scenario Two (The New Person)
After the introduction, select the “Practice” mode button
• With the program paused, use the next page‟s grid to help you plan your work
Scenario Two Results
When you have completed Scenario Two, you will be taken to the results screens. Do not
hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
Short scenario (Less than 50)
Medium scenario (51 to 75 turns)
Long scenario (greater than 75 turns)
Given the % of your dialog turns for Scenario Two, were you passive, active, or
dominating?
Passive/Delegating (less than 30%)
Active/Participative (31% to 65%)
Dominating/Directive (greater than 65%)
What do you think these two scores convey about your leadership style during this play?
To help self-diagnose your performance after each scenario, review this link:
• http://www.simulearn.net/metrics.html
Your Goal – to monitor, direct and influence the conversation and improve the
outcome.
vLeader Workbook - Page 20vLeader Workbook - Page 20
To Be Completed Before Session Three
Your Objective in each Scenario
Assess the situation and characters
Optimize Power, Tension and Ideas to focus the group on the Right Work
Plan your work – Work your plan
• Select and use the most appropriate leadership skills, strategies and styles to
achieve the best possible outcome
Make decisions aligned with the strategic business goals:
• Financial Performance, Customer Satisfaction, Employee Morale
Complete the following idea sheet to determine which ideas are best for Business
Results
VerbalNon-Verbal
Body Language
Communicating Non–Verbally in vLeader (Optional)
vLeader Tip: Use the right mouse button when clicking on an opinion bar to change your
body language toward an idea or person without speaking
-10+10+5+10-5+10Employee
Morale
+25-10-5+15Customer
Satisfaction
+15-5+15-5+5+15-5Financial
Performance
Finish M
eeting
Raise R
etention
to 65%
Fix E
nvironment
Use A
utomation
Coffee S
hop
Stop C
omplaining
Crisis Loom
ing
Fix M
orale
Idea Net Value
Complete this Idea?
Incompatible Ideas
Yes
0
0 0 0
Supported by?
vLeader Workbook - Page 21vLeader Workbook - Page 21
See How Many Scenario Two Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 6 times in „Practice
Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores are
recorded for your and your instructor‟s review.
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 50 and where your dialog percentage is 65% or higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 50 and 75, and where your dialog percentage is between
30 to 65%
You Need a Business Results Score of 90 or Higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 50 and 200, and where your dialog percentage is less
than 30%
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (Optional)
You need a Total Score of 90+ in Advance mode, with less than 80 dialog turns, and where your dialog percentage is 40% or less. HINT: You might want to use non-verbal communications to help you (see bottom of page 20).
To Be Completed Before Session Three
How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice a few more times.
vLeader Workbook - Page 22vLeader Workbook - Page 22
To Be Completed Before Session Three
Scenario Two – Tips for Improvement
Find common ground and avoid divisive ideas in favor of uniting ideas:
• Avoid “Stop Complaining” idea in favor of “Fix Morale”
• Avoid “Coffee Break” idea in favor of “Fix Environment”
Support “Crisis Looming” idea only when Oli and Rosa are not in conflict
Build influence and the group’s opinion and then strongly introduce “Raise Retention to 65%”
Strongly Support “Retention to 65%” idea; use your power to support your idea and rally the team
Remember to communicate directly to people as well as ideas
• Debrief scenario 2 (10 minutes) www.simulearn.net/video/FLV/vLBC3/vLBC3.html
positivenegative
The vLeader Perspective
vLeader scenarios are not real meetings
The virtual characters are not real people
The dialog is not real conversation
However:
Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader
Real characters are affected by the ideas and people involved in the discussion
Real conversations are supporting, opposing, and neutral comments towards people and ideas
You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking.
vLeader Workbook - Page 23vLeader Workbook - Page 23
To Be Completed Before Session Three
Key Learning Points - Scenario Two
The leadership styles that you have used impact the leadership principles in different ways. Use
these questions to being thinking about how you could approach a scenario.
Mission
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
What is the relationship like between Oli and Rosa?
What effect does that have on the most important idea(s) you identified above?
Strategy – Plan Your Work
Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics – Work Your Plan
Where will you click in order to successfully execute the various parts of your strategy?
