Framework for creating Great Presentations

Business Communication & Ethics - Week4 Summary, 4/29/12

Jack Welch MBA Program

This was another great week of learning.

What is amazing is how the learning level increases so sharply in going from reading a book, emphasizing with lectures, applying by doing the assignment, and quite importantly getting feedback from classmates and yourself.

I have gained ***a valuable framework to create a powerful presentation***.
Equally importantly I have learned to stay away from snoozer presentations.

The checklist I have created for my own use is shown below, synthesized from the class experience overall this week. This is what I will be using going forward before any presentation gets out my door.

In fact I have a major presentation at work on Tuesday and I am using this already !

Basic Method of Preparing for a Presentation
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1. Goal - Nourish the needs of audience
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     Force open a wider view for the audience with all your might and help audience learn
     Make the audience walk out the door transformed - deliver, enlighten, contribute, with new value
     Make it actionable - Cut out background stuff; Tell people what they need to do

2. Topic - Choose the right topic with something new and relevant
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3. Audience - Know the audience & tune the presentation
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4. Content - Grab attention with hooks to heart and mind
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   * Make mental connection with logic
   * Make emotional connection
   * Make it a major showcase of brains, talent, ability to lead
   * Clean up chart junk
   * Pay particular attention to opening and ending effectively

5. Kinds of info of greatest use to audience are
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A warning - "this will soon affect you, so consider using..."
A customer insight - "seeing signs of customer flight...here are steps to take"
A best practice - share a productivity boosting method
A tool - introduce a new productivity boosting tool
Lessons learned - "here is what I did wrong...what you can learn from this is"
Lessons learned - "how I handled a disaster crisis...here is something that might help you"
Teaching vehicle - "here is how we succeeded...you can use this and save yourself time"
Report card - "here is how I rate this experience...here is a structure for the future"

6. Presentation T ups
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Provoke, interest, impress

7. Presentations that cannot fail
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Brevity - State how brief you will be
Useful- How important you believe what you are about to say will be
Deliver - Keep the promise and deliver the goods
Grab - Draw the audience away from their laptops, blackberrys

8. Recognize that the audience is Jaded, Bored, Fatigued, Distracted
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Keep it short & Give it your all


Week4, Lecture 1
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1. Develop the skill to present well - sell others on fresh new ideas that really matter
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2. "If you can't present, you can't lead", Larry Bossidy, CEO Honeywell
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3. Hallmarks of a bad presentation are
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- nothing is changed: status quo
- little is learned: vague, dense, irrelevant
- failure is concealed
- perfunctory powerpoints
- disengaged with buzzwords & jargons
- endless slides with data & droning: draining data dump
- uninspiring snoozers that bore everyone with recitation, recycled jargon
- busy dreadful unreadable charts
- has material of little interest or use to anyone
- helps no one (audience walks out yawning, scornful, bored to death)

4. Presentation must be a call for change
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Objective is to be a learning organization that is:
Smart - constantly gets smarter
Productive - becomes more productive
Exciting - becomes a more exciting place to work for

5. Learning organizations
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share ideas (not hoard them)
high potentials help each other by sharing what they learned (not try to look smarter vs colleagues)
admit mistakes & failures (don't gloss over them with sugar coating)
capitalize on the teachings

6. Think about a radically different way to present
*********************************************************
Walk in the room, stand up, deliver a Tour de Force 8 minutes pitch that changes the way audience sees the world; is able to make them see real value

Week4, Lecture2
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Step1. Understand that your presentation is a big deal
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People evaluate you
See it as a grand opportunity, seize the chance and differentiate

Step2. Put in the time - show you give a damn
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Stun with the quality of your thoughts, insights, efforts, intensity

Step3. Never face strangers
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Get an idea of every single person in the room, care about their opinions
Ask for inputs - what would they like to hear
Link it to what you know

Step4. Anticipate the right type of key questions the presentation must answer
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Are we wasting time ?
Do we need to change our approach ?
What are the biggest blocks to our productivity ? What can we do about them ?

Step5. Reflect on the project
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Sit in a quiet room
What have you learned that could help others ?
Do you have any small insights ?
Is this a waste of time ? why ?

Step6. Write down your ideas
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Come up with your own views - write in a notebook

Genius is that which makes the complex look simple.
This class is pure genius as it sets me on a direction that will enable me to reap rewards for the rest of my life with much improved presentations.

