Debrief - Stepping into Leadership II

DEBRIEF - STEPPING INTO LEADERSHIP - II

CONFLICTS DEFINED ~ What is conflict and when does it occur?

With an exchange of thoughts/ideas/opinions there could be differences and when such disagreements are not received well by another person, a conflict emerges. ~ What is a healthy conflict – Healthy conflicts are those wherein the debate in pursuit is essentially for the enhancement of performance. ~ Conflicts can be used creatively. A conflict can be resolved leading to either of the parties fulfilling their motive or both reaching a mutually agreeable solution. ~ Unhealthy conflicts on the other hand occur when in a situation of disagreement the task of decision making is avoided and people in conflict focus on ‘ Who’ is right, rather than ‘ What’ is right. YUKTI VS SHAKTI Shakti is force. A natural tendency of any human is to apply force when things don’t go according to his/her will. However, in sensitive matters that result in conflict, force is not useful. In such scenarios what comes to rescue is the skill/strategy of using Yukti. Yukti is the creative intelligence. It is the ability to ideate and reach mutually agreeable solutions by using innovative options and multifaceted thinking.

ABOUT ATYAASAA Atyaasaa Consulting Private Limited is resolute on meeting the needs of human resources, through behavioral processes, training, counseling, coaching and management consulting. It is on a Mission of “Awakening Human & Business Excellence”. Its transformational processes facilitate unleash innate energies ensuing superior performance and productivity, both in individuals and organizations. “Atyaasaa” Vision is, to remain a leading & niche human resource training, counseling and consulting organization offering quality services through quality people. Atyaasaa is thus partnering with top brands at a National & International level in their mission of holistic growth.

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DEBRIEF - STEPPING INTO LEADERSHIP - II

THE DESIRE TO ‘WIN’ Right from birth until death the natural tendency of a human being, is to try and win in any conflict. The motive is to succeed. The moment there is no will to win, there is a fat chance the person is disengaged, distracted and often has other interests that are not in line with the organization’s objectives. SETTING CLEAR EXPECTATIONS Setting clear expectations and operating on a rational level rather than moral or emotional is important to reap the benefits of conflict resolution in the long run. The duration of this process may be longer but the ownership and responsibility that the individual can bear is much higher. MODELS AND TECHNIQUES OF CONFLICT MANAGEMENT Every person has a natural style of managing conflicts. There are several ways or strategies of resolving conflicts. Some may use one strategy more than the others. Coaching can help a person in developing the ability to use all the strategies with ease and to choose one or two among those when faced with a conflict to resolve it effectively. Focusing on just one strategy can be disastrous to a person’s own personality development.

HOW A CONFLICT OCCURS

PROBLEMS

IDEAS/OPINION

CONFLICT (DISAGREEMENT)

USE OF CONFLICT MANAGEMENT STRATEGIES

SOLUTIONS

The process starts first with the identification of a problem. Then we come across several ideas which will resolve/manage the conflict. After deliberation and expressing the ideas could face opposition or disagreements which we term as conflict. Finally, from the new ideas emerges a new conflict and the cycle continues. The stage where the conflict arises is a crucial time to decide the strategy to be employed to resolve/manage the conflict as desired. Often people stop at the conflict stage itself and debate on irrelevant issues rather than devise strategies to resolve the conflict and arrive at a mutually agreeable solution. A successful solution to a problem then further leads to a new problem and thus the cycle of conflict resolution and problem solving continues. If objectives of all members involved are aligned the conflict that exists is healthy in nature. If conflicts do not exist in a team, then members of such a team may be happy but there would also be low engagement, low ownership in times of crisis as well as low credibility for such a team.

DEBRIEF - STEPPING INTO LEADERSHIP - II

CONFLICT MANAGEMENT STRATEGIES

HIGH

ACCOMMODATING

COLLABORATING

COMPROMISING

AVOIDING

COMPETING

LOW

HIGH

RESULTS

Note: While trying to resolve conflicts in an effective manner, the conflicting parties need to be constantly reminded of their critical objectives. These involve result orientation, setting higher targets, giving opportunities to take up challenging tasks and developing an environment that promotes collaboration. Review meetings as well as effective feedback can help developing collaborative relationships among the team.

