university of newcastle faculty of science and it staff development day
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Heidi Alexandra PollardChief Empowerment Officer
UQ Power
Faculty of Science and IT December 2016
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
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
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, achievablething to begin with.
Start With Strengths
UQPower.com.au#StartWithU
EXPLORING YOUR SIGNATURE COMMUNICATION STRENGTHS
Understanding your individual communication & leadership style & the effect it may have on others.
• 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
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.
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
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 wellDeveloped 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
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
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.
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
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.
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
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.
Morning tea
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
Ordinary versus extraordinary.What’s the key differentiator?
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UQPower.com.au#StartWithU
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UQPower.com.au#StartWithU
What’s the differentiating factor between ordinary companies and great companies?
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.
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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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Team Activity
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““Heidi we’ve seen more Heidi we’ve seen more change in the last change in the last 33 years than in the last years than in the last
3030..How do I lead now?” How do I lead now?”
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Change is happening exponentially
But people think lineally
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UBER – world’s largest transport company
Owns NO VEHICLES
Facebook – world’s largest media owner
Creates NO content
Alibaba – world’s most valuable retailer
has NO inventory
The world around us is changing YOU HAVE TO BE READY
FOR THE FUTURE OF WORK
The future is NOW
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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.
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lunch
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?
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UQPower.com.au#StartWithU
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!
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!
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?
BUILDING COHESIVE TEAMS
QUITTING THE M&M ADDICTION
RESEARCH SHOWS THE BIGGEST PRODUCTIVITY KILLERS ARE
Managers & Meetings
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.
That’s not a 1 hour meeting – it’s an 8 hour meeting!
Is that a good investment?
SMARTER MEETINGS IDEAS
Stand up meetingsNo phone meetingsWalking meetings
15 minute meetingsDaily huddles
Skype meetings
FOCUS MODEL
More Detail
Less Detail
More Detail
Less Detail
© Macklin Holdings
THE CURSE OF MANAGERSManagers 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?
THE WORST PART
Managers call meetings!
My best invention
Meeting Free Fridays!
Neurologist Richard Restak’s contagion phenomenon findings mean that emotions are infectiousYou can catch the mood of other people just by being near them.
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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!
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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.
When a leader is happy, open and buoyant people will feel
energised, positive and open to change.
Their energy is increased.
The ordinary have“Batteries Not Included” people
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The great have “Batteries Included” people
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At any moment in time we have a choice.To be a “Drainer” of energy
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Or a “Giver” of energy.
Which do you tend to choose to be?
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How do you
show up at work?
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VICTOROwnership AccountabilityResponsibility
VICTIMBlameExcusesDenial
Reframing Our Behaviour
The choice between
LOW ENERGY HIGH ENERGY
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LOVE
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
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
TIME TO POWER
POSE AND CLAIM
YOUR UQ POWER
body language practice
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“It’s important we get this right.
Things must change around here.”
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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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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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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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
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