purposeful conversations

53
Case: Case: Who is Next? Who is Next? What about you? What about you? Presentation Dr Mario Denton

Upload: thestrongmessagecom

Post on 13-Jan-2015

1.106 views

Category:

Technology


1 download

DESCRIPTION

The Power of feedback

TRANSCRIPT

Page 1: Purposeful conversations

Case: Case: Who is Next? Who is Next?

What about you?What about you?

Presentation Dr Mario Denton

Page 2: Purposeful conversations
Page 3: Purposeful conversations
Page 4: Purposeful conversations

Instructions for giving peer Instructions for giving peer feed-backfeed-back::

Teams to give feedback to each one of Teams to give feedback to each one of their members their members - approx 10-15 mns. each- approx 10-15 mns. each

Feed-back must be related to Feed-back must be related to leadership leadership capabilities capabilities and and team functioning skillsteam functioning skills

Feedback sessions must be Feedback sessions must be well well structured structured and managedand managed

Sources of information Sources of information to be used are EQ, to be used are EQ, Communication Styles, Leadership Styles Communication Styles, Leadership Styles and Peer Evaluationsand Peer Evaluations

Lecturer to provide Lecturer to provide guidelinesguidelines for process for process

Page 5: Purposeful conversations

Guidelines for feedbackGuidelines for feedback Be Be honesthonest and and cordialcordial Be Be specificspecific - incident and data-based - incident and data-based Limit to Limit to here and nowhere and now - only mutually - only mutually

experienced eventsexperienced events Employ Employ maximum number of sourcesmaximum number of sources Be supportive and Be supportive and constructiveconstructive Limit to main issues - strong points and Limit to main issues - strong points and

developmentdevelopment areasareas

Recipient has right to Recipient has right to accept or rejectaccept or reject Recipient may ask for Recipient may ask for clarificationclarification - not to justify - not to justify

rejection rejection

Recipient is free to Recipient is free to comment on feelingscomment on feelings about about feedback feedback

Page 6: Purposeful conversations

Stages of reaction to feed-backStages of reaction to feed-back

Shock Shock

Anger Anger

Rejection Rejection

Acceptance Acceptance

HopeHope !!

Page 7: Purposeful conversations

Most people overreact to Most people overreact to negative feedbacknegative feedback

Be positiveBe positive Lead with a positive piece of feedback to Lead with a positive piece of feedback to

demonstrate that you have noticed and valued demonstrate that you have noticed and valued certain behaviour certain behaviour

The feedback should be descriptive rather than The feedback should be descriptive rather than evaluative and focus on behaviour that can be evaluative and focus on behaviour that can be changed rather than on personality changed rather than on personality

For example: "I've noticed that you've been finding For example: "I've noticed that you've been finding your workload stressful recently," rather than "You your workload stressful recently," rather than "You were aggressive!" were aggressive!"

Be sensitive to the recipient's likely reactions and Be sensitive to the recipient's likely reactions and respond with your full attention and considerationrespond with your full attention and consideration

Page 8: Purposeful conversations

Guidelines for receiving Guidelines for receiving feedbackfeedback

Listen carefullyListen carefully Be genuinely open to hearing what the other Be genuinely open to hearing what the other

person is saying and try not to interrupt or person is saying and try not to interrupt or jump to conclusions jump to conclusions

Active listening techniques may be helpful Active listening techniques may be helpful Even if you feel under attack, try not to leap Even if you feel under attack, try not to leap

to your own defence until you've had a to your own defence until you've had a chance to think about and understand the chance to think about and understand the feedback thoroughlyfeedback thoroughly

Page 9: Purposeful conversations

Guidelines for receiving Guidelines for receiving feedbackfeedback

Ask questions to clarify what's being said Ask questions to clarify what's being said and whyand why

You are entitled to ask for specific examples You are entitled to ask for specific examples and instances of the types of behaviour at the and instances of the types of behaviour at the root of the feedback root of the feedback

If the atmosphere becomes tense, introduce a If the atmosphere becomes tense, introduce a more positive approach by asking for more positive approach by asking for examples of the behaviour the reviewer would examples of the behaviour the reviewer would like to see more oflike to see more of

Page 10: Purposeful conversations

Guidelines for receiving Guidelines for receiving feedbackfeedback

Remain calmRemain calm Even if you feel upset, try not to enter Even if you feel upset, try not to enter

into an argument; just accept what's into an argument; just accept what's being said and deal with your emotions being said and deal with your emotions another time and place another time and place

Stay calm and focus on the rest of the Stay calm and focus on the rest of the feedbackfeedback

Page 11: Purposeful conversations

OverviewOverview

Class contributionClass contribution Left or right brain Left or right brain

thinkingthinking Decision making Decision making

stylestyle De Bono hatDe Bono hat Social styleSocial style Team experienceTeam experience

Leadership styleLeadership style Conflict styleConflict style EQ ScoresEQ Scores HeartbeatHeartbeat

Page 12: Purposeful conversations

Which cell best describes yourapproach to this programme?