THE STAGES OF CONFLICT RESOLUTION

INITIATING PARTY

ACCEPTABLE

NOT ACCEPTABLE

DEAL MAKERS

SUBMISSIVE

HARDNOSED

DEAD END

DEBRIEF - STEPPING INTO LEADERSHIP - II

UNDERSTANDING THE DISC CONSTRUCTS

D

DOMINANCE

DEALING WITH PROBLEMS

I

INFLUENCE

DEALING WITH PEOPLE

S

STEADINESS

DEALING WITH PACE

C

COMPLIANCE

DEALING WITH PROCEDURES

Typical behavioural traits of people who score high on each of the factors are described below: D – Highly aggressive, dominating, highly competitive and demanding. I – Charming, can influence or convince easily, persuasive and presentable. S – Very calm till situation is of their liking, do not like any change in the set routine for a given task, need a long notice period before transition can happen. C – Like rules, follow process diligently, concerned with and oppose when rules are broken or worked around by others. Typical behavioural traits of people who score low on each of the factors are described below: D - Quiet, shy and do not express their opinion much I – Usually not visible in a team, keep to themselves and rarely ask questions S - Love change and high on innovation C – Violate all rules and norms and have a low tolerance for compliance

STYLES OF COMMUNICATION

OK

THEY

NOT OK

WIN/WIN SELF AWARE ACCEPTANCE CHANGE LEARN

WIN/LOSE ENERGETIC LONELY I’M RIGHT

ASSERTIVE OWL

AGGRESSIVE SHARK

FOX

LOSE/WIN INSECURE NEGATIVE LOW ENERGY LOVABLE

LOSE/LOSE INSECURE NEGATIVE LOW ENERGY FRUSTRATE

PASSIVE GIVER TEDDY

RETRACTING TURTLE

Most people are a combination of all five traits. However consistency and frequency of behaviour decides the pattern of behaviour usually displayed by an individual.

DEBRIEF - STEPPING INTO LEADERSHIP - II

THE MANAGERIAL GRID

HIGH

COUNTRY CLUB MANAGER

TEAM MANAGER

TEAM ROAD MANAGER

PRODUCE OR PERISH

IMPROVISED

LOW

HIGH

TASK

The managerial grid categorizes managers into the above five styles. Managerial grid model states that the ‘Team managers’ style is the best and most effective style. The situational leadership theory categorizes managers/leaders into four types. The most crucial aspect of this theory states that an effective leader has to demonstrate varied levels of task and people orientation depending on situations. However, to create highest level of team capability and performance, it is necessary for a leader to operate as a S4 (refer the model given below).

SITUATIONAL LEADERSHIP - Leader behaviours

S3 – FACILITATE (PARTICIPATE, ENCOURAGE, COLLABORATE, COMMIT)

S2 - SELL (SELL, EXPLAIN, CLARIFY, PERSUADE)

S4 - DELEGATE (DELEGATE, OBSERVE, MONITOR)

S1 - TELL (TELL, GUIDE, DIRECT)

LOW

HIGH

TASK FORCE

~ S1 leaders are completely hands-on and can never act as coaches. They resolve problems in times of crisis and handhold with new employees. ~ S2 managers are also hands-on but act as directive coaches. They tell the team how to do things. They are effective in creating only moderate team ability. This level is adopted when the team is facing difficult or unusual tasks and or stretch targets.

DEBRIEF - STEPPING INTO LEADERSHIP - II

~ S3 mangers are completely hands-off. They provide inputs to the team and act as non directive coaches. They help the team to execute and make their own decisions. Typically used with very high performing subordinates who can be entrusted with the ability to make sound decisions independently. ~ S4 style is to be used with the most talented employees as it helps them develop further. Typically used while grooming subordinates to take up bigger responsibilities and next roles.

