WIN-WIN LEADERSHIP

1. WIN-WIN LEADERSHIP Making Diversity Of Thought Work For You

2. In This Hour, We Will Look at three different leadership styles and their behavior objectives Understand why you want conflicting ideas Discuss five techniques for handling the conflicts that arise in teams Define the characteristics of an atmosphere than enhances productivity no matter what the leadership style

3. Leader�s Tug of War Faster Slower �Do what I ask�� �What results are we looking to achieve?� Faster Slower �Do what I ask�� �What results are we looking to achieve?�

4. Harness The Team�s Energies Generally, successful projects have: Agreement among the project team, customer, and management on the goals of the project. A plan that shows an overall path and clear responsibilities which is also used to measure progress during the project. Constant, effective communication between everyone involved in the project. A controlled scope. Management support.* *Eric Verzuh, �The Fast Forward MBA in Project Management,� 2nd edition, (Hoboken, New Jersey: Wiley, 2005), p. 377. Generally, successful projects have: Agreement among the project team, customer, and management on the goals of the project. A plan that shows an overall path and clear responsibilities which is also used to measure progress during the project. Constant, effective communication between everyone involved in the project. A controlled scope. Management support.* Take one of your projects you are working on and rate its success in each area on a scale of 1 to 5 with 5 being a total success. Generally, successful projects have: Agreement among the project team, customer, and management on the goals of the project. A plan that shows an overall path and clear responsibilities which is also used to measure progress during the project. Constant, effective communication between everyone involved in the project. A controlled scope. Management support.* Take one of your projects you are working on and rate its success in each area on a scale of 1 to 5 with 5 being a total success.

5. Harness The Team�s Energies Research Shows Work Groups with� diversely skilled members, openness to new ideas, high levels of trust, commitment to their work, and good communication �foster creativity and high energy.*

6. How Do We Lead Creative And Innovative Teams? Four ways: Manage the Climate Manage the Relationships Manage the Vision Blend of all three

7. eXtreme Project ManagementIs Your Belief System Newtonian or Quantonian? Here�s a quick overview of eXtreme Project Management from Douglas DeCarlo. Are you Newtonian? How? or Quantonian? How?Here�s a quick overview of eXtreme Project Management from Douglas DeCarlo. Are you Newtonian? How? or Quantonian? How?

8. eXtreme Project Management With more information, where is your comfort zone now? Now let�s look at our chart and fill in some of the blanks With more information, where is your comfort zone now? Now let�s look at our chart and fill in some of the blanks

9. What Can We Learn From Each Of These Team Experts? Dr. Scott Williams Thoughts: Reward/recognize creativity vs. no rewards Encourage risk taking vs. minimal risk taking Promote collaboration Allocate resources for experimentation-especially time Assign projects to teams with diverse members Redesign jobs to make them more interesting Manage the Relationships Ask for input in decision making (participative style) Give informational feedback rather than judgmental Encourage adaptation or augmentation of impractical ideas Build trust Listen effectively Communicate supportively Make it safe to take risks and be creative Manage the Vision Have an ambitious vision for the group to achieve. �If you think big; you will never be small.� They are confident the group can achieve the vision. They are enthusiastic about vision. They can convey the vision to others. Are there common elements? Are there elements that make them unique? Verzuh�s Williams� De Carlo�s Are there common elements? Are there elements that make them unique? Verzuh�s Williams� De Carlo�s

10. Conflicts Occur Where? Conflicts actually occur on both sides� Let�s take the comment elements we talked about and see where conflicts will arise and what you can do as the leader to make conflict healthy and productive. Trust and respect among team members: Common vision or mutual purpose: Common language or pool of shared meaning: Conflicts actually occur on both sides� Let�s take the comment elements we talked about and see where conflicts will arise and what you can do as the leader to make conflict healthy and productive. Trust and respect among team members: Common vision or mutual purpose: Common language or pool of shared meaning:

11. Manage So The Conflict Is Healthy And Productive Here are some ways to keep the conflict healthy and productive Negotiation Skills Separate the people from the problem Interest vs. Position Develop objective criteria Develop optional solutions Use negotiation skills Separate the people from the problem Identify Interest or Position Develop optional solutions Develop objective criteria Use negotiation skills Separate the people from the problem Identify Interest or Position Develop optional solutions Develop objective criteria

12. Ways To Keep The Conflict Healthy And Productive Negotiation Skills Openly discuss interests Interests include the reasons, needs, concerns and motivations underlying position. Satisfaction of interest should be a common goal. Options Invent options for satisfying interests. Encourage creativity, not commitment. Evaluation Determine together which ideas are best for satisfying various interests. Use objective criteria for ranking ideas Make trade-offs among different issues Combine different options to form acceptable agreements Examples of focusing on interests Mary�s interest is to keeping the indirect costs within established guidelines. John�s interest is getting a product the customer will pay for�it needs to be there on time. Kelly�s interest is getting product to all our customers, not just this one. Lee�s interest is having the right people available to work on the project at the right time. Group 1, How would you satisfy these different interests? Group 1, What other things could you do?Examples of focusing on interests Mary�s interest is to keeping the indirect costs within established guidelines. John�s interest is getting a product the customer will pay for�it needs to be there on time. Kelly�s interest is getting product to all our customers, not just this one. Lee�s interest is having the right people available to work on the project at the right time. Group 1, How would you satisfy these different interests? Group 1, What other things could you do?

13. Ways To Keep The Conflict Healthy And Productive Separate People From The Problem Some conflicts are based on differences in thinking and perceptions. Switch positions; defend the other person�s thinking Identify and openly discuss differences in perception�being careful not to place blame. Interest vs. Position Focusing on interests, rather than positions, makes it possible to come up with better agreements. Even when people stand on opposite positions, they usually have a few shared interests. Separate People From The Problem Group 2, Have you ever had people switch positions? How did you get people to discuss differences? Interest vs. Position Group 3 , How did you get people to express their interests? Separate People From The Problem Group 2, Have you ever had people switch positions? How did you get people to discuss differences? Interest vs. Position Group 3 , How did you get people to express their interests?

14. Ways To Keep The Conflict Healthy And Productive Develop Optional Solutions Look for meaningful opportunities, not simple solutions. Actions that prevent development of innovative options Judging and rejecting prematurely Searching for a single best answer Putting limits on scope or vision Considering only your own interests Make Decisions By Using Objective Criteria That Are Legitimate, Legal Practical And Unbiased.

15. Achieving SUCCESS Work Groups with� diversely skilled members, openness to new ideas, high levels of trust, commitment to their work, and good communication �foster creativity and high energy. When to be efficient and when to innovate? Practice these 3 all the time When I want to foster efficiency, I should�. When I want to foster innovation, I should� When to be efficient and when to innovate? Practice these 3 all the time When I want to foster efficiency, I should�. When I want to foster innovation, I should�

16. Additional Resources Eric Verzuh, �The Fast Forward MBA in Project Management,� 2nd edition, (Hoboken, New Jersey: Wiley, 2005), p. 377. Dr. Scott Williams, Wright State University, Department of Management, http://www.wright.edu/%7Escott.williams/LeaderLetter/innovations.htm Managing conflict. Conservation Information Technology Center, http://www.ctic.purdue.edu/KYW/Brochures/ManageConflict.html Douglas DeCarlo, eXtreme Project Management: Using Leadership Principles and Tools to Deliver Value in the Face of Volatility, Jossey-Bass, 2004.