how to talk to your cio, not to the hand (240998818)
TRANSCRIPT
8/11/2019 How to Talk to Your CIO, Not to the Hand (240998818)
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Presenters
Timothy M. Chester, Vice President for Information TechnologyUniversity of Georgia
Lynn Wilson, Director of Planning and Engagement
University of Georgia
Melissa Woo, CIO/Vice Provost for Information ServicesUniversity of Oregon
Patrick Chinn, Director of Strategic Communications,Information ServicesUniversity of Oregon
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Poll
Which one of these best describes you?
• Likes to make quick decisions, accepts challenges, takeaction
• Likes to interact socially, stimulate others into action,optimistic
• Likes to work in teams, systematic, focus on relationships
• Likes to use data, provide well thought-out plans, follow rules
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IT Communication Culture
• The framework emphasizes:
• All of us have different behavior styles.
• These different styles have strengths and blindspots
• Effective team relationships are built by team membersunderstanding each others styles and adapting (rotatingthe iceberg)
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Poll
Do you consider how the other person is going to receive theinformation you are sharing?
Yes
No
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Behavior Styles
Analyzer
Major Focus: QualityStrength: Uses factsBlindspot: Declaring a position
Controller
Major Focus: ResultsStrength: Uses ConflictBlindspot: Listening
Stablizer
Major Focus: Relationships
Strength: Maintain harmonyBlindspot: Initiating quickly
Persuader
Major Focus: People
Strength: Uses verbal skillsBlindspot: Following systems
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Comparison of Styles
Major Focus Strength Blindspot
Tim
Controller-Persuader
ResultsPeople
Uses conflict toget actionUses verbal skills
ListeningFollowingsystems
Lynn
Stabilizer-Analyzer
RelationshipsQuality,accuracy
MaintainingharmonyUses facts, data
Initiating quicklyDeclaring aposition
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Case examples —Rotate the Iceberg
Example 1 - LynnDiscuss how I have rotated my iceberg to focus discussionon result, ask direct questions. Keep emails shortfocused. Discuss more topics in person.
Example 2 – TimRelying on the strengths of the team to deal with different
types of negotiations with external customers on campus
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Tips for Effective Conversations
• Know your goal• Consider what your CIO really needs to
know• Focus on key facts, insights, and stories• Align yourself with the needs of campus
credit: Paul Glen
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Scene from:
A Bad Conversation with the CIO
credit: Sharon Drummond (CC BY-NC-SA 2.0)
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Reflections on A Bad Conversation…
credit: Phil Shirley (CC BY-NC-SA 2.0)
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Choose Your Own Adventure!
credit: Sharon Drummond (CC BY-NC-SA 2.0)
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Choose Your Own Adventure!
Karen has attempted to change the subject.
Should Dan:
A. continue talking about the wireless project?
B. discuss how the implementation of changemanagement is going for his staff?
A
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Choose Your Own Adventure!
Karen has shifted the conversation back to changemanagement.
Should Dan:
A. express his frustration with the implementationof change management?
B. discuss ways to address staff concerns?
B
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Choose Your Own Adventure!
Dan and Karen have started identifying possiblesolutions.
Should Dan:
A. try to reinforce the high levels of stafffrustration?
B. continue discussing ways to shift feelingsabout change management?
C
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