Dr DP

Styles of Leadership

Leadership in the 21st century Week4 Summary, 4/29/12

Another golden week of great learning that has helped me grow.

Here is my haul of takeaways this week.

1. Customer Service (Jack Welch video)
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For superior customer service, (a) over deliver and (b) treat people as you would like to be treated

2. Leadership that gets Results (Daniel Goldman, HBR Mar 2000)
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(i) Effective leadrs go above and beyond setting mission, strategy, motivation, building culture to get results
(ii) Leaders turn strategic, financial, organizational objectives to reality
(iii) Leadership experts base their advice on inference, experience and instinct - sometimes they are accurate and sometimes not
(iv) Leaders with best results do not rely on one leadership style - they use different styles seamlessly in different measures depending on business situation

(v) Emotional intelligence is the ability to manage self and relationships
Components of EI are self awareness, self management, social awareness, social skill

Self Awareness:
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Be self aware of emotions
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- read & understand emotions
- recognize impact of your emotions on work performance and relationships

Have an accurate self assessment
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have a realistic evaluation of strengths and weaknesses

Be Self confident
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have a strong and positive sense of self worth



Self Management
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Self control - Keep disruptive impulses and emotions under control
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Trust worthiness - Consistently display honesty, integrity
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Be Conscientious - Manage self and personal responsibilities
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Adaptability - Adjust to changing situations and overcome obstacles
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Achievement orientation - Drive to meet an internal standard of excellence
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Initiative - Readiness to seize opportunities
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Social Awareness
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Empathy
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Sense emotions of others; understand different perspectives and take active interest in their concerns

Organizational awareness
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Read the currents of the organizational life
Build decision networks
Navigate politics

Service orientation
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Recognize and meet customers' needs


Social Skills
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Visionary leadership - take charge and inspire with a compelling vision
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Influence - wield persuasive tactics
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Develop others - bolster others' abilities with guidance and feedback
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Communicate - listen, send clear, convincing, well-tuned messages
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Be a  change catalyst - initiate new ideas; lead people in new direction
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Conflict management - de-escalate disagreements; orchestrate resolutions
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Building Bonds - cultivate & build a web of relationships
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Teamwork, collaboration - Promote cooperation; Build Teams
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(vi) Six styles of leadership should be leveraged to drive Performance and get results depending on situation
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(a) Coercive leadership - "do what I tell you"
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Drive to achieve when immediate compliance is required;
works for a very short term only such as in crisis situations, with problem employees;
when quick culture change is required
(b) Pace setting leadership - "do as I do now"
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expect excellence and self direction
get quick results from a highly motivated team
cannot scale for larger tasks where a vision needs to be articulated and ownership has to be delegated and others need to be trusted
(b) Authoritative leadership - "come with me"
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to mobilize people toward a vision
Articulate vision that is customer centric and with a conceptual breakthrough
Provide a mission statement and use this for strategic planning as designated driver of growth
Let people know where they fit and how their work is furthering the vision
Make local managers know they are the key to success
Encourage innovation

(c) Affiliative leadership - "people come first"
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create emotional bonds and harmony
Value people above tasks and earn fierce loyalty
Beware of mediocrity

(d) Democratic leadership - "what do you think ?"
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build participatory consensus, get people's input, buy-in
build trust, respect, commitment
Generate fresh ideas
don't use this in crisis times

(e) Coaching leadership - "Try this"
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develop people for the future & long term
help employee improve performance

(vii) Organization's Climate affects a third of the Performance Results
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Flexibility - Freedom to innovate without much red tape
Responsibility - to the organization
Standards - level of performance set for the organization
Rewards - accuracy of performance feedback and how it ties to rewards
Clarity - of mission and values
Commitment - to common purpose

(viii) EI + Leadership Style = behaviors which affect climate and ultimately drive Performance
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Return on sales, Revenue growth, efficiency, profitability

(ix) Authoritative Leadership has the most positive impact on climate
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State the vision and end goal
Give people leeway - to innovate, take calculated risks - and get to results in their own way
Frame individual's task within the larger vision & Define standards that revolve around the vision
Communicate role clarity and get commitment
Help people understand why what they do matters
For feedback the singular criterion is - does the performance further the vision ?

