power,agilty and wicked enviroments
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Discusses power and teams through the lens of gender
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power,agilty and wicked enviroments
- 1. Power,agility and wicked environments
- 2. Who am I Caoilte Dunne
- 5. Who Am I Raised by a strong woman who taught me respect for women. Married a strong woman who teaches me humility all the time. I believe that men and women are equally capable. I believe that women live in a society that is sexist.
- 7. 4 years ago ….
- 8. It did not go well ... Poor post-project reviews Both included very strong negative sentiments from women in my team.
- 9. Unfortunately This was part of a pattern
- 10. I was effective… Passionate Opinionated Strong Willed Was I effective..? Bruised Egos Conflict Stress
- 11. Rightly I was moved sideways
- 12. Luckily , this time ,I took notice … and became interested in power equalization in teams
- 16. Drill down even further : power in teams Jack Alex Bob Mary Sue Robin Courtney
- 17. Power In teams during meetings Jack Alex Bob Mary Sue Robin Courtney
- 18. Which ideas are implemented, which are discarded and which are never suggested... That’s where power in teams comes into play. For in meetings ...
- 19. What will I be covering 1. Teams 2. Power 3. Wicked Environments 4. Pre- meeting 5. In the meeting 6. How to nudge your team
- 20. 1. Teams
- 21. What is a team? GOAL Xander Willow Giles Anya Dawn Tara Buffy
- 22. What makes a great team
- 23. Psychological Safety Xander Willow Giles Anya Dawn Tara Buffy
- 24. Anya puts out a Challenge to groups status quo Xander Willow Giles Anya Dawn Tara Buffy
- 25. Not Bullied Xander Willow Giles Anya Dawn Tara Buffy
- 26. Not Laughed at Xander Willow Giles Anya Dawn Tara Buffy
- 27. Not ostracized Xander Willow Giles Anya Dawn Tara Buffy
- 28. Never made to feel like shit Xander Willow Giles Anya Dawn Tara Buffy
- 29. OK - you can talk with safety What else
- 30. Ensure Everyone has their say Xander Willow Giles Anya Dawn Tara Buffy
- 31. Not just the assertive Xander Willow Giles Anya Dawn Tara Buffy
- 32. Everyone ! Xander Willow Giles Anya Dawn Tara Buffy
- 33. Power
- 34. How people who wield power see themselves:
- 35. How other people see them:
- 36. First let’s look at Hard Power
- 37. What’s it source Rather dispiritingly - it’s your job title. Hard power is given to you from the norms of authority in your culture and your position in your organization
- 38. Hard power - types Legitimate Power - being a boss Reward Power - promise of / giving of something nice Coercive power - promise of / giving of something bad
- 39. Soft power
- 40. What’s it source Its intrinsic What you know Who you know How people view you
- 41. Soft power - types Informational Power -Knowing context Expert Power - Applying theory and practice Referent power - Being liked/Respected
- 42. So who loses out? Everyone involved
- 43. Xander Willow Giles Anya Dawn Tara Buffy
- 44. Xander Willow Giles Anya Dawn Tara Buffy
- 45. Xander Willow Giles Anya Dawn Tara Buffy
- 46. The team is ● Less Physiologically safe ● Less likely to get everybody's point of view Xander Willow Giles Anya Dawn Tara Buffy
- 47. The way to avoid this is Is not to focus on the act of being powerful But to focus on empowering yourself and your team.
- 48. Empowering - Your style
- 52. It seems nice
- 53. Until ...
- 54. Different learning Flips the lever a lot Has learnt not to
- 55. The wrong lesson Ends up having heart disease End ups dying of starvation
- 56. You are in a Wicked environment
- 63. Not everybody is effected the same way Think of it as a slope
- 66. Passive Political Maneuvering Making decisions outside of meetings indirect expression of hostility (I.e passive aggression) Triangulation (uniting in dislike ) Silence over conflict Dominance Not listening Speaking at length Emotional radiation Interrupting Condescending Overrides conflict Ridicules other points of view
- 67. Some people don’t notice the slope Some people are not affected by the slope Some people do and some people are However
- 68. You have a bias to passive behaviour or dominant behaviour We all have
- 70. Expert Power was/is my drug of choice. I had no idea.
- 71. I thought it was a good thing...
- 72. But the effect remained the same:
- 75. Awareness Change has occurred when one becomes aware From Awareness comes deliberate action for behavioural change
- 79. Quick recap Both women and men are given poor lessons about power Using power works against Physiological safety Everyone having their say
- 80. So what can we do Let’s have some focus
- 81. Before the meeting During the meeting We are going to cover
- 82. It about choice Your style Your Choice
- 83. You will notice they are not sudden Structure and Intent.
