Masterclass excellent and effective board member hand out

1. Excellent & effective board member

2. What would you like?
☛ Small group/shared
responsibility
☛ Good board member
☛ Efficient ordered treasurer
☛ Being efficient
☛ Conflict communication
☛ Organization
☛ Problem solving
☛ …

3. Gustaaf Vocking MSc MBA
Ø Master of Econometrics
Ø Bachelor of Business information science
Ø Psychology and post Doc didactic skills
Ø Executive MBA (Nyenrode, Kellogg and Stellenbosch)
Ø Entrepreneur since age of 15
Ø Management Coach/Consultant/Trainer
Ø Leadership/Communications/Brain skills
Ø Managers/Professionals/Experts
Ø Europe & USA
Ø >20 year Project & Program management experience
Ø >10.000 (senior) managers and experts

4. Effective v.s. Efficient

5. More efficiënt: laces
https://youtu.be/zAFcV7zuUDA

6. Effective: laces

7. Focus on what?!

8. Organization is…
What
you do,
before
you do,
so that íf
you do it,
you do it right.

9. What is project management?

10. What is a project?

11. Two project success keys…
Goal: SMART Playing field: TOQFIM

12. SMART goals
q Specific
q Measurable
q Ambitious
q Realistic
q Time phased

13. Eliciting SMART goals
Specific
q What would make this project a
success (for you)?
q What do you want to achieve (in
concrete terms)?
q How do you know you have
succceeded?

14. Eliciting SMART goals
Measurable
q What is the thermometer, what
does it read at the start, and what
after the succesful completion?
q What can this be objectively
compared to?

15. Eliciting SMART goals
Ambitious
q Why has this not yet been
achieved/done?
q How hard is it on a scale from 0 to
10?
q How proud will it make you if your
achieve this?

16. Eliciting SMART goals
Realistic
q What risks are there?
q What is your estimation of the
chance of success (0 tot 100%)?

17. Playing field: TOQFIM
q Time
q Organization
q Quality
q Facilities
q Information
q Money

18. Eliciting Playing field
Time
q How much time is really available
if needed?
q How much time do the persons
involved really have available?

19. Eliciting Playing field
Organization
q Who is on the team?
q Who is involded (in)directly?
q How do we do that?
q Responsibilities/Authorizations?
q Backup persons/plans?

20. Eliciting Playing field
Quality
q What quality aspects are there?
q How strict are these? En welke
minimale vereisten zijn er?

21. Eliciting Playing field
Facilities
q What technology/systems/work
spaces /work aids/etc. are
available (under what
conditions)?
q How do we get other/extra
facilities if needed?
q Backup solutions?

22. Eliciting Playing field
Information
q What information (not data!) is
required?
q What information (not data!) is
available? How? How soon?

23. Eliciting Playing field
Money
q What is the available budget (out
of pocket ánd implied costs)?
q What changes could occur in this
respect? What then?

24. Quick analysis: Guesstimate
Structure: use framework
Process: show and execute
Drivers: no more than 7
Rough first: ball park is okay
Details later: state improvements
Knowledge first: what do you know?
Data later: how/where will you get it
Sensible: guess assume + calculate

25. Recommended reading for Guesstimation

26. (Project) Risk
http://tacsafe.net/resources/SafetyManagement/RiskManagementPrimer.pdf

27. (Project) Risk analysis & management
Identify
risks
Evaluate
risks
Identify
responses
Select
solution(s)
Plan &
Resource
Monitor
& Report
Risk management
Risk analysis

28. Risk value formula (quantitative risk analysis)
!"#$ = &"$'("ℎ**+ *, *--./'0-' × 2345-6

29. Risk matrix (qualitative risk analysis)
Impact
Likelihood

30. Dealing with risk
Avoid
Transfer(e.g. Insurance)
Mitigate
Accept

31. Recommended reading

32. From A to B?

33. Leadership & brick walls
https://youtu.be/ji5_MqicxSo

34. Strategic success management questions

35. Strategic success management questions
SMART
TOQFIM

36. Time Box
ü Fixed time & means
ü Work towards goal
ü Finish what you can
Ø Evaluate
Ø Next timebox?

37. Time estimations: (avoid) the pitfalls
Ask others (who did it before)
qWorst case
qAverage
qBest case
Estimeate= (WC+4*A+BC)/6
Further correction
qEstimeate
qFactor to allow for
Wishful thinking
Selective perception
Estimated Actual time spent
qlack of exeperience
qLack of competence
Mystimeate= Ofactor*A

