Stanford Technical Leadership Program Day 2
STLP. Stanford Technical Leadership Program Day 2. Today’s. Agenda. Applying Business Process Improvements Effective Meetings within IT Building Relationships Influence Styles and Strategies Building Your Coaching Skills. Revisiting the 4 – I’s.
Stanford Technical Leadership Program Day 2
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Presentation Transcript
STLP Stanford Technical Leadership Program Day 2
Today’s Agenda Applying Business Process Improvements Effective Meetings within IT Building Relationships Influence Styles and Strategies Building Your Coaching Skills
Revisiting the 4 – I’s Pair up with someone who you haven’t worked with. • Initiate • Inquire: What process in your area could use some improvement? • Invest: Offer ideas, suggestions or good follow up questions • Influence: Think of follow up ideas
Improving the Process Document the process as is Sketch out the ideal process
Processing Mapping Requesting and receiving a new lap top Pages 74, 79
Re-Mapping the Process Requesting and receiving a new lap top • How long does each step take? • Why is it there? (5 Why’s) • What would happen if it was eliminated? Pages 74, 79
Who would like to investigate an opportunity to improve a work process and report back?
Effective Meeting ManagementOutline • Elements of Effective Meetings • The Facilitator’s Role • Group Processes and Dynamics • Tools and Techniques
Task=What Content Issues Process=How Means to the ends Techniques Process is Powerful
What Makes a Meeting Effective? Form Four Groups • In a go-around, discuss meetings that you attend or facilitate • From this discussion, ID one meeting that needs an overhaul • List: Meeting Purpose, who attends, how long it runs, what keeps it from working
How Would You Rebuild this Meeting? • Objective (expected outcome) • Agenda items/time frames • Meeting Road Map (how’s) • Parking lot • Facilitation • Follow-up Strategy • Other…… Report back Pages 89, 90
The Facilitator • Keeps the meeting on track, -participants keep to the agenda -observe ground rules • Gathers input using various tools and techniques • Please see pages 87 and 88….
Open-Narrow-Close Divergent Thinking / Lots of Input Convergent Thinking Getting Agreement
What Really Happens Divergent Thinking / Lots of Input Divergence Agree that we hate meetings
Conducting a Meeting Two groups will design and conduct a meeting and report back with their findings
Goal: Decide upon three topics for future STLP Sessions • Working through change • Developing others • Developing my strategic thinking • Building a group process toolkit • Understanding culture and politics • Working with problem employees/co-workers • Using emotional intelligence to build stronger relationships • Teaching non-technical people more effectively • Effective presentations • Leading without authority • And ….. One not on list
Report Back • Content: What results came from the meeting? • Process: What worked/Didn’t work?
Developing Agreements • What roles do we need? • What ground rules do we want to adopt? • What practices will help us run more effective meetings? • Who will report back at next session on meeting practices that they have attempted?
To sway someone to take action toward a particular direction… Influence
“Influence behavior” uses your sources of power to move another person(s)toward making a choice or commitment that supports a goal you wish to achieve. Influence
Spheres of Influence NoInfluence IndirectInfluence DirectInfluence CONTROL
Expressive Approach Tell • Sell • Negotiate • Enlist
Receptive Approach Inquire • Listen • Attune/Synthesize
When Would an Expressive Approach be Most Effective? When Would a Receptive Approach be Most Effective?
Setting goals for your development Coaching and learning teams Learning and Development Is a Goal
Rules for Creating a Goal It has to be your own It should have and action statement and an outcome There must be a road map (steps) for getting there “manage my time so that I leave by 5:00 PM on Friday”
Coaching for Performance Provide a demonstration of coaching for results Building the skills needed to be a coach Allowing yourself to be coached
Coaching Tracks Start with the unfamiliar Make it challenging Make it through practices Make it a result The Results Track
ri - Zuhlt Noun: 1. Specific end product of a commitment. Measureable and or observable. Should be repeatable (a habit or a practice)
Building Practices Use Monday am planning time to delegate tasks others can do on the important priorities Identify the actions that belong to me and put these on the to-do list and block time on calendar Doing a step repeatedly makes it a practice
Coach’s Toolkit Self manage No advice/no chat/no distractions Language Openness and exploration, questions not answers Meeting Management Set the table, boil it down, close with commitment Feedback is a gift Sustain or redirect
Feedback is a Gift • Be Specific Not General • Descriptive rather than Evaluative • Own Your Feedback • Well Timed
Meet in Triads – Page 114 15 Minutes of coaching time, focusing specifically on one goal with 5 minutes to debrief Feedback: Observer give feedback Coach: What could I have done differently? Coaching Partner: What was helpful? …..Rotate
Context Continuity Convergence
