University of Newcastle Faculty of Science and IT Staff Development day
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University of Newcastle Faculty of Science and IT Staff Development day
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Leadership, communication, influence and EQ skills training for the personal development day
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University of Newcastle Faculty of Science and IT Staff Development day
- 1. Heidi Alexandra Pollard Chief Empowerment Officer UQ Power Faculty of Science and IT December 2016
- 3. 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
- 4. 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
- 5. 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, achievable thing to begin with. Start With Strengths UQPower.com.au#StartWithU
- 6. EXPLORING YOUR SIGNATURE COMMUNICATION STRENGTHS Understanding your individual communication & leadership style & the effect it may have on others.
- 7. • 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
- 8. 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.
- 9. 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
- 10. 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 well Developed 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
- 11. 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
- 12. 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.
- 13. 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
- 14. 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.
- 15. 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
- 16. 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.
- 17. Morning tea
- 18. 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
- 19. Ordinary versus extraordinary. What’s the key differentiator? www.UQPower.com.au UQPower.com.au#StartWithU
- 20. www.UQPower.com.au UQPower.com.au#StartWithU What’s the differentiating factor between ordinary companies and great companies?
- 21. 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.
- 22. www.UQPower.com.au 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 UQPower.com.au#StartWithU
- 24. ““Heidi we’ve seen moreHeidi we’ve seen more change in the lastchange in the last 33 yearsyears than in the lastthan in the last 3030.. How do I lead now?”How do I lead now?”
- 25. www.UQPower.com.au Change is happening exponentially But people think lineally UQPower.com.au#StartWithU
- 26. UBER – world’s largest transport company Owns NO VEHICLES
- 27. Facebook – world’s largest media owner Creates NO content
- 28. Alibaba – world’s most valuable retailer has NO inventory
- 29. The world around us is changing YOU HAVE TO BE READY FOR THE FUTURE OF WORK
- 30. The future is NOW
- 31. www.UQPower.com.au 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. UQPower.com.au#StartWithU
- 32. lunch
- 33. 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?
- 35. 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!
- 36. 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!
- 37. 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?
- 39. QUITTING THE M&M ADDICTION
- 40. RESEARCH SHOWS THE BIGGEST PRODUCTIVITY KILLERS ARE Managers & Meetings
- 41. 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.
- 42. That’s not a 1 hour meeting – it’s an 8 hour meeting! Is that a good investment?
- 43. SMARTER MEETINGS IDEAS Stand up meetings No phone meetings Walking meetings 15 minute meetings Daily huddles Skype meetings
- 45. THE CURSE OF MANAGERS Managers 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?
- 46. THE WORST PART Managers call meetings!
- 49. Neurologist Richard Restak’s contagion phenomenon findings mean that emotions are infectious You can catch the mood of other people just by being near them.
- 50. www.UQPower.com.au Emotional leads tend to flow from the most powerful person in the group to the others – which means the LEADER sets the mood!
- 51. www.UQPower.com.au 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.
- 52. When a leader is happy, open and buoyant people will feel energised, positive and open to change. Their energy is increased.
- 53. The ordinary have “Batteries Not Included” people UQPower.com.au#StartWithU
- 54. The great have “Batteries Included” people UQPower.com.au#StartWithU
- 55. At any moment in time we have a choice. To be a “Drainer” of energy UQPower.com.au#StartWithU
- 56. Or a “Giver” of energy. Which do you tend to choose to be? UQPower.com.au#StartWithU
- 57. How do you show up at work? UQPower.com.au#StartWithU
- 58. VICTOR Ownership Accountability Responsibility VICTIM Blame Excuses Denial Reframing Our Behaviour
- 59. The choice between LOW ENERGYHIGH ENERGY UQPower.com.au #StartWithU LOVE
- 60. High Energy People Have High EQ UQPower.com.au#StartWithU ‘e’Download our free report 8 Signs of Strong Emotional Intelligence here www.uqpower.com.au/strong-eq
- 61. 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
- 62. TIME TO POWER POSE AND CLAIM YOUR UQ POWER
- 63. body language practice www.UQPower.com.au “It’s important we get this right. Things must change around here.”
