WEEK #12 Flashcards
what was the project planning activity ?
The Situation
You have been assigned to a newly formed project team of leaders from different units within your organization institutions at Company X. Your Company will be taking over a project presently being handled by Company Y. Your entire group has been assigned the responsibility and authority to design a plan for managing the project and then, after Company A officials have reviewed and accepted your plan, carry out the project.
The Problem
Despite the lack of all the information on the project, your group now designs a preliminary plan. On the The next page is a list of 20 management activities in (A through T) arranged in random order. Your task is to
rank order these activities according to the logical sequence you would follow in planning and managing the project. The sequence will be reviewed by Company A officials before you are given the go ahead to begin work on the project.
Step 1
Since you have a few minutes before your group meets for the first time, go over the list of activities on the next page, and, without discussing it with anyone, rank order the activities according to the sequence you
I think it should be followed. Start with “1” as the first activity and proceed through to “20” as the last activity. Record your selections in the Step 1 column. You have 10 minutes to make your independent selections.
Step 2
Once everyone has completed their assessment, you will be put into two (socially-distanced) groups. One a person will be selected as the chair of each Table to keep the group on task/time. I ask that the two Chairs
meet with Jim as the groups are being assembled. Each of the two groups will agree on the sequence of activities that should be followed. You have 15 minutes to complete the task.
- Go into groups and had 10 minutes to create a joint group consensus on what our ideal rating would be
- Students in groups of 10-12
- Each person comes with their individually ranked order of tasks (1-20) (step 1)
- Timekeepers meet with Jim to get the amount of time we have (10 minutes)
- At the call of the timer - the chair will call the meeting to order and each table will rank order the tasks (1-20) (step 2)
- Jim will provide the “expert order results”
- Math and total calculations (step 4)
- Discussion / Group Discussion
during our calss deconstruction of the Project Planning Activity what are some points we discussed ?
- How were the decisions made ?
- Anyone have the correct answers but “gave in” “why”?
- Did the extroverts take over ?
- Lesson learned
who is often overlooked, not rewarded - culture encourages blabber over strategy ?
SHY / INTROVERTED PEOPLE
what % of people areintroverted ?
33% to 50% of population are actually introverts – many “pretend extroverts”
what is a misperception of shy/introversted people ?
shy (fear of judgement). In truth, introverts prefer small groups, thoughtful, careful and deeper conversations
in group discussions who can be overlooked ?
shy/introverted people
who are some examples of different kinds of leaders - and effective ones ?
Obama, Bill Gates, Eleanor Roosevelt, Hillary Clinton, Elon Musk, JK Rowling, Warren Buffett)
VIDEO : What makes a great follower video ?
- Best leaders tend to be the best followers
- The difference between leadership (influence) and authority (power)
- Leaders like hearing other opinions and suggestions
who is Patrick Lencioni ?
is a well-known American author, speaker, and management consultant, best recognized for his work in organizational health and team dynamics. He is the founder of The Table Group, a consulting firm that specializes in organizational development, leadership, and teamwork. Lencioni is particularly famous for his books on leadership, teamwork, and corporate culture
what did we learn in class from Patrick Lencioni - The advantage video :
- Team approach to leadership aligns with the needs of higher education leadership
- Great colleagues in our units – but not necessarily their background
- If honest/trusted/make role stimulating/will learn – can attract/retain great colleagues
- Key – align on values – best if we sometimes differ on strategy ideas
- Need loyal, confident, will push back, will offer input and alternatives
- Leaders set tone – be open/ vulnerable
- Trust is critical, complementary skill sets essential
- Team feels part of what we are doing engaged, all could give elevator speech, all could finish your sentences
- Clarity, laser-sharp focus, commitment, trust.
how many “DIFFERENTIATORS” of exceptional terms are there ?
10
what are the 10 “DIFFERENTIATORS” of exceptional terms ?
1 . The have a high level of trust
#2 . They live the 65/35 rule
#3 . They consistently make good decisions
#4 . The conduct highly effective meetings
#5 . The are clear about rules of engagement
#6 . There is no triangulation
#7. They have genuine (positive) relationships
#8 . There is a learning culture
#9 . They effectively deal with conflict
#10. They evaluate performance rigorously
what is “DIFFERENTIATORS” of exceptional terms #1 ?
1 . The have a high level of trust
what is “DIFFERENTIATORS” of exceptional terms #2 ?
2 . They live the 65/35 rule
what is “DIFFERENTIATORS” of exceptional terms #3 ?
3 . They consistently make good decisions
what is “DIFFERENTIATORS” of exceptional terms #4 ?
4 . The conduct highly effective meetings
what is “DIFFERENTIATORS” of exceptional terms #5 ?
5 . The are clear about rules of engagement
what is “DIFFERENTIATORS” of exceptional terms #6 ?
6 . There is no triangulation
what is “DIFFERENTIATORS” of exceptional terms #7 ?