Critical Not critical

Contributor Passenger

Sour puss Tortoise

Involved

involvedNot

Page 13: Purposeful conversations

Brain functioning preferences

(Both have assets and liabilities) LEFT BRAIN (-)

InductiveInductive: Deals with : Deals with specifics specifics

AnalyticAnalytic: Separates wholes : Separates wholes into partsinto parts

VerbalVerbal: Precise oral and : Precise oral and written communicationswritten communications

Linear/ SequentialLinear/ Sequential: De-: De-tailed, precise, consistenttailed, precise, consistent

LogicalLogical: Consistent with : Consistent with universal/known lawsuniversal/known laws

RationalRational: Constant and : Constant and intelligent reasoningintelligent reasoning

RIGHT BRAIN (+) BRAIN (+) Deductive: Deductive: Deals with whole Deals with whole

conceptsconcepts SyntheticSynthetic: Combines parts : Combines parts

into holistic conceptsinto holistic concepts Non-verbalNon-verbal: Visual and non-: Visual and non-

verbal communicationverbal communication MetamorphicMetamorphic: Non-uniform : Non-uniform

and changeableand changeable Non-logical: Non-logical: Consistent with Consistent with

intuitive insightintuitive insight CreativeCreative: Indirect and non-: Indirect and non-

priority reasoning priority reasoning

Page 14: Purposeful conversations

Decision-making methods

Authority rule Authority rule without discussionwithout discussion

ExpertExpert Averaging of Averaging of

member’s opinionsmember’s opinions Authority rule after Authority rule after

discussiondiscussion Majority controlMajority control Minority controlMinority control ConsensusConsensus

Page 15: Purposeful conversations

De Bono’s six “thinking hats”:

Page 16: Purposeful conversations

De Bono’s six “thinking De Bono’s six “thinking hats”:hats”:

ChairpersonChairperson PositivePositive NegativeNegative

EmotionsEmotions OpportunitiesOpportunities FactsFacts

Page 17: Purposeful conversations

The Social Style Profile CONTROL( Non-responsive )

ASK( Non-assertive )

TELL( Assertive )

EMOTE( Responsive )

Analytical Driver

Amiable Expressive

Page 18: Purposeful conversations

AssertivenessAssertiveness

Analytical

Analytical

Analytical

Analytical

Analytical

Analytical

Analytical

Analytical

Driver

Driver Driver

Driver

Driver

DriverDriver

Driver

Amiable

Amiable

Amiable

Amiable

Amiable

Amiable

Amiable

Amiable Expressive Expressive

ExpressiveExpressive

Expressive Expressive

ExpressiveExpressive

0

25

50

75

100

25 50 75 100

Shared Behaviours Among Social Styles

Responsiveness

Page 19: Purposeful conversations

The DRIVER (doer and command specialist)

Recognised by:

- swift reaction time- maximum effort to control- minimum concern for caution in relationships- present time frame- direct action- tendency to reject inaction- need for control, results and achievement

Page 20: Purposeful conversations

The positive and negative sides of drivers:

POSITIVES

Strong-willedIndependentPracticalDecisiveEfficient

NEGATIVES

PushySevereToughDominatingHarsh

+_

Page 21: Purposeful conversations

TheThe positive positive andand negative negative sides of sides of drivers:drivers:

POSITIVES

Strong-willedIndependentPracticalDecisiveEfficient

NEGATIVES

PushySevereToughDominatingHarsh

Under stress, they will be inclined to revert to autocratic power Their growth action should be to learn to listen

+_

Page 22: Purposeful conversations

The EXPRESSIVE (intuitor and social recognition specialist)

Recognised by:

- rapid reaction time- maximum effort to involve- minimum concern for routine- future time frame- impulsive action- tendency to reject isolation- need for excitement, personal approach, acceptance

Page 23: Purposeful conversations

The positive and negative sides of expressives:

POSITIVES

AmbitiousStimulatingEnthusiasticDramaticFriendly

NEGATIVES

ManipulativeExcitableUndisciplinedReactingEgoistical

+_

Page 24: Purposeful conversations

The positive and negative sides of expressives:

POSITIVES

AmbitiousStimulatingEnthusiasticDramaticFriendly

NEGATIVES

ManipulativeExcitableUndisciplinedReactingEgoistical

Under stress, they will be inclined to revert to personal attact Their growth action should be to learn to check

+_

Page 25: Purposeful conversations

TheThe AMIABLEAMIABLE ((feelerfeeler and and relationship relationship specialist)specialist)