38. The real sources of success…

39. Principles over rules
ØPrinciples are
output focused
ØRules are input
focused

40. Good cooperation is…?

41. Ask for examples of

42. Start with putting into place…

43. Share your first idea

44. Half work principle

45. The perfect answer to the wrong question?
(Perfect) answer pitfall
?
Question
Behind the
Question
Relevant answer

46. To get the right answer…
?
Ask the right
question…
to the right
person

47. Masterclass - Bonus
Persuasion

48. Determine what you
want ánd why
Determine what they
want ánd why
Synergize to get all
what they really want
0.
1.
2.
3 step persuasion

49. Masterclass - Bonus
Situational & Personal Leadership

50. Coaching and Leadership

51. Coaching and Leadership

52. Coaching and Leadership

53. Coaching and Leadership

54. Coaching and Leadership

55. Coaching and Leadership

56. Coaching and Leadership

57. Coaching and Leadership

58. Coaching and Leadership

59. Coaching and Leadership

60. Coaching and Leadership

61. Coaching and Leadership

62. Coaching and Leadership

63. Coaching and Leadership

64. Coaching and Leadership

65. Coaching and Leadership

66. Coaching and Leadership: role based
Role Tell Praise

67. Coaching and Leadership: role based
Role Tell Praise
Rookie

68. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low

69. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor

70. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor High High

71. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor High High
Key player

72. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor High High
Key player Low High

73. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor High High
Key player Low High
Captain

74. Coaching and Leadership: role based
Role Tell Praise
Rookie High Low
Contributor High High
Key player Low High
Captain Low Low

75. Masterclass - Bonus
Leading (by) questions

76. Question traps

77. Question traps

78. Question traps

79. Question traps

80. Question traps

81. Question traps

82. Question traps

83. Question traps

84. Question traps

85. Question traps

86. Question traps

87. Question traps

88. Question traps

89. Question traps

90. Question traps

91. Question traps

92. Question traps

93. Question traps

94. Question traps

95. Question traps

96. Question traps
⚡ Closed
⚡ Solution oriented
⚡ Thé one
⚡ Rambling
⚡ Interpretive
⚡ Rhetorical
⚡ Leading
⚡ Interrupting
⚡ No interrupting
⚡ Why?

97. Coaching questions: Observation
üUse all
senses
üNo
judgements
üObservable
Facts

98. Coaching questions: Open questions
üPose an open
question
üListen for the
answer
üObserve for
more

99. Coaching questions: deep dive questions
üPose a
question
üUse part of
the answer to
follow up
üEtc.

100. Coaching questions: Angles
ü…
üEtc.

101. Coaching questions: closed questions
üChecking
üChoice
making
üEtc.

102. Coaching questions: question sieving
ü Start wide
ü Who
ü What
ü When
ü How
ü Deep dive
ü What more can you tell me about X you
mentioned?
ü What makes Y so important?
ü Induce choice: half open
questions
ü Check: closed questions

103. Question techniques
☛Observation
☛Open
☛Deep dive
☛Angles
☛Closed
☛Sieving

104. Masterclass - Bonus
Appreciative Leadership

105. Appreciative communication
Good already
What&how can be
improved

106. Success Happiness Happiness Success
Positive
Emotions
Engagement
Positive
Relationships
Accomplishments
Meaning
P E R M A

107. Fixed and Growth Mindset
Carol Dweck: ‘With the right
mindset we can motivate and help
students to raise grades, and to
reach your own goals - personal
and professional.’
See video at: https://goo.gl/Nn57yg

108. Give FRE
1. Celebrate achievements (small and big)
2. Aknowledge project milestones
3. Be a cheerleader (encourage learning)
4. Regularly praise for effort
Exercise:
• ‘I…’
• ’My manager…’
• ‘My collegues…’

109. Positive feedback
Praise
capability
You are a great
writer
You are a
natural
How creative
you are!
Praise
effort
You have
written a
fantastic essay!
What a great
strategy you
game up with!
You have
grown
tremendously!
FixedMindset
GrowthMindset

110. The art of the compliment
üFocus on the
receiver
üCompliment on
effort
üMake it personal

111. Masterclass - Bonus
Drivers and motivation

112. What drives people
üAutonomy
”the desire to direct our own lives”
üMastery
”the urge to make progress and get better at
something that matters”
üPurpose
”the yearning to do what we do in the service of
something larger than ourselves.”
See video: https://youtu.be/u6XAPnuFjJc

113. Why people work
Career
Purpose
Money

114. Three drivers for human behavior
Motivation
Opportunity Ability

115. Five stages of culture
https://youtu.be/_fegzZyslcE

116. Masterclass
Leadership (&) communication

117. Power2Improve communication model
Content
Process
Relationship
Personal Program
Emotions

118. The P2I Model
Content
Process
Relationships
Personal Program
Emotions

119. The P2I Model
Content
Process
Relationships
Personal Program
Emotions
What?

120. The P2I Model
Content
Process
Relationships
Personal Program
Emotions
When? How? Where?

121. The P2I Model
Content
Process
Relationships
Personal Program
Emotions
Who?

122. The P2I Model
Content
Process
Relationships
Personal Program
Emotions
Why?

123. Information channel preferences

124. Asking the right questions
ü Open question: requires
a long answer, usually
involves someone’s
opinion.
ü Closed question: can be
answered in a brief way,
such as ‘yes’, ‘no’, ’blue’
or ‘high’.
Open questions
Closed
questions
Yes/no
questions

