Scenario One – setting expectations . Scenario One Strategies. Idea Strategy: Relax to think of new ideas Your Intent: There are hidden ideas that need to be uncovered. Work Strategy: Identify the critical work
Related searches for
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Your goal is to build a rapport with your employee (Oli) on your
first day as his supervisor.
One way to do that is to listen to him & his ideas - let him vent
and open up to you – ask him questions, actively listen & give
supportive/neutral comments to him & his ideas.
A participative or delegative style works best with Oli in this
situation. A directive approach that just focuses on Work
(Nortic Cards & Computer Set Up) won’t help with his morale or
fostering creativity (he won’t open up to you & invite you to the
Team Coffee Break, which would help you get into the “inner
circle” and find out what is really going on in your Dept.)
By being directive at first & introducing “Fix Morale” or
“Fix Environment” you can get Rosa’s buy-in & form an alliance
with her on this issue. Be sure to give her positive reinforcement
when she supports these issues. It’s important to find common
ground & build some positive momentum quickly with Oli or
Rosa around unifying issues; otherwise this meeting spirals out
of control & is very unproductive.
Once they also see that “Crisis Looming” is an important issue,
you can get their buy-in & support on this issue too.
Then once you have their cooperation on “Morale” and “Fix
Environment” and “Crisis Looming” you can be more participative
and let them focus on the other key issues.
Your mission in scenario 3 is to challenge the status quo
(Will’s sales retreat – which is an expensive party & a waste of
corporate resources) and to raise tension to a more productive level
& get others to generate new/hidden ideas (which may be in the best
interest of the company). Unlike scenario 1 where you tried to
lower tension to foster creativity, here you want to challenge the
status quo by using strategies & tactics to raise tension (see the
back page of your workbook for some quick tips).
Once Herman introduces the “Call Center” idea, you can form an
alliance with him and support that idea. Then also bring in your
subordinates (Oli & Rosa) by asking them to weigh in on the
Call Center idea. Once Will sees that the entire group and his boss
(Herman) now supports that idea, he will back off of his
“Sales Retreat” idea. You should never have to click in Will’s
red zone or even his idea of “Sales Retreat.”
Similar to Meeting Two - two ideas will unite & unify the group,
“More Client Contact” and “Integrate IT” - they should be used
to pull people together, gain some agreement and positive
momentum to then tackle the other important issues.
Without formal authority, you can weigh in at the right time, around
the right issues with the right people. Form an alliance, partner with
an authority figure, increase the group’s opinion of you and your
personal influence to positively impact the outcome (business results)
of this meeting.
Idea Strategy: Relax to think of new ideas
The last meeting is mostly about lowering the tension. One idea,
“Do Nothing” will lower the tension considerably. But everyone
in the room dislikes your focusing on it as long as you have to.
So part of being a leader is doing the right thing, even when the
group is pushing hard at you not to. Some people just can't stand
the peer pressure!
Try using the right click on the idea of "Do Nothing" to introduce
it negatively. That way it doesn't cost you any personal influence
to introduce it. It also works in the real world if you want to
introduce an idea without any cost to you personally; for example,
..."I'm not sure if this would work, but what if we...." You will
get credit for it if it's a good idea and it won't hurt if it's a bad idea
because you introduced it negatively.