- 84. You know best
- 85. Before any meeting You have space and time. This is the long game All the time
- 86. Build rapport Be interested in other people Listen to your team Take the time to understand
- 87. Master your self talk Make sure you value your own opinion Brave is overcoming fear not its absence. Fake it till you make it
- 88. Culture of ideas Suspended Judgement Valuing Diversity From P.C to respect
- 89. Agree how your team make decisions Who makes decisions Majority (50% , 75%) Silence is not consent
- 90. Group Norms Externalise Values/Mindset Highlight power equalization Practical Concerns
- 91. Before the meeting You have a focus You have a place You have a time All the time Known meeting
- 92. Facilitate the meeting (before) Ensure agenda is sent ahead of time Structure the meeting
- 93. Work with people before hand For the less outspoken ensure they know why they are invited For alphas let themselves expel energy now as opposed to in the meeting
- 94. Check your imposter syndrome Compare yourself fairly You deserve the role you have You deserve self respect
- 95. Do what you need to be confident Power poses before meetings Meditation /Mindfulness Visualize
- 96. Know your goal going in You're there for a reason Determine how much guff you can put up with
- 97. Write what you want to say beforehand Give yourself space Give yourself time Give yourself permission
- 98. In a Meeting All the time Known meeting
- 99. In a Meeting - Not giving away your power How to ensure you are active - participating in the meeting. The team needs your point of view All the time Known meeting
- 100. Facilitate your meetings (during) Ensure structure Echo , Paraphrase Bring in the reluctant voices
- 101. A ‘Round’ before discussion Go a-round the table Everybody states their initial position No interruptions
- 102. Agree when someone says your point before you Amplification Make yourself part of the conversation
- 103. Get your position out early People who talk early have more influence Before the alpha takes control Before the alphas make it about them
- 104. Don’t “Vague” it up Be aware of qualifying language ‘Sorry’ , ‘Perhaps’ , ‘just a thought’ Don’t swamp your awesome point with weakness
- 105. Before you commit to a task ensure it is your role The ‘administrative’ stereotype exists The ‘Mom’ stereotype exists Suggest task rotation
- 106. Not letting your power be taken When someone wants their way at the expense of the group. When someone makes you not matter All the time Known meeting
- 107. Treat new ideas as experiments Awesome for limiting expert power Very effective because it focuses on impact
- 108. Have more than one option Get away from rail roading Other options come from somewhere
- 109. Nominate someone as devil's advocate permission is given to be critical. Dissenting point of view becomes required.
- 110. Include when challenged Ask for solutions from the challenger “What should we do differently”
- 111. Lift up other women Sometimes you need that support. So give it.
- 112. Practice your script When you are interrupted When you are dismissed When someone takes your idea
- 113. Know your limits When you are objectified When you are passed over When you bullied
- 114. So lots there !
- 115. Before any meeting ● Build rapport ● Master your self talk ● Culture of ideas ● Agree how your team make decisions ● Group Norms All the time
- 116. Before any meeting ● Facilitate the meeting (before) ● Work with people before hand ● Check your imposter syndrome ● Do what you need to be confident ● Know your goal going in ● Write what you want to say beforehand All the time All the time Known meeting
- 117. In a Meeting - Not giving away your power All the time Known meeting ● Facilitate your meetings (during) ● A ‘Round’ before discussion ● Agree when someone says your point before you ● Get your position out early ● Don’t “Vague” it up ● Before you commit to a task ensure it is your role
- 118. In a Meeting - Not letting your power be taken All the time Known meeting ● Treat new ideas as experiments ● Have more than one option ● Nominate someone as devil's advocate ● Include when challenged ● Lift up other women ● Practice your script ● Know your limits
- 119. How to nudge your team
- 120. Some ideas you might have heard recently… Build rapport Treat all new ideas as experiments Facilitate your meetings
- 121. Start with the why Physiological Safety Everyone giving their view Increased quality of ideas
- 122. Create a commonality of interest Agree (with what you can) Build ( On what's shared) Compare (the differences)
- 123. Gauge the Awareness How self aware is your team's alpha ? How self aware are you ?
- 124. Don’t let someone else be the enabler of your value You get what you tolerate
- 125. So lots to do ....
- 126. How to nudge yourself
- 127. You're always fighting the wicked environment But eventually it will come down to you embracing change Your mindset , Your behaviours , your self talk.
- 128. I know this because I have been attempting to change for a while To be an asset rather than a liability to my team
- 129. I have discovered change is hard.
- 130. But not Impossible !
- 132. The slope can help Woman leaders on average are “more likely to be democratic, collaborative, and participative”
- 133. Which leads to …. Psychological Safety Everyone having their say
- 134. I.e Great teams Which means you get to be the great leaders of the 21 century.
- 135. In summary: ● Treat meeting with respect ● If you talk too much - talk less, talk last. ● If you never speak, the team needs you to speak up.
- 136. It's in your hands
- 137. No really
- 138. Change is hard - not impossible
- 139. References Facilitator’s guide to participatory decision-making - Sam Kaner Teamwork is an Individual skill - Christopher M Avery Group Dynamics for Teams - Daniel Levi Crucial Conversations - Patterson , Grenny , McMillan ,Switzler Thanks to Kirsty , Sol , Dom ,Erin ,Nuz and Paula Felicity , Iseult , Helen and Tanya And as always My Girl
- 140. References Various resources about gender and meeting http://time.com/money/4450406/men-interrupt-talk-more/ http://time.com/4206660/hillary-clinton-sexism-shrill-yelling/ https://www.washingtonpost.com/news/powerpost/wp/2016/09/13/white-house-women-are-now-in-the-room-wh ere-it-happens/ https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en http://www.csmonitor.com/USA/Politics/2016/1008/How-women-lead-differently psychological safety and google http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.ht m Power https://hbr.org/2016/10/dont-let-power-corrupt-you Self Talk https://melissaambrosini.com/wealth/7-things-you-must-stop-letting-your-mean-girl-tell-you/ Imposter syndrome http://www.forbes.com/sites/margiewarrell/2014/04/03/impostor-syndrome Twitter : @CaoilteDunne LinkedIn : CaoilteDunne Slideshare : http://www.slideshare.net/caoiltedunne/poweragilty-and-wicked-enviroments
- 143. Powerful - Influence