1.
Heidi Alexandra Pollard
Chief Empowerment Officer
UQ Power
Faculty of Science and IT
December 2016

2.
AGENDA
• Understanding and appreciating your personal
communication style
• Preparing for the Future of Work
• Developing Personal Leadership
• Building Trust and Cohesive Teams
• Mindfulness and Meditation

3.
Intention and Outcomes
• Create a name card for yourself
• Use your preferred, nickname or stage name
• Add one word people usually use to describe you or
associate you with
• Add a picture, icon, symbol or diagram that
demonstrates the key quality you
intend to bring to the room today

4.
The single most important driver of performance at
work is whether a person feels like their unique
strengths are at play.
You could improve all your people
systems – selection, compensation,
performance management and
succession systems… Or you
could #StartwithU which is the
most sensible, practical, achievable
thing to begin with.
Start With Strengths
UQPower.com.au#StartWithU

5.
EXPLORING YOUR SIGNATURE
COMMUNICATION STRENGTHS
Understanding your individual communication &
leadership style & the effect it may have on others.

6.
• No right or wrong scores, no style is better
than another.
• One high score (4 pts or more) strong
preference
• Two high scores (within 2 pts) may lead with
preferred style and can draw from others
• Three close scores will lead with a preferred
style, may have developed from experience
• Equal scores in all four styles highly
adaptable, may appear inconsistent to others
PSCI Scoring

7.
THE DIRECTING STYLE
Liabilities
• Impatient with those
working too slowly
• Lone ranger
• Can be judgmental
• Tendency to dominate
others
• Difficulty trusting others
with work
• Need to be in control
causes frustrations
Strengths
• Fast paced, quick
thinkers
• Focus on action
and results
• Decisive
• Takes responsibility
• Natural leaders
• Visionary, big picture
Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.

8.
COMMUNICATING WITH A
Director
Give – brevity, credit for abilities
Use – goals and outcomes to get them on board
Be – direct
Don’t – interrupt
Deal – with the facts not the person
Look – them in the eye

9.
THE PRESENTING STYLE
Liabilities
• May not always be
taken seriously
• Poor operational
follow through
• Easily bored
• May overpromise
and underdeliver
• Would rather talk
than listen
• Does not manage
time well
Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.
Strengths
• Knows how to have fun
• Always up, energetic
• Communicates easily
• Motivates others
• Lots and lots of ideas
• Enjoys/prefers new
projects

10.
COMMUNICATING WITH A
Presenter
Give – attention, affection, approval
Talk – about the relationship
Use – ideas that elicit an emotional response
Request – their opinion
Reward – with use of adjectives and thank you

11.
THE MEDIATING STYLE
Liabilities
• Likes privacy, may be
difficult to get to know
• Focuses on people issues
over business progress
• Reluctant to correct
difficult people problems
• Doesn’t like risk taking
• Doesn’t care for surprises
• May avoid centre stage
Strengths
• Subtle, gentle, indirect
and inclusive
• Good listener
• Expert
• Loved by everyone
• Champion of others
• Encourages others
through appreciation
Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.

12.
COMMUNICATING WITH A
Mediator
Give – feeling of worth, understanding, support
Create – a supportive environment
Request – input and suggestions
Ask – a lot of questions
Reward – plenty of rest at the end of the day

13.
Strengths
• Likes people, not
large groups
• Confident if facts
are known
• Likes to give advice
• Very thorough
• Fair and unbiased
• Enjoys structure
Liabilities
• Difficult to stop pursuing
perfection
• Fear of mistakes creates
time consuming tasks
• Tends to be critical
• Worries a lot
• Slow to embrace the new
THE STRATEGISING STYLE
Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.

14.
COMMUNICATING WITH A
Strategist
Give – space, silence, sensitivity
Be – prepared and know your facts
Use – specific data in analytical form
Allow – time for processing
Accept - that you may not get it exactly right

15.
Appreciating your style and others
• The top three positive characteristics of my style are…
• The strength I admire most in the opposite style is…
• You know I am happy when…
• I feel least like my style, out of my comfort zone when…
• My ideal workday would be…
• Draw a poster demonstrating how your style contributes to the
success of the team.

16.
Morning
tea

17.
Think back to the best boss and the worst boss you
have ever had.
1.Make a list of five things done to you that you
abhorred.
2.DON’T DO THEM TO OTHERS. EVER.
3.Make another list of five things done to you that you
loved.
4.DO THEM TO OTHERS. ALWAYS.
Source Dee Hock, Founder of VISA
60 SECOND PHD IN LEADERSHIP

18.
Ordinary versus extraordinary.
What’s the key differentiator?
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UQPower.com.au#StartWithU

19.
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What’s the differentiating factor
between ordinary companies and
great companies?

20.
Four Must Have Foundations
To build a successful, sustainable business you must get
your personal house in order first.
That means you need to build solid foundations including:
Vision (know your why)
IQ (know your stuff)
Body (manage your presence)
EQ (manage your relationships)
Only then can you build a truly
unique, stand out business.

21.
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Best Of Me
Becoming a great leader requires a great degree of self
awareness.
Complete the Best of Me hand out
Discuss in your table groups
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22.
Team Activity
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23.
““Heidi we’ve seen moreHeidi we’ve seen more
change in the lastchange in the last 33 yearsyears
than in the lastthan in the last 3030..
How do I lead now?”How do I lead now?”

