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U.S. General Services Administration. Federal Acquisition Service. Building Effective Relationships Partnership for Pub

U.S. General Services Administration. Federal Acquisition Service. Building Effective Relationships Partnership for Public Service May 10-12, 2011. Building Effective Relationships. GSA Expo 2011. Partnership for Public Service.

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U.S. General Services Administration. Federal Acquisition Service. Building Effective Relationships Partnership for Pub

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  1. U.S. General Services Administration. Federal Acquisition Service.Building Effective RelationshipsPartnership for Public ServiceMay 10-12, 2011

  2. Building Effective Relationships GSA Expo 2011

  3. Partnership for Public Service The Partnership for Public Service works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government works Securing the Right Talent Call to Serve and Annenberg Speakers Bureau Engaging Employees to Deliver Results Best Places to Work in the Federal Government Developing and Energizing Leaders Center for Government Leadership Fueling Innovation Service to America Medals (Sammies)

  4. Center for Government Leadership • Preparing federal leaders to solve national challenges by driving innovation, inspiring employees and delivering results • Alumni Network

  5. The Importance of Self-Awareness Self-awareness is a critical leadership trait that is at the heart of building effective working relationships. The best leaders often report that a key factor of their success has been recognizing and adapting to their strengths and limitations. Examples of leaders lacking self-awareness?

  6. The Importance of Self-Awareness Understanding yourself increases your ability to understand others and appreciate the differences: Everything that irritates us about others can lead us to an understanding of ourselves. — Carl Jung

  7. A Tool: Assessments Have you ever taken … 360-degree assessment Myers-Briggs Type Indicator (MBTI) Thomas Kilmann Conflict Mode Instrument Strength Deployment Inventory DiSC Others?

  8. The Strength Deployment Inventory Predicts how your motivations drive your behavior Key concepts: Behavior is driven by motivation Motivation changes in conflict Personal weaknesses are overdone strengths Personal filters influence perception Source: Strength Deployment Inventory, Personal Strengths

  9. Motivational Value System • A fairly constant set of motives and values that serve as a basis for: • Choosing and giving purpose to behavior • Focusing attention on certain things while ignoring others • Perceiving and judging self and others • Predicts how your motives will most often driveyour actions Source: Strength Deployment Inventory, Personal Strengths

  10. What Motivates You? • Take out a sheet of paper and draw four columns • For each question, think about situations where things are going well and you feel good about yourself – pick the word that best describes you

  11. What Motivates You?

  12. What Motivates You?

  13. Blue: Altruistic–Nurturing Concern for the protection, growth and welfare of others Relating style: Being open and responsive to the needs of others Helping others Making life easier for others Ensuring others are valued Trying to avoid burdening others Ensuring others reach their potential Defending the rights of others Source: Strength Deployment Inventory, Personal Strengths Blue

  14. Red: Assertive–Directing Concern for task accomplishment Concern for organization of people, time, money and other resources to achieve desired results Relating style: Competing for authority, responsibility and positions of leadership Exercising persuasion Claiming the right to earned rewards Being alert to opportunity Accepting challenges Accepting risk-taking as necessary and desirable Demonstrating competitiveness Source: Strength Deployment Inventory, Personal Strengths Red

  15. Green: Analytic–Autonomizing Concern for assurance that things have been properly thought out Concern for meaningful order Concern for individualism, self-reliance Relating style: Being objective and practical Being principled and fair Controlling emotions Being cautious and thorough Being right Being resolute Thinking before acting Being their own “judge and jury” Source: Strength Deployment Inventory, Personal Strengths Green

  16. Hub: Flexible–Cohering Concern for flexibility Concern for group welfare Concern for the members of the group and for belonging Relating Style: Curious about what others think and feel Open minded and willing to adapt Experiments with different ways of acting Likes to know a lot of people Likes to be known by a lot of people Proud to be a “member” Source: Strength Deployment Inventory, Personal Strengths Hub