Execution
If you have not completed four of the Scenario Two goals, play this scenario at least once more to
effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give
yourself time to assess the best place to click to execute that strategy.
Helpful Hint – if the virtual meeting feels confrontational or a struggle to keep on task (constantly
switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension,
Ideas or Work strategies. Try a different approach to optimize your personal influence, the group‟s
opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.
vLeader Workbook - Page 24vLeader Workbook - Page 24
To Be Completed Before Session Three
What challenging or negative behaviors did you notice in the simulator and how did you deal with them?
Describe a situation where it is difficult to prioritize yourself or other people, and/or a scenario where a conflict stifles the productivity of the team.
Consider the following questions: Who are the people involved? What are the ideas? What is the group’s opinion of you? What is the group’s tension level? What is your level of personal influence? What is the right work?
What have you discovered about the style of leadership you most often use?
You are now ready for the next group discussion.
vLeader Workbook - Page 25vLeader Workbook - Page 25
Session Three
Your Effect on the Leadership Principles
Checklist – Have you?
Completed all plays of Scenario One and Two Completed all reflection activities on pages 16 to 24 for course credit Reviewed the Metrics Analysis training module located at www.simulearn.net/metrics.html
vLeader Workbook - Page 26vLeader Workbook - Page 26
To Be Completed Before Session Four
Scenario Three (Status Quo)
Getting Started
Select Scenario Three (Status Quo)
After the introduction, select the “Practice” mode
Scenario Three Results
When you have completed Scenario Three, answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
Short Scenario (less than 40 turns)
Medium Scenario (41 to 70 turns)
Long Scenario (71+ turns)
Given the % of your dialog turns for Scenario Three, were you passive, active, or
dominating?
Passive/Delegating (0% to 30%)
Active/Participative (31% to 70%)
Dominating/Directive (greater than 70%)
What do you think these two scores convey about your leadership style during this play?
Oli
Rosa
You / Corey
Will
Herman
Alan
Remember that you are no longer the person with the highest authority. How
does this affect how you interact? How should it affect you when you interact?
vLeader Workbook - Page 27vLeader Workbook - Page 27
To Be Completed Before Session Four
Scenario Three Strategies
Ideas Strategy: Raise the group‟s tension to think of new and better ideas
Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority
figure, Herman
Work Strategy: Identify and complete the critical ideas like the Call Center Work
Complete the following idea sheet to determine which ideas are best for Business
Results (plan your work)
To help self-diagnose your performance after each scenario, review this link:
• http://www.simulearn.net/metrics.html
+10-10+5-10+15+20
+5-5-5+10+30
-10+5+5+5+20
Finish
Meeting
Will's Sales
Retreat
Cut
Expenses Go to Party
Minutes on
Website
Rosa on
Sales Call
Call
Center
Work
Supported by
which Characters?
0
0
Employee
Morale
Customer
Satisfaction
Financial
Performance
Idea Net Value
Complete Idea?
Y/N
Incompatible Ideas
vLeader Workbook - Page 28vLeader Workbook - Page 28
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (Optional)
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 50 and where your dialog percentage is 65% or higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 50 and 75, and where your dialog percentage is between
30 to 65%
You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 40% or less.
You need a Business Results Score of 90 or Higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 70 and 200, and where your dialog percentage is less
than 30%
To Be Completed Before Session Four
See How Many Scenario Three Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 6 times in „Practice
Mode‟ before selecting „Advanced Mode‟ to unlock the next scenario. All scores are
recorded for your and your instructor‟s review.
How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice a few more times.
vLeader Workbook - Page 29vLeader Workbook - Page 29
To Be Completed Before Session Four
Scenario Three Tips
Ideas Strategy: Excite the Group to Think of Hidden Ideas
Tactics: Introduce and Focus on “Cut Expenses”
Tactic: Raise Herman‟s tension and he will bring up “Call Center Work” idea
Power Strategy: Build Factions and Partner with Authority
Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is introduced
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass “Call Center Work”, “Cut Expenses” and “Rosa on Sales Call”
Tactic: Do not let Will pass the “Sales Retreat” idea
vLeader Tips
Use the right mouse button instead of the left mouse button to introduce an idea, and you will introduce it “negatively,” bringing it up without investing your personal influence
Remember that your business score is impacted only by the ideas completely passed
What challenging behaviors did you see in this scenario? How did you effectively deal with them?