(x) Give performance feedback that motivates rather than depress people
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Many managers are inept at this and end up creating fear and apathy
Inspire employees and tell them why their work matters

(xi) Business environment is continuously changing
Seamlessly adjust leadership style to get best results
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For best climate use a combo of styles - authoritative, democratic, affiliative, coaching at right time, measure
Use coercive and pace setting styles sparingly

(xii) Read DiSC styles in the team and speak the correct language that can get through to the member
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Dominance style
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tackles important problems & get results; want big goals and drive to achieve
Do not micromanage them

Influence style
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gets everyone involved and makes decisions based on instinct
Consider less optimistic scenarios and encourage fact based plans

Conscientious style
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Quiet efficiency; thorough well conceived solutions to important problems, albeit slow
Help them see the big picture and trade off risks

Steadiness style
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laidback; they want others to decide but can find solutions; encourage them to speed up

(xiii) Organizations have a style too
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D Style orgs
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Get things done; is under constant crisis and challenge; people are blunt
Rewards speed, status, independence, results
Weakness and carefulness are crushed here

i Style orgs
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exciting and fun to work; optimistic, relationship oriented ethos
lots of meetings and conversations
Creativity and passion are valued
Rules, Analysis, lone wolves are not valued

C style orgs
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Researchy; Details oriented; build systems of high quality and accuracy; formal
Mistakes, sloppiness and enthusiasm are not tolerated

S style orgs
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Stable, predictable, team work oriented
Pleasant and helpful people
Rewards cooperation and conformity
Punishes forcefulness, individualism and mean spiritedness

(xiv) To succeed in any environment
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Play to your strengths &
Help people play to their strengths

(xv) Develop a Team charter
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Icebreaker, laugh together, get contact info, write down mission statement, core values list, assign role and responsibility, clarify expectations, discuss conflict resolution method

(xvi) To deal with an ethics crisis like in Walmart Mexico case
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Be self aware and self regulated
Demonstrate integrity and honesty to earn trustworthiness
Steer clear of ethics violations in business transactions (obey FCPA rules)
When an ethics violation occurs, have the courage to place the facts on the table and confront perpetrators
Blow the whistle and do not cover up (there are no secrets)
Deal with the situation decisively

Amazed by the high level of insights gained from this Jack Welch MBA program
Dr DP

Collaborate with DiSC Personality Types

To build more effective interpersonal relationships, we need to recognize and appreciate personality types. Strategies to better interlock with various DiSC personality types can begin with the checklist below:

http://www.manager-tools.com/docs/BeEffectiveWithDISC.pdf

Dr DP

Effective Communication Strategy

Business Communication & Ethics, Week3 - 4/22/12

Jack Welch MBA Program

Several times in my career I have felt how communication gaps can undermine the effectiveness of the an entire organization. I understand that the ability to communicate effectively can make or break an organization. Until I took this class I did not fully appreciate the nuances that go into the approaches to great communication.

From the learning this week I have gained an improved framework for effective communication.

(1) Think before you write
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What is the communication objective - what is the desired outcome?

(2) Pick the right Communication Strategy with attention to the following 13 dimensions
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(a) Audience awareness: Know the audience; tailor the approach to achieve desired outcome quickly
(b) DiSC analysis: Think about your style and the styles of the recipients; tailor the communication approach
(c) Channels: Group presentation or one on one ? email, in person or both ?
(d) Retain Humanity: Keep the human connection. Is an email even necessary ?
(e) Persuasion : depending on situation leverage 6 principles of persuasion (Cialdini, HBR Pg 72-79, 2001)
(f)  Style: pick the tone carefully to avoid misunderstanding and side effects eg sensitive vs forceful
(g) Content: For email notes, assume recipients will skim - choose the first words carefully for impact.
(h) Request Action: Request action up front; if situation is sensitive revealing request at the end may be wise
(i) Length: Keep it short to one page, organize into sections for readability; reduce words
(j) Structure: use subject line, colors, highlights suitably
(k) Clarity check: check grammar, spellings, rules of road
(l)  Cultural sensitivity check: ensure recipients will not get offended
(m) Visualize: Where possible, help readers visualize the message in a compelling way

(3) Design improved approaches
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In complex situations, the first attempt may not give the desired outcome
Assess effectiveness, learn quickly and iterate

(4) Application of principles - What I will do differently going forward
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I will not churn out mindless emails, paying scant attention to the communication nuances, anymore.
I will raise the bar on effective communication by using my communication strategy checklist as shown above.

the transformation continues
Dr DP

EQ is superior to IQ and Technical skills

 Leadership in the 21st century - Week 3 , 4/22/12

Jack Welch MBA Program

The transformation is continuing in ways I never imagined.

