Pan-Africa Graduate Development Programme 2013 Conversations that matter

1. Pan-Africa Graduate Development Programme 2013Conversations that matter

2. DEFINITIONSConversation: oral exchange of sentiments, observations, opinions, or ideas Conversations that matter:getting real, being truthful, new practice of democracy, maximise participation, collaborate, creative co-operation, appreciative inquiry, meaningful • Whenentering a conversation, bring nothing but yourself

3. WHAT ARE YOUR EXPECTATIONS FROM THE SESSION? TABLE BY TABLE

4. TABLE DISCUSSIONS • DIFFICULT CONVERSATIONS: • Why do they occur? • When do they occur? • What is the implication of having them?

5. IMPACT ON PERSONALITY STYLESHOW EACH PREFERENCE RELATES TO CONFLICT

13. THE GROW MODEL G • Goal: • Agree on a specific topic or objective for your conversation R • Reality: • Invite the person you're conversing with to assess the current situation and provide specific examples to illustrate their points. Offer specific examples of feedback O • Options: • Invite the person you're coaching to identify several options. Offer suggestions carefully. Help them evaluate and make a choice W • Wrap-up: • Commit to action, identify possible options, make next steps specific, define time frames and agree on how you can support each other

14. REALITY OPTIONS WRAP UP GOALS • What do you want to accomplish? • What would need to happen for you to walk away from this session feeling great? • What results do you want to achieve during this session? • Can we accomplish these outcomes in the time we have available? • When and how often does this happen? • Can you give me some examples? • What is the reality right now? • What are the next steps? • When will we take these actions? • What might get in the way? • What support do you need? • What can we do to change the situation? • What options for action do you see? • What are some possible actions we can take? • What are the pros and cons of each option? • Which option(s) would you like to try?

15. Ask Tell

16. NETWORKING BREAK

17. THE CONVERSATION STAIRCASE ACTION POSSIBILITY RELATIONSHIP

18. Building Understanding Building rapport & creating links Confirming commitment Conversation for clarity Setting expectations & desired outcomes Understanding barriers Establishing shared understanding Needs analysis Clarifying SOI Seeking information Understanding issues Creating Options Summarising issue Brainstorming Alternatives Options Generating possibilities Offering input Suggesting options Solution generation Action 10-20% Next Steps Agree actions Offer support Wrap Up Possibility 20-30% Relationship 50-60%

19. THE LADDER OF INFERENCE Reach Conclusions Take Action Results Think about information Select Information Information available

20. STYLES OF CONFLICT BOTH WIN I WIN YOU WIN IGNORE

21. LIFT YOUR RELEVANT CARD BASED ON YOUR CHOICE • SCENARIOS: • A colleague in your team has taken all the credit for a project you jointly completed • Your manager has made a decision about your working hours without consulting you • A colleague in another department has missed your deadline on two occasions • A customer has raised a service complaint with you – you appear to be at fault

22. ROLE PLAY • Linking our learnings this afternoon through peer coaching • Role play with orchestrator and volunteer from the group • Triad role plays – select a relevant issue and role play a conversation that matters • Two participants conduct role play • One participant provides feedback • Ensure that all parties get the opportunity to role play in conversation – hold more than one role play • Look out for: GROW MODEL • CONVERSATION STAIRCASE • CONFLICT STYLE • Provide constructive feedback to each other

23. SELF-REFLECTION EXERCISE

24. OUT BEYOND IDEAS OF WRONG-DOING AND RIGHT-DOING, THERE IS A FIELD.  I’LL MEET YOU THERE – RUMI

25. Pan-Africa Graduate Development Programme 2013Living our values, your role and networking

26. DEFINING ORGANISATIONAL VALUES • WHAT ARE VALUES? • Enduring convictions and beliefs that influence our actions and choices we tend to make. • They help us to remain true to ourselves and live an ethical life. ORGANISA- TIONAL VALUES PERSONAL VALUES

27. WHY ARE ORGANISATIONAL VALUES IMPORTANT? Represent our collective sense of what is good for the organisation Without them employees will, by default, follow individual value systems, which may or may not promote behaviour that the organisation finds desirable i.e. organisational values provide members with guidelines for their behaviour Set desired or expected norms or bounds of behaviour for the individual members and teams of the organisation Organisational values also provide the foundation for the culture of the organisation Should provide a guide for the organisation’s team members in accomplishing their part of the organisation’s mission

28. The question of ethics 1. What do you do when the cashier gives you too much change? 2. What do you do when your manager gives you the credit for someone else’s work? 3. The traffic light is red, and you are late for a meeting and the road is quiet, what do you do? 4. You find a top of the range cell phone in the toilets – you are the only person there – what do you do? 5. You are offered a cash “gift” by a potential supplier - you are the decision-maker for the deal – what do you do?