Write in the space below observations about what does and does not work in this scenario for discussion with your group:
• Debrief scenario 3 (18 minutes) www.simulearn.net/video/FLV/vLBC4/vLBC4.html
Positively Introduce an Idea
Negatively Introduce an Idea
vLeader Workbook - Page 30vLeader Workbook - Page 30
To Be Completed Before Session Four
Key Learning Points - Scenario Three
Mission:
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
Who has formal authority in this scenario?
What impact does this have on the scenario?
What non-verbal communication have you seen in this scenario?
Strategy – Plan Your Work
Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics – Work Your Plan
Where will you click in order to successfully execute the various parts of your strategy?
Execution
Play this scenario at least one more time to effectively execute this strategic approach to Scenario
Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to
execute that strategy
vLeader Workbook - Page 31vLeader Workbook - Page 31
To Be Completed Before Session Four
Scenario Four (Two Cultures)
Select Scenario Four (Two Cultures)
After the introduction, select the “Practice” mode
Scenario Four Strategies
Power Strategy: Build Alliances and Partner with Authority
• Your Intent: You cannot pass critical ideas by yourself
• Your Intent: You need a power base that involves either Alan or Herman
• You may have to support an idea that you don‟t necessarily like (Who‟s
Downsized) to gain a critical alliance (with Alan) and increase your personal
influence to use later on. Does this ever happen in real life?
Work Strategy: Identify and Complete the Critical Work
Tension Strategy: Keep tension at productive levels
Complete the following idea sheet to determine which ideas are best for Business
Results
+10+10+15-5+15-10-5
Employee Morale
+20+15-5+10-5Customer
Satisfaction
-10-5-5-5+5+10+10+20
Financial
Performance
Finish M
eeting
Senior M
eeting
More C
lient Contact
Keep H
R P
olicies
Keep V
endors
Elim
inate Vendor
Netw
orks
Consolidate IT
Who’s D
ownsized
Com
bine Sales
Idea Net Value
Complete Idea?
Y/N
Incompatible
Ideas
Yes
0 0
0
0
Supported by?
vLeader Workbook - Page 32vLeader Workbook - Page 32
To Be Completed Before Session Four
See How Many Scenario Four Goals You Can Complete
Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock
the next scenario. All scores are recorded for your and your instructor‟s review.
Consensus Scenario Strategic Success
You need all characters to agree to at least one idea
You need to build an alliance with one or more characters for a strategic purpose. Try to
optimize your informal power
Great Scenario Great Scenario Again
You need a Business Results Score of 90 or higher without the conversation (use less than
40% of dialog turns)
You need a Total Score of 90 or higher immediately after a previous Business Results
Score of 90 or higher
vLeader Workbook - Page 32
How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 6, practice more.
What trade-offs do you have to make to accomplish these goals?
vLeader Workbook - Page 33vLeader Workbook - Page 33
To Be Completed Before Session Four
Scenario Four Strategy and Tactics
Power Strategy: Build Factions and Support
Tactics: Introduce and support “Who‟s Downsized?” and support Alan directly (click in
Alan‟s green zone). Write down as many different places you can click to execute this.
Tactics: Introduce and support “Consolidate IT” and “More Client Contact”. Write down as
many different places you can click to execute this
Tactics: Support Herman and Will when they are tense by clicking in their green zone
Write down as many different places you can click to execute this.
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep HR Policies”
and “Keep Vendors” ideas. Write down as many different places you can click to execute
this.
Tactic: Do not let either “Senior Meeting” or “Fire Nortic Vendors” pass. Write down as
many different paces you can click to execute this.
vLeader Workbook - Page 34vLeader Workbook - Page 34
To Be Completed Before Session Four
What challenging behaviors did you witness in this scenario? How did you deal with them?
Describe a team situation at your workplace where others want to continue with old ways of doing things when new ways are required, and/or describe a situation where you are challenged with leading people above you or from other departments.
You are now ready for the next webinar or class discussion.
• Debrief scenario 4 (6 minutes) www.simulearn.net/video/FLV/vLBC5/vLBC5.html
vLeader Workbook - Page 35vLeader Workbook - Page 35
Session Four
Developing Your Skills
Checklist – Have you?
