SIMposium 2014SIMposium 2014
Leading Through Adversity
Kit Welchlin
www.welchlin.com
Leading Through Adversity
Kit Welchlin
www.welchlin.com
The Communication ModelThe Communication Model
Message
Self OtherParty
Feedback
People who lack strong relationships have two to three times the risk of early death,
regardless of whether they smoke,
drink alcoholic beverages,
or exercise regularly.
People who lack strong relationships have two to three times the risk of early death,
regardless of whether they smoke,
drink alcoholic beverages,
or exercise regularly.
The Five Laws of CommunicationThe Five Laws of Communication
Law #1: Communication is a ProcessConsistently:
Appear Warm & FriendlyExpress Intentions and MotivesDemonstrate TrustworthinessBe an Information SourceDevelop Relevant ExpertiseProject Dynamism
Law #1: Communication is a ProcessConsistently:
Appear Warm & FriendlyExpress Intentions and MotivesDemonstrate TrustworthinessBe an Information SourceDevelop Relevant ExpertiseProject Dynamism
The Five Laws of CommunicationThe Five Laws of Communication
Law #2: Communication is Complex6 Perceptions:
Who I think I amWho I believe you think I amAnd really who you think I amWho you think you areWho you believe I think you areAnd really who I think you are
Law #2: Communication is Complex6 Perceptions:
Who I think I amWho I believe you think I amAnd really who you think I amWho you think you areWho you believe I think you areAnd really who I think you are
It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable.
That’s less time than it takes to form a rational thought.
It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable.
That’s less time than it takes to form a rational thought.
The Five Laws of CommunicationThe Five Laws of Communication
Law #3: Messages Not Meanings are CommunicatedAccuracy / Simplicity / CoherenceLanguage Intensity / Appropriateness
Statement PurposeExplanation PictureExamples PlanRestatement Part they Play
Law #3: Messages Not Meanings are CommunicatedAccuracy / Simplicity / CoherenceLanguage Intensity / Appropriateness
Statement PurposeExplanation PictureExamples PlanRestatement Part they Play
The Five Laws of CommunicationThe Five Laws of Communication
Law #4: One Cannot Not CommunicateNo matter what you say or don’t say
It’s also what you say and how you say it
STABLE
Law #4: One Cannot Not CommunicateNo matter what you say or don’t say
It’s also what you say and how you say it
STABLE
The Five Laws of CommunicationThe Five Laws of Communication
Law #5: Two Elements:Content & Relationship
Tailor the content to fit relationship
What’s important to them?
Law #5: Two Elements:Content & Relationship
Tailor the content to fit relationship
What’s important to them?
The Situational LeaderThe Situational Leader
Leadership - any attempt to influence the behavior of another individual or
group
Management - working with and through others to accomplish organizational
goals
Leadership - any attempt to influence the behavior of another individual or
group
Management - working with and through others to accomplish organizational
goals
The Situational LeaderThe Situational Leader
Three Skills to Long-Term Effectiveness
Understanding
Predicting
Directing - Changing - Controlling
Three Skills to Long-Term Effectiveness
Understanding
Predicting
Directing - Changing - Controlling
The Situational LeaderThe Situational Leader
Leadership Style
Autocratic (Task Behavior)
Democratic (Relationship Behavior)
Leadership Style
Autocratic (Task Behavior)
Democratic (Relationship Behavior)
The Situational LeaderThe Situational Leader
Leadership Styles
1. High Task and Low Relationship2. High Task and High Relationship3. High Relationship and Low Task4. Low Relationship and Low Task
Leadership Styles
1. High Task and Low Relationship2. High Task and High Relationship3. High Relationship and Low Task4. Low Relationship and Low Task
What HappensWhen a Person’s Intent is not Met?
What HappensWhen a Person’s Intent is not Met?
