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Robina Chatham
- 2. At a meeting … Making a
What percentage of the dialogue is objective? difference
© Robina Chatham Ltd
- 3. Making a
How decisions are made difference
2 - 3%
based on Facts!
97 - 98%
based on Opinions
Perceptions
Interpretations
Beliefs
Aspirations
Assumptions
Research into 10 major organizations including IBM
© Robina Chatham Ltd
- 4. Making a
Corporate politics difference
What do the words
mean to you?
© Robina Chatham Ltd
- 5. Making a
Corporate politics difference
What politics are often construed as:
Doing deals
Doing deals
Getting one over
Getting one over
Scoring points
Scoring points
Secrecy and subterfuge
Secrecy and subterfuge
Mafiosi tactics
Mafiosi tactics
Win – lose
Win – lose
© Robina Chatham Ltd
- 6. Making a
Corporate politics difference
What politics are really about?
Influence
Influence
Collaboration
Collaboration
Building relationships
Building relationships
Openness and honesty
Openness and honesty
Streetwise
Streetwise
Win – win
Win – win
© Robina Chatham Ltd
- 7. Leaders who have attained long term Making a
success difference
‘Reading’: understanding the external world:
• Decision-making processes
• Overt and covert agendas
• Bases of power
• Own locus of influence
• Culture, style
• ‘Politics’
From political unawareness to political awareness
‘Carrying’: managing the external world:
• Acting with integrity
• Avoiding psychological game-playing
• Accepting self and others for what they are
• Win-win strategies for conflict management
From psychological game-playing to acting with integrity
© Robina Chatham Ltd
- 8. Making a
The concept of ‘dolphinism’ difference
Psychological game playing Acting with integrity
Politically aware
Politically unaware
© Robina Chatham Ltd
- 9. Making a
The four behaviour sets difference
CLEVER WISE
Recognizes and exploits weaknesses in Takes account of other people personally
others Excellent listener and aware of others’
Self-centred behaviour viewpoints
Charming veneer Non-defensive: open and shares information
Insecure but well defended Creative and imaginative
Likes games involving winners and losers Likes and engineers win-win situations
Manipulative Ethical
INEPT INNOCENT
Wide eyed simplicity
Not tuned into grapevine: blocked antennae Believes you are right if you are in authority
Conspiring with the powerless Believes in sticking to the rules, “there is a
Emotionally illiterate right answer”
Sees things in black and white Too busy to network
Not recognizing when fighting a losing battle Doesn’t know how to build coalitions/alliances
Unprincipled Principled
© Robina Chatham Ltd
- 10. Making a
difference
© Robina Chatham Ltd
- 11. Making a
Creating trust difference
If you say you’re going to do something
for someone…
Do it
Actions speak louder than words
© Robina Chatham Ltd
- 12. Making a
And remember… difference
Trust/integrity is like virginity
Once you’ve lost it…
© Robina Chatham Ltd
- 13. How would the animals perceive corporate Making a
politics? difference
SPORT FACT OT LIFE
Objective: to look for Objective: to collaborate
opportunities to compete to achieve win-win
and to win at any cost outcomes
GAME TO BE AVOIDED
Objective: to keep my head
Objective: ideally to win; but
down and not get involved;
at least understand why I
something played by other
keep loosing
people
© Robina Chatham Ltd
- 14. Making a
How do IT leaders measure up? difference
How important do you believe IT is to the future of your business?
94% said EXCEEDINGLY
How highly do you rate your own IT function?
46% said NOT VERY HIGHLY
32% said THEY ARE OK AT THE TECHNICAL STUFF
Is your most senior IT person considered to be a member of the
“inner sanctum”?
98% said NO
© Robina Chatham Ltd
- 16. Making a
Words and phrases which come to mind… difference
Estate agent
Accountant
Politician
Social worker
Traffic warden
Academic
© Robina Chatham Ltd
- 17. Making a
Stereotyping difference
Something we do automatically and subconsciously
Results from our primitive survival instincts
Our brains are programmed or hardwired to do it
Takes the form of classifying people based on
minimal evidence
Works mainly on looks and a few readily apparent
behaviours
We “pigeon hole” people into in-groups and out-
groups
It is not “reality” but it does affect our perception of
people and their reputation
© Robina Chatham Ltd
- 18. Making a
Brain architecture difference
Consciousness
Neocortex
Pre-frontal
lobes
Visual
Cortex
Amygdala
Limbic System
© Robina Chatham Ltd
- 19. Making a
The IT stereotype difference
Comfortable with logic, facts and data
Uncomfortable with ambiguity and
unpredictability
Black and white : no shades of grey
Politically naïve
Lacking in business awareness
Loyalty to IT profession
Unimaginative
Poor at accepting criticism - quick to
rationalise
Risk adverse
Lacking in interpersonal skills
Can’t win, so doesn’t fight
© Robina Chatham Ltd
- 20. Relationships – probably the no. 1 issue of Making a
the day difference
1970’s 2010’s
F
Organisational
Organisational
O IS strategic Aligning IS and
Doing the same IS strategic Aligning IS and transformation
transformation
C planning business goals
things cheaper planning business goals & the people
& the people
U
factor
factor
S
I
S Getting the IS measurement Demonstrating the Working in
S Working in
technology to & performance business value of partnership with
U partnership with
work metrics IS/IT the business
E the business
S
Technical Business
Focus Focus
© Robina Chatham Ltd
- 21. Making a
What it takes to become a dolphin in ICT difference
Difficult to learn
Lead
Personal
credibility
Exceptional Influence
people
skills
Thrive
Business credibility
Technical credibility Survive
Easy to learn
© Robina Chatham Ltd
- 23. Making a
Thank – you and any questions? difference
Dr Robina Chatham
robina@chatham.uk.com
+44 (0)1234 765103
© Robina Chatham Ltd