9 BOX MODEL FOR SITUATIONAL LEADERSHIP This model categorizes people based on ability and willingness. An effective leader tries to help subordinates grow while creating space for self-development.

BLACK HOLES

STUNTED STARS

STARS

LAZY BONES

UTILITY PLAYERS

BUDDING STARS

LOSERS

EXPLORERS

HUNGRY SAMURAIS

LOW

MEDIUM HIGH WILLINGNESS

NEURO - LINGUISTIC PROGRAMMING This model is mainly concerned with the relationship between patterns of behaviour and the patterns of thought underlying them. It is used to change patterns of cognitive and emotional behaviour to create performance and success.

SENSE OF PURPOSE

COMPETENCY

SKILL

BEHAVIOUR

ATTITUDE

VALUES

BELIEF

ENVIRONMENT

DEBRIEF - STEPPING INTO LEADERSHIP - II

When you manage a team, you need to understand the various layers of the pyramid that shape up a person. The environment that a person comes from shapes the beliefs of the person. The beliefs in turn give rise to values. Values create the attitudes of a person. Attitudes when exhibited result in behaviour. Behaviour is the observable level of any individual. What then follows are the skills (training / acquired ability to perform in favourable conditions) and competencies (ability to perform in unfavourable conditions). However, all these layers are guided by one common thread – the sense of purpose. Skills and Competencies without a drive or the right sense of purpose are of no use to an individual.

THE PYGMALION EFFECT The Pygmalion Effect suggests that the expectations expressed for a person are often what the person delivers. Higher the expectations, better the performance. However, people should be cautious as this is true for its converse as well. Low expectations can result in low performance too. The key to leveraging the Pygmalion effect is tapping a person’s potential, providing specific developmental inputs, providing constructive criticism in person not in public and positive reinforcement of achievements.

MANAGER’S EXPECTATIONS FROM SUBORDINATES

REINFORCE

INFLUENCE

PYGMALION EFFECT

SUBORDINATE’S PERFORMANCE RESULTS

MANAGER’S BEHAVIOUR TOWARDS SUBORDINATES

IMPACT

EFFECT

SUBORDINATE’S SELF- ESTEEM AND SELF-CONCEPT

DEBRIEF - STEPPING INTO LEADERSHIP - II

HIGHLIGHTS OF THE ACTIVITIES } Learning’s from the multimedia tool - Jamie’s Kitchen ƒ An effective leader sets specific goals for a team member to pursue ƒ Leader has to create opportunity for the team member to innovate ƒ An effective leader chooses to work hands on with the team during times of crisis ƒ Situational leadership model suggests leader offers to plan and strategize while team handles day to day operations ƒ Prompt feedback and effective use of team member’s strengths helps the leader to delegate work better } Learning’s from the simulation - Mission to Enernova ƒ Setting goals and achieving them ƒ Creating objectives to set goals ƒ Thinking about the risks and mitigation plans for each risk ƒ Detailed planning and decision making process ƒ Communicating amongst the entire team and allowing all to contribute ideas to enhance the productivity of the team ƒ Performing under pressure of the timeline KEY TAKEAWAYS } Essentials of a ‘healthy’ conflict ƒ Follow the actual data ƒ Do not make any assumptions ƒ Focus on the objectives and the goal to be achieved ƒ Adopt a collaborative approach } An effective leader should refrain from using the ‘Telling’ or ‘Selling’ mode. He/she should rather focus on being in a ‘Supporting’ or ‘Delegating’ mode since these ensure higher people development } The Pygmalion Effect suggests that it is how you treat people and what you expect from them that matters in defining their performance } The following equation can sum up the concepts presented in the Porter Lawler model of motivation. Performance = Effort + Abilities + Traits + Role Perceptions

For further details: Write to us at: info@atyaasaa.com Visit us at: www.atyaasaa.com

Call us on: (91-20) 25896445

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