Recognised by:

- unhurried reaction time- maximum effort to relate- minimum concern for affecting change- present time-frame- supportive action- tendency to reject conflict- need for personal co-operation, personal security and acceptance

Page 26: Purposeful conversations

The positive and negative sides of amiables:POSITIVES

SupportiveRespectfulWillingDependableAgreeable

NEGATIVES

ConformingUnsurePliableDependentAwkward

+_

Page 27: Purposeful conversations

The positive and negative sides of amiables:POSITIVES

SupportiveRespectfulWillingDependableAgreeable

NEGATIVES

ConformingUnsurePliableDependentAwkward

Under stress, they will be inclined to revert to compliance Their growth action should be to learn to initiate

+_

Page 28: Purposeful conversations

The ANALYTICAL (thinker and technical specialist)

Recognised by:

- slow reaction time- maximum effort to organise- minimum concern for relationships- historical time frame- cautious action- tendency to reject involvement- need for accuracy, being right and achievement

Page 29: Purposeful conversations

The positive and negative sides of analyticals:

POSITIVES

IndustriousPersistentSeriousExactingOrderly

NEGATIVES

CriticalIndecisiveStuffyPickyMoralistic

+_

Page 30: Purposeful conversations

The positive and negative sides of analyticals:

POSITIVES

IndustriousPersistentSeriousExactingOrderly

NEGATIVES

CriticalIndecisiveStuffyPickyMoralistic

Under stress, they will be inclined to revert to avoidance Their growth action should be to learn to declare

+_

Page 31: Purposeful conversations

Teamwork patterns

High

Low High

STORMING PERFORMING

FORMING NORMING

Getting things done no matterwhose toes are stepped on

Getting things done by workingcollaboratively with others

Cautious and guarded - notacting unless forced to do so

Seeking to maintain a friendly,conflict - free team climate

BUILDING STRONG TEAMWORK RELATIONSHIPS( Communications, involvement , commitment )

GETTINGTHINGSDONE

Page 32: Purposeful conversations

1 1 FORMING : Reactive Low structure - low involvementLow structure - low involvement Doesn’t act unless forced toDoesn’t act unless forced to Impersonal, watchful, guarded and cautiousImpersonal, watchful, guarded and cautious Tentative attachment to the teamTentative attachment to the team Members cautiously explore boundaries of Members cautiously explore boundaries of

acceptable individual and team behavioracceptable individual and team behavior Tendency to avoid others - to be “loners”Tendency to avoid others - to be “loners” Very little real communication..Very little real communication.. Suspicion, fear and anxiety about the task aheadSuspicion, fear and anxiety about the task ahead Some anxiety about why they are there, why Some anxiety about why they are there, why

others are there, who’ll lead the group and what others are there, who’ll lead the group and what they’ll do.they’ll do.

Page 33: Purposeful conversations

2 STORMING : Authoritarian High structure and direction - low involvementHigh structure and direction - low involvement Get things done without regard for the needs of Get things done without regard for the needs of

team membersteam members Dominated by one or two team membersDominated by one or two team members Overstructured, with tight controlOverstructured, with tight control Impatient with lack of progressImpatient with lack of progress Highly competitive and confrontativeHighly competitive and confrontative Self-serving : “look out for yourself”Self-serving : “look out for yourself” One-way communicationOne-way communication People become testy, blameful and oversealousPeople become testy, blameful and oversealous Frustration, anger and resistance to goalsFrustration, anger and resistance to goals Defensiveness, competition and choosing sidesDefensiveness, competition and choosing sides Sub-group polarisation and infightingSub-group polarisation and infighting

Page 34: Purposeful conversations

3 NORMING : Casual Low structure - high involvementLow structure - high involvement Seeks to build a friendly and social team climateSeeks to build a friendly and social team climate High concern for the needs of team membersHigh concern for the needs of team members Unfocused, irrelevant, overly friendly Unfocused, irrelevant, overly friendly

communicationscommunications Informal information exchanges and social Informal information exchanges and social

encountersencounters Feelings of mutual trust, respect and harmonyFeelings of mutual trust, respect and harmony Avoidance of conflictAvoidance of conflict Focus on harmony and conformityFocus on harmony and conformity Competitive relationships become co-operativeCompetitive relationships become co-operative Sense of team cohesion and close attachment to Sense of team cohesion and close attachment to

the team.the team.