Completed all plays of Scenario Three and Four Completed all reflection activities on pages 27 to 34 for course credit Reviewed the Scenario Analysis training module located at www.simulearn.net/metrics.html
vLeader Workbook - Page 36vLeader Workbook - Page 36
To Be Completed Before Session Five
Scenario Five (Crisis and Opportunity)
Select Scenario Five (Crisis and Opportunity)
After the introduction, select “Practice” mode
Scenario Five Strategies
Idea Strategy: Relax the group to think of new ideas
• Your Intent: Uncover hidden ideas
Work Strategy: Identify and Complete the Critical Work
• Your Intent: Pass the right mix of ideas that best meet the organizational
objectives
Complete the following idea sheet to determine which ideas are best for Business
Results
+25+20+5+5-10+10-10
+20+25+25+5+5-10+15+10-10
+10+10+25+5-10-5+15
Finish M
eeting
Best S
ervice
Best P
roduct
Low cost provider
Will talks to press
Alan talks to press
Do N
othing
Move to S
tates
Rebuild F
acility
Dow
nplay to Press
Yes
Employee
Morale
Customer
Satisfaction
Financial
Performance
Idea Net Value
Complete Idea?
Y/N
Incompatible
Ideas
0
0
0
0
Supported by?
vLeader Workbook - Page 37vLeader Workbook - Page 37
To Be Completed Before Session Five
See How Many Scenario Five Goals You Can Complete
Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock
the next scenario. All plays and scores are recorded for your review.
Great Scenario Great Scenario Again
You Need a Business Results Score of 90 or Higher
You need a Business Results Score of 90 or higher without the conversation (use less than
40% of dialog turns)
Idea Play
You need to get all of the ideas on the table
Efficient Play
Complete the scenario within 85 total dialog turns
How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice more.
What trade-offs do you have to make to accomplish these goals?
vLeader Workbook - Page 38vLeader Workbook - Page 38
To Be Completed Before Session Five
Tips for Scenario Five
Idea Strategy: Relax to think of new ideas
Tactics: Support and quickly pass either “Alan talks to press” or “Will talks to press” to get
the issue off the table so that the group can feel they are accomplishing something
Tactic: Support “Do Nothing” idea repeatedly and click on everyone‟s “green zone” until
“Low-cost provider” idea appears. Do not pass “Do Nothing” idea, just discuss it to lower
tension
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”
Tactic: Pass either of “Rebuild Facility” or “Move to States”
Tactic: Prevent “Downplay to Press” or “Do Nothing” from passing
The last scenario is mostly about bringing the group together and lowering tension to help
the group generate new ideas. Forcing the discussion of “Do Nothing” can lower the
group‟s tension considerably, but do not let it be completed. Everyone in the room will be
annoyed at you for focusing on it, but part of being a leader is doing the right thing, even
when it is unpopular.
Try using the right click on the idea of "Do Nothing" to introduce it negatively
Do not introduce any „revealed‟ ideas until all ideas are „revealed‟ to you
Consider whether you need power (influence and alignment) in this scenario
• Debrief scenario 5 (6 minutes) www.simulearn.net/video/FLV/vLBC6/vLBC6.html
What challenging or negative behaviors did you see in this scenario?
How did you deal with them?
vLeader Workbook - Page 39vLeader Workbook - Page 39
Question
Describe a situation where your team has suffered a crisis, extreme duress or chaos:
Perhaps they were immobilized by high stress or fear; perhaps they were unable to generate new ideas; perhaps people were more worried about keeping the blame from themselves
Describe what you have done across the entire vLeader program
What have you learned about styles, power (personal influence, group‟s opinion) tension, ideas, the right work, and balanced business results? Did you play the same situations from different approaches? Did you apply a communication framework of supporting and opposing people and ideas? Did you learn about and respond to how your communication affects the social system? Did you apply a thought process around business results?
Are you now ready to try using what you have been practicing in the simulator in your real world situations?
You are now ready for the next group discussion.
vLeader Workbook - Page 40vLeader Workbook - Page 40
Session Five
Applying Your Skills
Checklist – Have you?
Completed all plays of Scenario Five Completed all reflection activities on pages 36 to 39 for course credit Completed the “Post” column on Page 2