Until this time I thought IQ and Technical skills are the most important core capabilities for leadership. With the training at Jack Welch MBA program I understand that Emotional Intelligence (EI) is more critical to be a great leader.

I understand the importance of self awareness and self regulation. It is important to remain open to feedback and not get defensive when hearing things about ourselves that are not always pleasant.

Here are the main takeaways this week.

1. Emotional intelligence (EI)

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EI is the ability to work with others in leading change by appealing to emotion in addition to logic

Most effective leaders have a high degree of emotional intelligence along with initiative and strategic vision.

Emotional intelligence is critical to lead while IQ and technical capabilities are threshold capabilities only (Daniel Goleman, HBR, 1998)

Dr Valerie Opher's pearls of wisdom to build EI.
Get to know people
engage them in a way that supports their personal needs
develop long-term and meaningful relationships.
keep networking activities genuine
seek to make connections memorable

2. EI - 5 components

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Self awareness, self regulation, achievement motivation, empathy and social skills are the five components of EI. The first three are for managing the self while the last two are for managing relationships with others.

(i) Self awareness:

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- ability to understand deeply one's moods, emotions, drives, needs, strengths, weaknesses and understand how they affect others

- understand values and goals in decision making; decisions should mesh with values to get energized at work

- Candor: assess your capabilities honestly

- retain sense of humor

- be comfortable talking about strengths and limitations

- self confidence: do not set yourself up to fail

(ii) Self regulation:

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Extreme displays of negative emotion can never be a driver of good relationships

master disruptive feelings and emotions

cut out impulsive behavior

be in control of feelings and redirect in useful ways

think before acting

(iii) Achievement motivation:

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internally motivated with strong drive to achieve;

remain optimistic even in face of failure

commit to the organization

set the bar high for you, the organization and aim for strong leadership

keep score to track progress and surpass benchmarks

(iv) Empathy:

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consider feelings of others, retain talent and heighten collaboration

ability to understand emotional make up of people - sense and understand viewpoints of everyone

skill in treating people according to their emotional reactions

(v) Social skills:

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Do not be mean spirited

effectively manage relationships, build networks, get the job done through others

ability to find common ground and rapport; persuasion; ability to build and lead teams

3. Choose leadership style carefully to suit the situation

****************************************************************

Personal styles of leaders vary.

Style should be chosen carefully depending on the situation eg M&A sensitive negotiator vs forceful change agent in turnarounds.

4. Leading virtual teams

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Biggest challenges in Leading virtual teams are

(a) typical team development process not easy to achieve and

(b) leaders need to own constant maintenance and nurturing of the team

in addition to managing the tasks and connection to external teams

5. To lead virtual teams

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Inclusion - Have an in person or synchronous kick-off and welcome members

Build connections and bonds between team members

Create a concept of the shared purpose and goals of the team

Connect people to tasks

Turn conflict into something constructive

Define how to operate as a team and take decisions that entire team will own

Encourage effective team behavior

Balance individual needs versus Team's needs

Continuously maintain and nurture team

6. Conflicts in virtual teams

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Inclusion issue: out of touch, not listened to, not valued, misunderstood

Control and power: disempowered team members

7. Some virtual teams never gel

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Some teams get stuck at storming and norming stage

There are unique issues of communication, motivation, appreciation

To counter this:

Leader should facilitate discussion with multiple points of view

Decide if there is a team issue or an individual issue

Use webex, phone calls or emails with team's consensus

Take meeting minutes, review before each call

As virtual team leader you are the glue that holds it all together

Have one on one with team members to discuss issues in private

Celebrate achievements

8. Building a virtual team

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I learned the existence of communication gaps due to a variety of reasons.

I understand that building a virtual team will require more patience and giving the benefit of doubt.

Over-communication is a good strategy to strengthen a virtual team

with greater awareness of what it takes to be a great leader

Dr DP

Leading High Performance Teams

Leadership in the 21st Century - Week2, April 15, 2012
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It is only week2 coming to a close but I feel like I have learned much like in over a two month period. The workload was challenging, discussions illuminating. The synthesis of learning from the HBR articles, HBS case study, JWMI class lectures, Jack Welch videos and great feedback from class discussions took much more effort than in week1.