24.
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Change is happening exponentially
But people think lineally
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25.
UBER – world’s largest
transport company
Owns NO VEHICLES

26.
Facebook – world’s largest
media owner
Creates NO content

27.
Alibaba – world’s most
valuable retailer
has NO inventory

28.
The world around us is changing
YOU HAVE TO BE READY
FOR THE FUTURE OF
WORK

29.
The future is NOW

30.
www.UQPower.com.au
What does it mean to you?
To be sustainable and grow, Universities need to be
creative in their approach and responsive to the changing
needs of their communities.
In pairs – discuss - what did you find most surprising in the
video and how might it apply to UON and your Faculty.
UQPower.com.au#StartWithU

31.
lunch

32.
Building Trust
In pairs share the following:
1.Where did you grow up?
2.How many siblings do you have and where do you fall in
the sibling order? (youngest, oldest etc)
3.What was an important or unique challenge of your
childhood, of being a kid?

33.
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UQPower.com.au#StartWithU

34.
How effective is your teamwork?
• RULES: Everyone must participate using one hand only
Strictly no speaking is allowed
• You have 8 minutes to build
the tallest stand alone tower.
• Winning team takes
the prize pool!

35.
Tower of Trust
Each team will receive:
- 2 pieces of card paper
- 1 roll of sticky tape
- 2 paper clips
- a pair of scissors
- 10 plastic cups
You have 8 minutes to build the tallest stand alone tower.
Winning team takes the prize!

36.
Teamwork Debrief
• Who took the lead?
• What pre-planning did you do?
• What communication techniques did you use?
• What challenges did you face?
• What did you learn about working together as a team?

37.
BUILDING COHESIVE TEAMS

38.
QUITTING THE M&M ADDICTION

39.
RESEARCH SHOWS THE BIGGEST PRODUCTIVITY KILLERS ARE
Managers & Meetings

40.
HOLD SMARTER MEETINGS
Every regular meeting you have
add up the hourly salaries of
every person in attendance
ie: 8 people @$90ph =
$720 for a 1 hour meeting.

41.
That’s not a 1 hour meeting –
it’s an 8 hour meeting!
Is that a good investment?

42.
SMARTER MEETINGS IDEAS
Stand up meetings
No phone meetings
Walking meetings
15 minute meetings
Daily huddles
Skype meetings

43.
FOCUS MODEL
MoreDetail
LessDetail
MoreDetail
LessDetail
© Macklin Holdings

44.
THE CURSE OF MANAGERS
Managers are basically people whose
job it is to interrupt people.
They don't really do the work, so they
have to make sure everyone else is
doing work, which is an interruption.
How’s that report
going?Have you called them
yet?

45.
THE WORST PART
Managers call
meetings!

46.
My best invention

47.
Meeting Free Fridays!

48.
Neurologist Richard Restak’s contagion
phenomenon findings mean that
emotions are infectious
You can catch the
mood of other
people just by
being near
them.

49.
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Emotional leads tend to flow from the
most powerful person
in the group to the others
– which means
the LEADER
sets the mood!

50.
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Emotions = energy
in motion
When a leader is afraid, angry or
low on battery their body language
spreads fear like a virus affecting
everyone’s moods, attitudes and
lowering energy.

51.
When a leader is happy, open and
buoyant people will feel energised,
positive and open to change.
Their energy is
increased.

52.
The ordinary have
“Batteries Not Included” people
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53.
The great have
“Batteries Included” people
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54.
At any moment in time we have a choice.
To be a “Drainer” of energy
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55.
Or a “Giver” of energy.
Which do you tend to choose to be?
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56.
How do you
show up at work?
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57.
VICTOR
Ownership
Accountability
Responsibility
VICTIM
Blame
Excuses
Denial
Reframing Our Behaviour

58.
The choice between
LOW ENERGYHIGH ENERGY
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#StartWithU
LOVE

59.
High Energy People Have High EQ
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‘e’Download our free report 8 Signs of Strong Emotional Intelligence
here
www.uqpower.com.au/strong-eq

60.
A recent study at Columbia and
Harvard universities found when 42
participants were asked to either hold
a power pose or a contractive, low-
power pose for 2 minutes that the
power poses stimulated hormones
linked to feelings of power. It also the
stress hormone cortisol.
Plus, high-power posers reported
feeling significantly more “powerful”
and “in charge” than low-power
posers did – allowing them to perform
better.
THE POWER OF POSING

61.
TIME TO
POWER
POSE AND
CLAIM
YOUR UQ
POWER

62.
body language practice
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“It’s important we get this right.
Things must change around here.”

63.
TIP: Lead with your body.
Introduce yourself to someone:
Like you really don’t care about them
One Way To Share Your Frequency
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64.
TIP: Lead with your body.
Introduce yourself to someone:
Like they are your long lost best friend
You Can Raise Your Frequency
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65.
What’s the biggest learning or benefit you
had from today?
What would you like to acknowledge the
person to your right for?
Review and Acknowledge
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66.
Want more?
Contact us: support@UQPower.com.au
Follow us: Twitter: @UQPower
Facebook https://www.facebook.com/UQpower
LinkedIn http://www.linkedin.com/company/uq-power
Resources: http://www.uqpower.com.au
How to tell your manager they suck