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How Do You Lead?

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How Do You Lead?

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We interact with others on a regular basis, and help each other all the time. We rarely take time to analyze how we're interacting with others. This activity allows us to become more aware of how we interact with others, and expose us to other ways we might want to consider incorporating in our approach. And while it's titled "how do you lead", it's not just for leaders, or people in management positions; this is for anyone that interacts with other human beings as part of their job, or as part of their personal life.

We interact with others on a regular basis, and help each other all the time. We rarely take time to analyze how we're interacting with others. This activity allows us to become more aware of how we interact with others, and expose us to other ways we might want to consider incorporating in our approach. And while it's titled "how do you lead", it's not just for leaders, or people in management positions; this is for anyone that interacts with other human beings as part of their job, or as part of their personal life.

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How Do You Lead?

  1. 1. HOW DO YOU LEAD? Jeff Kosciejew
  2. 2. How Do You Lead? Built upon Leaders’ Actions Speak but Their Talk Matters articles and workshops by David Verble http://www.verbleworthverble.com/our-team/david-verble-m-s/ http://www.lean-transform.com/our-partners/david-verble/
  3. 3. Possible Outcomes Today ■ Something you can apply with your own teams and colleagues to enhance current team dunamics & communication ■ Opportunity to identify where you are now ■ Gain a better understanding into your own style ■ Gain awareness of how others see you ■ But I’m curious why you’re here…
  4. 4. Today’s Workshop Format ■ Pair Listening Activity – 2 rounds + debrief ■ Triad Activity ■ Coding of Statements – 3 rounds + debrief ■ Open Discussion
  5. 5. ACTIVITY #1 Pair Listening Activity
  6. 6. Activity 1 – Round 1 ■ Organize yourself into pairs ■ Think of a situation at work that is frustrating you. Try not to focus on the nature of the situation and not have specific people in it (as much as possible) ■ Determine who will tell their story first ■ You will have five minutes to share this situation with another person ■ The Listener can ask questions and talk about the story that is being told, but shouldn’t speak so often that it keeps the Story Teller from sharing and completing their story ■ Listener, when I call time, you’ll have three minutes to tell the Story Teller what you heard about the situation, and what they think and feel about it, and why they think and feel that way ■ Story Teller, when I call time again, please turn away from the Listener, complete the survey, and turn it face down
  7. 7. Time’s Up! • Story Teller: • Think of a situation at work that is frustrating you • Try not to focus on the nature of the situation and not have specific people in it (as much as possible) • Share this situation with your partner • Listener: • Ask questions and talk about the story that is being told, but don’t speak so often that it keeps the Story Teller from sharing and completing their story
  8. 8. Time’s Up! • Listener: • Share back what you heard about the situation • Share back what your partner thinks and feels • Share back why they think and feel that way • Story Teller: • Listen to what your partner heard • Complete the checklist to provide feedback • Checks are fine, but comments are welcome & encouraged • NO DEBRIEF OR DISCUSSION!
  9. 9. Activity 1 – Round 2 ■ Now, switch roles and repeat the process ■ The new Story Teller will have five minutes to to describe their situation and what frustrates them about it ■ The new Listener can ask questions and talk, but please remember to not speak so much as to prevent the Story Teller from completely sharing their story ■ Listener, when I call time, you’ll have three minutes to tell the Story Teller what you heard about their situation, what they think about the situation, how they feel about it, and why ■ Story Teller, when I call time again, please turn away from the Listener and complete the survey for your listener and turn it face down
  10. 10. Time’s Up! • Story Teller: • Think of a situation at work that is frustrating you • Try not to focus on the nature of the situation and not have specific people in it (as much as possible) • Share this situation with your partner • Listener: • Ask questions and talk about the story that is being told, but don’t speak so often that it keeps the Story Teller from sharing and completing their story
  11. 11. Time’s Up! • Listener: • Share back what you heard about the situation • Share back what your partner thinks and feels • Share back why they think and feel that way • Story Teller: • Listen to what your partner heard • Complete the checklist to provide feedback • Checks are fine, but comments are welcome & encouraged • NO DEBRIEF OR DISCUSSION!
  12. 12. Activity 1 – Round 3 ■ Exchange surveys without discussion ■ Read and reflect on your survey ■ Don’t ask your listener to explain or defend ■ Simply accept it as their experience
  13. 13. Activity 1 – Discussion