- 64. TIP: Lead with your body. Introduce yourself to someone: Like you really don’t care about them One Way To Share Your Frequency UQPower.com.au#StartWithU
- 65. TIP: Lead with your body. Introduce yourself to someone: Like they are your long lost best friend You Can Raise Your Frequency UQPower.com.au#StartWithU
- 66. 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 UQPower.com.au#StartWithU
- 68. 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 How to tell your manager they suck
Hinweis der Redaktion
- 12.40pm
- From your pre- work sheet List your top three personal values (ie: things that must be in your life, relationships and work that are of importance to you. Eg: honesty, creativity):
- 9.35am It’s important to note before we get started that there are no right or wrong answers with this tool. The PCSI has been used with several thousand people who have validated its efficacy. Remember that it identifies the style you lead with as preferred but there is no correct style. I ask that you do not copy and distribute the PCSI tool/form as it is copyright and should not be duplicated without permission. Once we’ve completed the tool and you’ve added up your responses you will see if you have a strong preference for one or two styles. Knowing your style can help you to: Recognise your tendancies Build on your strengths Identify and appreciate the style of others, and Improve the way you communicate with each other. Let’s begin. Please turn to the page (3) with the four boxes identified as Parts 1-4 and follow the instructions. Once you have completed this process and added up all the checks or circles you have for each Part please wait before turning the page. This should only take you 5-10 minutes. How did you go? The highest total is usually the one that best describes you. Although your scores may be closer in more than one Part, most people find that they match just one or two types. Now take a look at the next pages and review the description of your preferred style. We all use all of these styles to some degree depending on the situation, but generally we have a clear preference for one or two. Choose the style that you have the highest score for, or if a couple are close, the one that feels most like you. Remember there is no correct style and we can all draw on all the styles. The PCSI recognises preferences, behaviours and emotions and can also be used to help to identify development gaps. It’s important to note before we get started that there are no right or wrong answers with this tool. The PCSI has been used with several thousand people who have validated its efficacy. Remember that it identifies the style you lead with as preferred but there is no correct style. I ask that you do not copy and distribute the PCSI tool/form as it is copyright and should not be duplicated without permission. Once we’ve completed the tool and you’ve added up your responses you will see if you have a strong preference for one or two styles. Knowing your style can help you to: Recognise your tendancies Build on your strengths Identify and appreciate the style of others, and Improve the way you communicate with each other. Let’s begin. Please turn to the page with the four boxes identified as Parts 1-4 and follow the instructions. Once you have completed this process and added up all the checks or circles you have for each Part please wait before turning the page. Now I ask you to take the PCSI and complete the adjective list as per the instructions. Check all answers that apply. Remember there are no right or wrong answers and it does not matter how few or many ticks you have Don’t think too long about each word, use your first thought this will yield the best result Use the scoring guidelines at the bottom of the page to determine your style. This should only take you 5-10 minutes. Write up everyone’s scores on the flipchart How did you go? The highest total is usually the one that best describes you. Although your scores may be closer in more than one Part, most people find that they match just one or two types. Now take a look at the next pages and review the description of your preferred style. We all use all of these styles to some degree depending on the situation, but generally we have a clear preference for one or two. Choose the style that you have the highest score for, or if a couple are close, the one that feels most like you. Remember there is no correct style and we can all draw on all the styles. Write up everyone’s scores on the flip chart
- Form into groups sort out how many (show of hands) break them into groups. In order for us to understand other people’s communication styles, we first need to understand our own. Hand out 3 handouts on spotting styles The most challenging relationships in a team are those that are diagonally opposite. Get groups to present back at about Each group 2 mins
- 10.40am
- 10.25am
- Meet Ruth
- Meet Ruth
- Meet Ruth
- Form into groups sort out how many (show of hands) break them into groups. In order for us to understand other people’s communication styles, we first need to understand our own. Hand out 3 handouts on spotting styles The most challenging relationships in a team are those that are diagonally opposite. Get groups to present back at about Each group 2 mins
- Where do you sit? Above or below the line? What behaviours tell you where others sit? How would you know where they sit?
- 8.45am Outline of the agenda for the day, housekeeping and ground rules 8.55am Group introductions and participant outcomes for the day
- 8.45am Outline of the agenda for the day, housekeeping and ground rules 8.55am Group introductions and participant outcomes for the day