125. Open questions

126. Calibrated questions: Motivation
Ø What should … hold for you?
CRITERIA
Ø Why is CRITERIUM important?
Away from/Towards (ask 3x Why)
Ø How do you know you do … well?
Internal/External validation
Ø Why did you choose …?
Procedures/Options
Ø What is the relationship between … (last year
and now)?
Change preference (same/change)
Pro-active/Reactive
Details/Head lines
Self/Other focus

127. Calibrated questions: Pain/pleasure
Ø Tell about CONTEXT + SITUATION you
disliked?
Feeling/Choice/Thinking
Ø Tell about SITUATION that met CRITERIUM?
Independent/Proximity/Collaborative
What did you like about it?
Person/Task focus

128. Calibrated questions: rules
Ø How can you increase success CONTEXT?
How can X increase her/his success
CONTEXT?
My rules/My rules
My rules/.
No rules/My rules
My rules/Your rules
Ø How do you know Y is good at CONTEXT?
See/Hear/Read/Do/Sense
How often do you need to OBSERVE to be
convinced?
x times/Automaticallly/Continously/Period

129. Observing Behavior

130. Body language

131. Body language: base line

132. Observing the body: what to look out for
Limbs
üArms & Legs
üHands & Feet
Voice
üTonality
üSpeed
Face
üBrows
üEyes
üNose
üMouth

133. Masterclass
Leadership, conflict and unstandable behavior

134. Rational
phase
Anihilation through self sacrification
Anihilation of enemy
Limited damage doing
Threathening
Damaged self image
Image and coalitions
Deeds
Debate
Glasl Conflict ladder
Toughening
Emotional
phase
Battle
phase

135. Dimensions & Personas
Task Focus
P
a
s
s
i
v
e
People Focus
A
c
t
i
v
e
Normal
behavior
Whiner
No
Nothing
Nothing
Yes
Maybe
Tank
Professor
Sniper
Sniper
Grenade
Fake Professor

136. Dealing with the Tank
✓Goal: Command respect
✓Strategy:
1. Hold your ground.
2. Interrupt the assault.
3. Immediately go back to the core.
4. Aim for the outcome and fire.
5. Peace with honor.

137. Dealing with the Sniper
✓Goal: Uncover the Sniper
✓Strategy:
1. Stop, look, track back.
2. Use search light questions.
3. Use Tank Strategy if needed.
4. Go on a blame patrol.
5. Propose a civil future.

138. Dealing with the Grenade
✓Goal: Control the situation
✓Strategy:
1. Grab attention.
2. Aim for the heart.
3. Reduce intensity.
4. Allow time for good behavior.
0. Grenade prevention.

139. Dealing with the Professor
✓Goal: Open for new ideas
✓Strategy:
1. Be prepared and know your case.
2. Track back respectfully.
3. Mix with their doubts and desires.
4. Present indirectly.
5. Make the Professor a mentor.

140. Dealing with the Fake Professor
✓Goal: Disarm the bad ideas
✓Strategy:
1. Give some personal attention.
2. Clear up the details.
3. Tell how it (really) is.
4. Be soft on the person.
5. Interrupt the pattern.

141. Dealing with the Yes
✓Goal: Get real commitment
✓Strategy:
1. Make honest through safety.
2. Be honest.
3. Help the person (learn to) plan.
4. Create commitment.
5. Improve the relationship.

142. Dealing with the Maybe
✓Goal: Help (learning) to chose
✓Strategy:
1. Create a comfort zone.
2. Clarify conflicts and options.
3. Use decision making proces.
4. Put at ease.. and then move on.
5. Improve the relationship.

143. Dealing with the Nothing
✓Goal: Seduction to talk.
✓Strategy:
1. Plan for enough time.
2. Pose expecting questions.
3. Make/keep it light.
4. Guess.
5. Show the future.

144. Dealing with the No
✓Goal: Move to problemsolving
✓Strategy:
1. ‘Go with the flow’.
2. Use the person as resource.
3. Leave the door open.
4. Polarize and flip it around.
5. Recognize and note the good intentions.

145. Dealing with the Whiner
✓Goal: Problem solving alliance
✓Strategy:
1. Listen for main themes and core.
2. Interrupt and make specific.
3. Shift focus to solutions.
4. Show the future.
5. Draw a line.

146. Questions?
Mail me: gustaaf.vocking@power2improve.com
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