29. RISES • RESPECT • INTEGRITY • SERVICE • EXCELLENCE • STEWARDSHIP TABLE DISCUSSION WHAT DO EACH OF THE VALUES MEAN TO YOU?

30. WORDS ON A WALL? • DEMONSTRATED BEHAVIOURS?

32. THE NEGATIVE INFLUENCERS OF LIVING THE VALUES • PRESSURE • PLEASURE • POWER • PRIDE • PRIORITIES

33. MAKING VALUES-BASED DECISIONS ISSUE VALUES DESIRE WORRIES RESOURCES ACT

34. TABLE DISCUSSION • Discuss an example of when you may have used/will use the IVDWRA model ISSUE VALUES DESIRE WORRIES RESOURCES ACT

35. NETWORKING BREAK

36. YOUR ROLE IN THE ORGANISATION • Place the block of wood facing up (hole on top of the block) • Take one nail and place it in the hole, head upwards

37. 3. The block of wood may not be placed on it’s side or upside down, it must remain upright4. Your team needs to figure out a way to balance all the remaining nails on the centre nail that you have placed into the block5. None of the nails may touch the block of wood or the surface on which you are working6. You may not use anything else except the nails to achieve the goal ie. No elastic, cello tape, gum, prestik etc.7. No “googling” allowedGOOD LUCK!

38. NAIL BALANCE DEBRIEF • What did you learn/realise? • Was the task difficult or easy? • Each nail is a valuable link in the puzzle • Balancing core values, the purpose and the mission is easier than you think • What is un-changeable in the business? • Linking together to solve issues makes a huge difference • Could you see RISES being demonstrated in the task?

39. THE CIRCLES

40. THE CIRCLES EXERCISE 12 situations will be presented As a team write up each of the statements on a post-it note and place them in the circle that your team feels is most applicable Use the circles chart on your flipchart Personal attitude Living the RISES values Conflict in your team Personal EQ Managing the emotions of others Building trust with others Team deadlines Absenteeism of others in your team Low participation from a fellow team member KPA’s and targets Performance appraisals Personal career development

41. LUNCH

42. NETWORKING MASTERYBUILDING SOCIAL CAPITAL • Success Is Built on Relationships • You add value to people when you value them. • John C.Maxwell

43. Networking is a socioeconomic activity by which groups of like-minded businesspeople recognize, create, or act upon business opportunities. Why is networking critical in a matrix organisation?

44. relationships reliability referrals

45. THE ELEVATOR SPEECH • An elevator pitch, elevator speech, or elevator statement is a short summary used to quickly and simply define a person, profession, product, service, organization or event and its value proposition.[1] • The name "Elevator Pitch" reflects the idea that it should be possible to deliver the summary in the time span of an elevator ride, or approximately thirty seconds to two minutes.[2][3] The term itself comes from a scenario of an accidental meeting with someone important in the elevator. If the conversation inside the elevator in those few seconds is interesting and value adding, the conversation will continue after the elevator ride or end in exchange of business card or a scheduled meeting.[ Using your individual card, write down your personal elevator speech, based on the definition above. Share your elevator speech with your neighbour

46. INFLUENCE WITHOUIT AUTHORITY • Self-reflection • Think of someone who has influenced you positively • What character traits do they possess?

47. BUILDING INFLUENCE WITHOUT AUTHORITY • BUILD TRUST • BUILD CREDIBILITY • BUILD OTHERS’ PERCEPTION OF YOUR VALUE • FOCUS ON SHARED NEEDS AND GOALS • CHANGE THE LENS TO LOOK AT THEIR PERSPECTIVE • BE GENUINE/AUTHENTIC • SERVE OTHERS People don't care how much you know until they know how much you care” John C Maxwell

48. THE MARSHMALLOW CHALLENGE The goal: To build the tallest free-standing structure Materials: 20 x Spaghetti, masking tape, string, 1 marshmallow Time constraint: 18 minutes Regulation: the marshmallow must be on top

49. 18 minutes

50. THE MARSHMALLOW CHALLENGE DEBRIEF • What worked? • What could we have done better? • How did you put your ideas across in the team? • Who had the most influence on the team? • Why did they have influence in the team? • What did influence look like?