  14. 14. Activity 1 – Considerations ■ Does the Story Teller want your advice or suggestions, or do they simply want to share their experiences with another person? ■ As humans (and even worse – as software professionals), we’re wired to jump to solutions ■ When dealing with others, a problem solving mindset, requires us to restrain the impulse to show what we know ■ You have the opportunity to ask questions that you don’t think you already have the answers to ■ You can let your natural curiosity lead and try to learn what the other thinks
  15. 15. ACTIVITY #2 Triad Activity
  16. 16. Activity 2 ■ Organize yourself into groups of three ■ Determine who will start in each of the following roles: – Observer – Manager / Coach – Problem Owner ■ Don’t worry, we’ll do this three times, so you’ll have a chance to be in each of the roles!
  17. 17. Activity 2 ■ Problem Owner: – Talk about a real problem / situation in your professional life ■ Manager / Coach: – Talk about the problem with the Problem Owner as you normally would; don’t do anything that doesn’t come naturally to you ■ Observer: – Record, verbatim, the first 10-15 things the Manager / Coach says in the discussion on the Observation Log
  18. 18. Activity 2 – Round 1 ■ Each round will last for 5 minutes ■ At the end of the five minutes, switch roles and continue – There is no discussion, and no debrief between rounds Observer Problem Owner Manager / Coach
  19. 19. Time’s Up! • Problem Owner: • Talk about a real problem / situation in your professional life • Manager / Coach: • Talk to the Problem Owner as you normally would • Observer: • Record exactly – verbatim – the first 10-15 things the Manager / Coach says on the Observation Log
  20. 20. Activity 2 – Round 2 ■ Switch Roles ■ Each round will last for 5 minutes ■ At the end of the five minutes, switch roles and continue – There is no discussion, and no debrief between rounds Observer Problem Owner Manager / Coach
  21. 21. Time’s Up! • Problem Owner: • Talk about a real problem / situation in your professional life • Manager / Coach: • Talk to the Problem Owner as you normally would • Observer: • Record exactly – verbatim – the first 10-15 things the Manager / Coach says on the Observation Log
  22. 22. Activity 2 – Round 3 ■ Switch Roles ■ Second round will last for 5 minutes ■ At the end of the five minutes, switch roles and continue – There is no discussion, and no debrief between rounds Observer Problem Owner Manager / Coach
  23. 23. Time’s Up! • Problem Owner: • Talk about a real problem / situation in your professional life • Manager / Coach: • Talk to the Problem Owner as you normally would • Observer: • Record exactly – verbatim – the first 10-15 things the Manager / Coach says on the Observation Log
  24. 24. You Did It! ■ Observers: – Give the Observation Log you completed to the Manager / Coach you observed ■ Manager / Coach: – Read what you said ■ Now what?
  25. 25. Coding ■ If the item is a “Tell” – A comment, suggestion, impression, idea – Code it using “TS” ■ If the item is a “Question” – Code it using “Q”
  26. 26. Coding Questions ■ If the item is a “Tell” masquerading as a “Question” – Add the coding “TS” ■ So it would be “QTS” ■ If the “Question” is a “Leading Question” – Add the coding “L” ■ So it would be “QL”
  27. 27. Coding Questions ■ If it is an Open Ended question – Add the code “O” ■ So it would be “QO” ■ If it is a Closed Ended question – Add the code “C” ■ So it would be “QC”
  28. 28. Coding Questions ■ For both Open & Closed Questions… ■ If the Question is based on what you think, want to suggest, or assume about the situation – Add “MT” to the coding ■ As in: My Thinking ■ If the Question is based on what the other person knows, thinks, or feels – Add “HT” ■ As in: His/Her/Their Thinking
  29. 29. Coding Summary Code Description TS Tell QTS Tell masquerading as a question QL Leading question QOMT Open-ended question, reflecting my thinking QCMT Close-ended question, reflecting my thinking QOHT Open-ended question, reflecting the other person’s thinking QCHT Close-ended question, reflecting the other person’s thinking
  30. 30. Considerations ■ Are most of your items Asking or Telling? ■ Were your questions Open, Closed, or Leading? ■ Were your question based on what you were thinking, or what you wanted to learn about the other person knows and was thinking? ■ Did you mostly use questions to confirm things you already knew (or thought), or did you learn and explore about things you did not know? ■ Is one approach better than another?
  31. 31. One Other Resource ■ In addition to the links at the start of this material, I can’t complete this without provide a reference to a book by L. David Marquet, “Leadership is Language” – This book has nothing to do with the material or activities we’ve covered today, directly… – It’s a wonderful source to continue learning about how the language we use can impact others, and impact the outcomes we can achieve
  32. 32. HOW DO YOU LEAD? Jeff Kosciejew

Notes de l'éditeur

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  • Is anyone surprised with what their partner experienced?
    Does anyone feel a sense of disappointment? Or excitement? Or validation?
    How true to yourself were you in completing this activity? Is this how you show up at work, or were you doing something different because of the contrived conditions of the activity?

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