  17. Diagnosing Others’ Motivational Value Systems Avoid stereotyping Begin with a hypothesis and seek to confirm Ask people Share your own results Assessments are “conversation starters”

  18. Communicating with Blues Source: Strength Deployment Inventory, Personal Strengths

  19. Communicating with Reds Source: Strength Deployment Inventory, Personal Strengths

  20. Communicating with Greens Source: Strength Deployment Inventory, Personal Strengths

  21. Communicating with Hubs Source: Strength Deployment Inventory, Personal Strengths

  22. Adapting Your Style to Build Stronger Relationships Pick one person who you would like to develop a better working relationship with. Describe to your neighbor why this relationship is challenging and work with them to diagnose what you think this colleague’s style is. Ask for ideas as to how to work more effectively with him/her.

  23. Building Relationships with Peers Take an interest in people; get to know them Avoid office politics Expand your circle of acquaintances Let the best idea win Don’t pretend to be perfect The 360 Degree Leader: Developing your Influence from Anywhere within the Organization, by John C. Maxwell

  24. Building a Relationship with Your Manager Your most important stakeholder A mutual dependence: Managers need cooperation, reliability and honesty Employees need managers to help make connections, set priorities and obtain resources Not about political maneuvering – its working with your manager to obtain the best results for you, your manager and the organization Building an effective relationship with your manager is your responsibility! “Managing your Boss,” by John J. Gabarro and John P. Kotter, Harvard Business Review

  25. Discussion Why is it important to work effectively with your manager? Why is it hard? What are the consequences of unsuccessful manager-employee relationships? Examples from your office?

  26. Building a Relationship with Your Manager Recognize that managers are humans too Understand your manager’s: Strengths Weaknesses Priorities Goals Work Style Example: Is your manager a reader or a listener? “Managing your Boss,” by John J. Gabarro and John P. Kotter, Harvard Business Review

  27. Building a Relationship with Your Manager Lead Yourself Exceptionally Well Lighten Your Leader’s Load Build a Good Relationship with Your Manager Be Strategic The 360 Degree Leader: Developing your Influence from Anywhere within the Organization, by John C. Maxwell

  28. Building a Relationship with Your Manager Lead Yourself Exceptionally Well: Become a go-to player Be better tomorrow than you are today Be prepared each time you meet with your manager Be proactive and curious Know yourself Lighten Your Leader’s Load: Think about what your manager needs to know Keep your boss informed; ask how often to check in Be willing to do what others will not The 360 Degree Leader: Developing your Influence from Anywhere within the Organization, by John C. Maxwell

  29. Building a Relationship with Your Manager Know Your Manager: Spend time learning about your manager’s interests Learn your manager’s pet peeves and avoid them Recognize that managers are humans too Don’t talk negatively about your manager Understand and support your manager’s: Strengths Weaknesses Priorities and Goals Work style (e.g., Is your manager a reader or a listener?) “Managing your Boss,” by John J. Gabarro and John P. Kotter, Harvard Business Review The 360 Degree Leader: Developing your Influence from Anywhere within the Organization, by John C. Maxwell

  30. Building a Relationship with Your Manager Be Strategic: Know when to push and when to stop Learn your manager’s priorities Make a positive difference – don’t just try to be right Focus on your contribution to the larger goal, not your personal objectives The 360 Degree Leader: Developing your Influence from Anywhere within the Organization, by John C. Maxwell

  31. Debrief and Conclusion What are one to three actions that you will take upon returning to work? What support will you need to accomplish these tasks?

  32. Stay Engaged! Center for Government Leadership: Annenberg Leadership Seminars Excellence in Government Fellows program Fed Coach http://views.washingtonpost.com/leadership/fedcoach/ Daily Pipeline Annenberg Speakers Bureau Service to America Medals

  33. Stay Engaged! Tom Foxtfox@ourpublicservice.org Laura Howeslhowes@ourpublicservice.org Julie Williamsjwilliams@ourpublicservice.org

  34. ourpublicservice.org

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