© citi limited, 2014. all rights reserved. bernard murray-gates principal consultant at citi...
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© CITI Limited, 2014. All rights reserved.
Bernard Murray-GatesPrincipal Consultant at CITI
Difficult conversations with senior managers
© CITI Limited, 2014. All rights reserved.
‘Leaders’
“It was my fortune, or misfortune, to be called to
the office of Chief Executive without any
previous political training.”
“An extraordinary affair. I gave them their
orders and they wanted to stay and
discuss them.”
General Ulysses S. Grant The Duke of Wellington.
Anatomy of a senior manager?
• Time poor• Wider business agenda• Outcome and value driven• Calm?• Analytical?• Curious listeners?• Confident?• Risk takers?
• Time poor• Wider business agenda• Outcome and value driven• Calm• Analytical• Curious listener• Confident• Risk taker
Changing focus of a senior manager
Seniority
Technical knowledge and skills
Business outcomes and benefits
Organisational strategy, values
‘Foc
us’
Project delivery implementation
Following months new ways of working
Success is viewed differently over time
project efficiency
impact on the end user
direct business and organisational success
Alignment with future strategy
Future statethe way we do things around here
© CITI Limited, 2014. All rights reserved.
Four key attitudes and behaviours
1. Be clear: they own the outcomes
2. Always approach from a business perspective
3. Act as a partner in delivering change
4. Display confidence
© CITI Limited, 2014. All rights reserved.
Structuring your conversations
RelevanceWhy is this a ‘burning issue’?
AssumptionsWhat factors are in play?
What is the evidence?
PerspectivesWho needs to be involved?How might others see this?
ImpactsWhat are the business implications? Are there any other related issues?
PrioritiesWhy now? How important is it?
Amy Cuddy’s TED talk
A recommendation
© CITI Limited, 2014. All rights reserved.
Questions?
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