I get the same feeling as one gets after an invigorating work out in the gym. The reward of this effort is felt in the immense transformation that is already taking place in the mind and spirit. Application of these principles is happening in real time at work and in my life.

I am part of Team C and I expect to use my handy set of key points below to help create a Team charter and develop ourselves into a high performance Team. I am excited to have an opportunity to work together with this distinguished team and help with recommendations to turn around the Chattanooga ice cream factory.

Specifically, the insights I have gained on sustaining high performance teams and optimizing virtual team work will be applied on a daily basis in my work place. I am confident the learning here will help me elevate the level of my game.

Here are my takeaways (this is a long list but this is exactly what I am taking away - like a bandit walking away with a bag of goodies for life ! ) :

1. Discipline of Teams HBR article by Katzenback & Smith
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(a) Team is a small group of people with complementary skills, committed to a common purpose, set of performance goals, for which they hold each other mutually accountable

(b) Teams must share to be effective

(c) Four elements that make a team function are
Common commitment and direction - a belief in a meaningful purpose
Performance goals
Complementary Skills
Mutual Accountability

(d) Three varieties of Teams are - those that recommend, make or run things

(e) Team work values are
- Actively listen to views expressed by others
- Respond constructively with helpful criticism
- Give others benefit of doubt; don't rush to judgment with incomplete picture of truth
- Provide support
- Recognize interest and achievement of others
- risk taking
- objectivity

(f) Work groups are different from Teams
Performance of Work Group depends on what its members do as individuals
Work Groups come together to share information, insights, perspectives, make decisions, reinformce individual performance standards
Focus is on individual goals and accountabilities (whereas Teams go further with collective work products).
Members don't take responsibilities other than their own; don't take up incremental performance contributions requiring two for more people to work together

(f) Teams - More than the sum of parts
Require individual and mutual accountability
Discuss, Debate, Decide, Share information and best practices
Importantly, Teams create work products through joint contributions ot team members

(h) Create purpose entirely on your own - this is the path of entrepreneurship
Take initial direction from outside the team - this is the path of Teams in established organizations

(i) Performance expectations - Management must clarify the character of the team, rationale, performance challenges; Must leave flexibility to the team to develop commitment and have a spin on the purpose and set its own goals

(j) Best Teams have a 'Purposing' activity
- Members come together to Explore, shape, agree on purpose
- With Trust and Commitment they transform broad directives into specific, measurable performance goals

(k) Failed Teams rarely coalesce around and develop a common purpose
Insufficient focus on performance, lack of effort, poor leadership - all contribute to failure
Mediocre teams fail to establish specific performance goals, have goals that are ambiguous or misaligned to the overarching purpose, team members become confused and pull apart rather than together

(l) Trust and commitment are critical in effective teams
These are the foundational elements for a great team driving to a common goals
Energized and motivated, teams become a powerful engine of performance

(m) Specific Team performance goals are a set of work products that are different from the organization-wide mission and individual job objectives
Requires collective effort to meet the goals; not simply gathering to make decisions
Specific Performance objectives are attainable though challenging

(n) By building commitment and having clear communication, teams can overcome obstacles

(o) Best teams encourage creative conflict
Small wins toward the broader objectives are celebrated

(p) Best teams can measure progress against objectives and know where it stands
They constantly update themselves about whether the goal is achieved or not
Performance objective i smore important than member's status or personality

(q) Best teams can turn a narrow goal into a compelling customer service purpose

(r) Find the Right size for the teams
Over 50 members or more makes it difficult to interact closely; unwieldy to communicate and stay coherent
Risk of superficial mission, meetings  become chores, cynicism sets in
Finding space and time become difficult
Crowd or herd behavior sets in
5 to 10 is a good number to work with
- can work through individual, functional, hierarchical differences to a common plan, hold each other accountable
- intense sharing of viewpoints can build a strong team

(s) Broad Purpose + Specific Goals = Performance
Broad purpose offers meaning and emotional energy to the team
Specific goals help track progress and are key for accountability