Page 35: Purposeful conversations

4 PERFORMING : True teamwork High structure and direction - high involvementHigh structure and direction - high involvement Get things done by working collaboratively with Get things done by working collaboratively with

each othereach other Agreement on who they are, what they’re doing and Agreement on who they are, what they’re doing and

where they are goingwhere they are going Team has clarified relationships and performance Team has clarified relationships and performance

expectationsexpectations Participation by all team members in achieving Participation by all team members in achieving

challenging goalschallenging goals Cooperative and productive climateCooperative and productive climate Open, direct, relevant and business Open, direct, relevant and business

communicationscommunications Ability to prevent or work through team issuesAbility to prevent or work through team issues

Page 36: Purposeful conversations

Situational LeadershipSituational Leadership

S4 S1

S2S3

HighRelationship

andLow Task

High TaskandHigh

Relationship

High TaskandLow

Relationship

LowRelationship

andLow Task

Leader behaviours(High)

(High)(Low) Task behaviour

Rel

atio

nsh

ip b

ehav

iou

r

(Directive behaviour)

(Su

pp

ort

ive

beh

avi

ou

r)

Hig

h

R4 R3 R2 R1Follower Readiness

Low

Able &Willing Or Confident

Able ButUnwilling Or

Insecure

Unable ButWilling Or Confident

Unable &Unwilling Or

Insecure

Telling

SellingParticipating

Delegating

Page 37: Purposeful conversations

Ways of handling conflictWays of handling conflict

NOT CO-OPERATIVE CO-OPERATIVE

(1.3)Compromising

(1.1)Avoiding

(1.4)Accommodating

(1.5)Collaborating

(1.2)CompetingASSERTIVE

NOT ASSERTIVE

Page 38: Purposeful conversations
Page 39: Purposeful conversations
Page 40: Purposeful conversations
Page 41: Purposeful conversations
Page 42: Purposeful conversations
Page 43: Purposeful conversations

P6EQ Content Subscales

59

74

0

82

66

100

0

99

60

0

65

104

93

0

68

76

76

62

87

0

50 70 90 110 130 150

Happiness

Optimism

General Mood EQ

Problem Solving

Flexibility

Reality Testing

Adaptability EQ

Impulse Control

Stress Tolerance

Stress Management EQ

Interpersonal Relationship

Social Responsibly

Empathy

IntERpersonal EQ

Self-Actualization

Independence

Assertiveness

Emotional Self-Awareness

Self-Regard

IntRApersonal EQ

Areas of Enrichment Effective Functioning Enhanced Skills

Note also the categories

Rate yourself and be objective

Page 44: Purposeful conversations

Conversation: MarioConversation: Mario

What are the things (top priorities) you need to:- Let go? Stop? Maintain? Initiate?

If you could change anything, what would it be?

(Yourself, team)

Page 45: Purposeful conversations

Current HeartbeatCurrent HeartbeatWhat is complicating your life right now?

What keeps you awake (at night)?

What inspires you/makes you tick?

What are some of the indicators of high vitality in your life?

What gives your spirit, mind, heart and body energy?

What are your dreams/ fears?

What would you like to be remembered for?

Discuss your unfolding strategy.

What are the things (top priorities) you need to:

Let go? Stop? Maintain? Initiate?

If you could change anything, what would it be?

(Yourself, team)

Page 46: Purposeful conversations

GoldenGolden

What is What is GOLDENGOLDEN about you as a about you as a person? person?

What do you do well, what makes you What do you do well, what makes you stand out and what are you known for? stand out and what are you known for?

What are your assets? What are your What are your assets? What are your advantages/credentials?advantages/credentials?

What experience do you have?What experience do you have?

Page 47: Purposeful conversations

Red alertsRed alerts

Where are the Where are the RED ALERTSRED ALERTS in your life in your life right now? right now?

Where are you vulnerable? What Where are you vulnerable? What problems are you currently having that problems are you currently having that may develop into crises? may develop into crises?

Where are you “under pressure”?Where are you “under pressure”? What obstacles do you face?What obstacles do you face?

Page 48: Purposeful conversations

RustyRusty

What looks a bit What looks a bit RUSTYRUSTY about your about your way of doing things?way of doing things?

Where are you not focused right now? Where are you not focused right now? Where are you losing your edge?Where are you losing your edge?

What can you do better? What is done What can you do better? What is done badly? What could be improved?badly? What could be improved?

Page 49: Purposeful conversations

Blue skyBlue sky

Where is the Where is the BLUE SKYBLUE SKY and and opportunities in your life? opportunities in your life?

Are there opportunities to cooperate Are there opportunities to cooperate with other like-minded people? What with other like-minded people? What could be developed? could be developed?

What are good chances for you? What are good chances for you?

Page 50: Purposeful conversations

ReasonsReasons

Why should they keep you in similar Why should they keep you in similar future teamsfuture teams

Why should they rather let you go? Why should they rather let you go? What do you need to work onWhat do you need to work on

Page 51: Purposeful conversations

We trust that this important activity will help you to become....

....a vital kingpin in a winning team !....a vital kingpin in a winning team !

Page 52: Purposeful conversations
Page 53: Purposeful conversations