Get “It” Done - Controlling
Get “It” Right - Perfectionistic
Get Along - Approval Seeking
Get Appreciation - Attention Getting
Get “It” Done - Controlling
Get “It” Right - Perfectionistic
Get Along - Approval Seeking
Get Appreciation - Attention Getting
What Could You SaySo They Know:
What Could You SaySo They Know:
You’re Going to Get It Done
You’re Going to Get It Right
You’re Getting Along
You Appreciate Them
You’re Going to Get It Done
You’re Going to Get It Right
You’re Getting Along
You Appreciate Them
Four Competencies of an Effective ManagerFour Competencies of an Effective Manager
Conceptual Skills
Human Skills
Technical Skills
Political Skills
Conceptual Skills
Human Skills
Technical Skills
Political Skills
Fourteen Characteristics of Effective ListeningFourteen Characteristics of Effective Listening
1. Be Motivated
2. Make Eye contact
3. Show Interest
4. Avoid Distracting Actions
5. Demonstrate Empathy
6. Take in the Whole picture
7. Ask Questions
1. Be Motivated
2. Make Eye contact
3. Show Interest
4. Avoid Distracting Actions
5. Demonstrate Empathy
6. Take in the Whole picture
7. Ask Questions
Fourteen Characteristics of Effective ListeningFourteen Characteristics of Effective Listening
8. Paraphrase
9. Don’t Interrupt
10.Interpret/Integrate what is being said
11.Don’t Overreact
12.Confront your Biases
13.Make smooth Transitions
14.Be Natural
8. Paraphrase
9. Don’t Interrupt
10.Interpret/Integrate what is being said
11.Don’t Overreact
12.Confront your Biases
13.Make smooth Transitions
14.Be Natural
Five Rules of Setting Effective GoalsFive Rules of Setting Effective Goals
Specific
Measurable
Action-oriented
Realistic
Timely
Specific
Measurable
Action-oriented
Realistic
Timely
Set Goals that Get Results Set Goals that Get Results
1. Specify the general Objectives or Tasks
2. Specify how performance will be Measured
3. Specify the Standard or Target
4. Specify the Time Span
5. Prioritize goals
6. Rate Goals: Difficulty and Importance
7. Determine Coordination Requirements
1. Specify the general Objectives or Tasks
2. Specify how performance will be Measured
3. Specify the Standard or Target
4. Specify the Time Span
5. Prioritize goals
6. Rate Goals: Difficulty and Importance
7. Determine Coordination Requirements
Provide FeedbackProvide Feedback
1. Focus on Specific Behavior
2. Keep It Impersonal
3. Keep it Goal-Oriented
4. Make It Well-Timed
5. Ensure Understanding
6. Make Sure the Behavior is Controllable
7. Tailor the Feedback to Fit the Person
1. Focus on Specific Behavior
2. Keep It Impersonal
3. Keep it Goal-Oriented
4. Make It Well-Timed
5. Ensure Understanding
6. Make Sure the Behavior is Controllable
7. Tailor the Feedback to Fit the Person
Six Skills of an Effective DelegatorSix Skills of an Effective Delegator
1. Clarify the assignment
2. Specify range of Authority
3. Allow coworker to Participate
4. Inform Others that delegation occurred
5. Establish feedback Controls
6. When problems: insist on Recommendations
1. Clarify the assignment
2. Specify range of Authority
3. Allow coworker to Participate
4. Inform Others that delegation occurred
5. Establish feedback Controls
6. When problems: insist on Recommendations
PersuasionPersuasion
1. Attention
2. Need or Problem
3. Satisfaction or Solution
4. Visualize: neg. consequences / pos. benefits
5. Call to action
1. Attention
2. Need or Problem
3. Satisfaction or Solution
4. Visualize: neg. consequences / pos. benefits
5. Call to action
General Guidelines to PolitickingGeneral Guidelines to Politicking
1. Frame arguments in the Organization’s Goals
2. Develop the right Image
3. Gain control of organizational Resources
4. Make yourself appear Indispensable
5. Be Visible
6. Get Mentors
7. Develop Allies
8. Avoid “Tainted” employees
9. Support your Boss
1. Frame arguments in the Organization’s Goals
2. Develop the right Image
3. Gain control of organizational Resources
4. Make yourself appear Indispensable
5. Be Visible
6. Get Mentors
7. Develop Allies
8. Avoid “Tainted” employees
9. Support your Boss
Twelve Tips on Running Effective MeetingsTwelve Tips on Running Effective Meetings
1. Prepare Agenda
2. Distribute in Advance
3. Consult with participants
4. Get them to Read
5. Establish specific Time parameters
6. Maintain Focused discussion
7. Encourage Problem-Solving
8. Encourage participation of All members
9. Encourage the Clash of ideas
10. Exhibit Listening skills
11. Proper Closure
1. Prepare Agenda
2. Distribute in Advance
3. Consult with participants
4. Get them to Read
5. Establish specific Time parameters
6. Maintain Focused discussion
7. Encourage Problem-Solving
8. Encourage participation of All members
9. Encourage the Clash of ideas
10. Exhibit Listening skills
11. Proper Closure
Conflict Resolution and Negotiation SkillsConflict Resolution and Negotiation Skills
1. Warm and Cooperative tone of voice
2. Give the Reason first
3. Don’t Bargain over Positions
4. Focus on Interests not positions
5. Separate People from the Problem
6. Invent Options for mutual gain
7. Use Objective criteria
1. Warm and Cooperative tone of voice
2. Give the Reason first
3. Don’t Bargain over Positions
4. Focus on Interests not positions
5. Separate People from the Problem
6. Invent Options for mutual gain
7. Use Objective criteria
In one minuteIn one minuteI can change my attitudeI can change my attitude
and in that minuteand in that minutechange my entire day.change my entire day.
If I was an actor,If I was an actor,I would get paid to play a role.I would get paid to play a role.
At work I get paid to play a role.At work I get paid to play a role.
In one minuteIn one minuteI can change my attitudeI can change my attitude
and in that minuteand in that minutechange my entire day.change my entire day.
If I was an actor,If I was an actor,I would get paid to play a role.I would get paid to play a role.
At work I get paid to play a role.At work I get paid to play a role.