7. They have genuine (positive) relationships
what is “DIFFERENTIATORS” of exceptional terms #8 ?
8 . There is a learning culture
what is “DIFFERENTIATORS” of exceptional terms #9 ?
9 . They effectively deal with conflict
what is “DIFFERENTIATORS” of exceptional terms #10 ?
10. They evaluate performance rigorously
what is the 65/35 rule ?
The 65/35 rule suggests that 65% of your focus should be on high-priority, high-impact activities, while the remaining 35% can be dedicated to lower-priority, but still necessary or rewarding tasks. It’s a way of emphasizing that the majority of your time and energy should go to things that truly drive your personal or professional success. The idea is to be more intentional and mindful about where you put your efforts.
what do we mean by Plan and Prepare, but don’t delay ? what are the 4 sub-categories ?
- pre/ongoing
- Nature of the conflict/goals
- Consider setting
- It’s okay to ask for time
define “pre/ongoing” ?
- Not a matter of “if” it’s a matter of “when”
- Learn about conflict styles, EI, Implicit bias, etc.
- Learn about systems that address/resolve conflicts.
- Be engaged
define “Nature of the conflict/goals” :
- What is the nature of the conflict ?
- What are your goal(s)? The other’s goals?
- How will you manage emotions
define “Consider setting” :
- Face to face is always best
- What is the best place to talk
define “It’s okay to ask for time” :
Communicate if there will be any delay
define “Conflict” :
Active, often contentious dispute, debate or disagreement. May reflect unmet expectations, contrary or opposing information or views
TRUE OR FLASE
conflict cannot be positive
FALSE
conflict can be positive
how can conflict be positive ?
- New ideas
- Solve problems
- Expand skills
- Allows creativity
how can conflict be negative ?
- Lower team morale
- Reduces productivity
- Destructive behaviour
- Poor performance
what are some tips to anticipate and deal with problems ?
- Plan and prepare, but don’t delay anticipate arguments and think through rebuttals
- Strategy is always negotiable, values aren’t.
- Keep them top of mind (lost data stick)
- Be hard on the problem, not the people.
- Trust isn’t one thing. It’s everything
- Respect people - circle back
FILL IN THE BLANK
Remember .. change occurs at the pace of _______
trust
what is the THE EIGHT STAGE PROCESS ?
John Kotter’s 8-Step Process for Leading Change (from his 2012 book “Leading Change”) is a widely-used framework for managing organizational change. It helps leaders guide their organizations through the challenges of transformation.
what are the 8 stages of the eight stage process ?
1. Establish a sense of urgency (brutal facts,identify opportunities, know your area and marketplace)
#2. Create a guiding coalition (engage leadership team, key stakeholders)
#3. Develop a vision and strategy (collective - desired end and plan to get there)
#4. Communicate the change vision (over-communicate in as many forms as possible)
#5. Empower action (make things happen; break down barriers)
#6. Build upon small wins (recognize colleagues for their role in making them happen
#7 Building on the results - to go to the next level
#8 Imbed the change/approach to change in the culture
what is STEP #1 of the Kotter eight stage process ?
Establish a sense of urgency (brutal facts,identify opportunities, know your area and marketplace)
what is STEP #2 of the Kotter eight stage process ?
Create a guiding coalition (engage leadership team, key stakeholders)
what is STEP #3 of the Kotter eight stage process ?
Develop a vision and strategy (collective - desired end and plan to get there)
what is STEP #4 of the Kotter eight stage process ?
Communicate the change vision (over-communicate in as many forms as possible)
what is STEP #5 of the Kotter eight stage process ?
Empower action (make things happen; break down barriers)
what is STEP #6 of the Kotter eight stage process ?
Build upon small wins (recognize colleagues for their role in making them happen
what is STEP #7 of the Kotter eight stage process ?
Building on the results - to go to the next level
what is STEP #8 of the Kotter eight stage process ?
Imbed the change/approach to change in the culture
why is “Establish a sense of urgency” important ?
People need to feel the need for change. If there’s no urgency, they won’t take action.
why is “Create a guiding coalition (engage leadership team, key stakeholders)” important ?
Change needs strong leadership. A group of influential people should lead the way.
why is “Develop a vision and strategy” important ?
A clear vision helps people understand why change is happening and what success looks like.
why is “Communicate the change vision” important ?
Change needs widespread support. The more people involved, the better.
why is “Empower action” important ?
Obstacles, whether they’re systems, structures, or mindsets, can prevent change from happening.
why is “Build upon small wins” important ?
people need to see that the change is working, and small successes help build momentum.
why is “Building on the results “ important ?
After initial success, it’s easy to relax, but the change must keep going.
why is “Imbed the change/approach to change in the culture
“ important ?
After initial success, it’s easy to relax, but the change must keep going.
Change needs to be embedded in the organization’s culture to be lasting.