(t) Complementary skills
- Technical or Functional expertise
- Problem solving , Decision making skills
- Identify Problems, Opportunities
- Evaluate options, Trade-offs, decide how to move forward
- Interpersonal skills

(u) Common understanding of purpose comes from effective communication and constructive conflict

(v) Review skill matrix needed, check personal compatibility of members, formal position in organization

(w) Commitment is about Team members agreeing on who will do particular jobs
how schedules will be adhrered to
what skills need to be developed
how continuing membership to team is earned
how group will make, modify decisions
integrating individual skills for advanced team performance

(x) Team opportunity exists where
Hierarchical or organizational boundaries inhibit skills and perspectives needed for optimal results

(y) Emotional Logic
Every member contributes to work products, candidly exploring who is suited for each task
Feel like being in the boat together

(z) Teams that recommend things - asked to study and solve problems
Management should specify Team charter, composition of Team, who should participate, time commitment required, include people with skills and influence necessary to carry weight throughout the organization
Can deal with political obstacles through open doors
Can get off to a fast take off, could run into problems during hand off and so involving recipients early is key

(aa) Teams that make or do things
Front line manufacturing, Development, Operations, Marketing, Sales, Service, Value added activities with critical delivery points and relentless focus on performance
(bb) Teams that Run things - they need to ask questions to probe

2. Build High Performance Teams
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(a) Establish direction, urgency, demand performance standards
(b) Select team members for skills, skill potential - NOT personality
(c) First impressions are key, so pay attention to results
(d) Set clear rules of behavior
(e) Set and seize few performance oriented tasks to get started
(f) Challenge the group regularly with fresh facts and information
(g) Spend lots of time together
(h) Use power of positive influence, recognition, reward
(i) Real leaders build Great Teams
They achieve breakthrough results by working through teams they manage - NOT by doing it themselves
(j) They communicate benefits of reaching the goal
(k) Purpose, structure, ground rules are clarified

3. Five Stages of Group Evolution are
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Forming - Goal Setting
Storming - Role Clarify, Conflicts noted
Norming - Sort out conflicts
Performing - Steady Performance
Adjourning - When work ends disband team

4. Teams work on Charter together to reach agreements on key elements
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Purpose of Team - Set vision, direction, goals
How the team will work
Expected outcome
Time Commitment
Scope of work
Desired results
Resources needed
Deliverables clarified
Operating procedures
Leader, Team Member, Individual contributors identified
Everyone assigned a specific task
Communication plan - progress versus goals
Tracking to keep project and team on trac
RACI method - Responsible, Accountable, Consulted, Informed

5. Thomas Kilmann Conflict Mode Instrument
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Five dimensions to frame a conflict situation and prepare a response based on context and desired outcome
Compete, Collaborate, Compromise, Avoid, Accomodate
I learned that my style tends mostly to Compete, Collaborate or Compromise.
Interesting to see this together with my DiSC profiel - I am type "i" with D, S, C behaviors at times

6. Jack Welch's videos
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The team that fields the best players wins
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Leadership job has an enormous responsibility to build great teams
It is all about them, the team members - evaluate, appraise, let everyone know where they stand, be candid

Never be satisfied with the quality of the teams
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This game is all about people
In every meeting, even in budget meetings, evaluate people
Are they passionate ? What do they do and not do ?
How do they treat others ? Do they include others in the presentations ?
Do they deeply feel that people are indeed the most valuable assets ?

Appraisal systems and values
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Four types of employees and associated behaviors
(i) Honored values, Met Numbers - Onward and Ahead, Reward them
(ii) Honored values, Did not meet Numbers - Work with them; Give second and third chances
(iii) Did not Honor values; Did nor meet Numbers - Remove them from the Team; Let them go
(iv) Did not Honor values; Met Numbers - Before their toxic behavior kills the culture, deal with them

7. Discussion - Chattanooga ice cream company case study
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Discussed the kind of people I would like to see in my team based on theories above
Assigned to four other Team C members

8. Leading High Performance Teams
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A leader's ultimate test is the Accomplishments of their Teams
Leaders inspire, nudge, push their teams to peak performance and sustain High performance by continuous encouragement of employees and removing obstacles

9. Leaders have a shifting role as the Team evolves
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Start with Tasks focus in the forming stage and Manage
Develop Team members, support their efforts
Move to Relationships focus when the team moves to  Performing stage
Support independent functioning of the group
Don't let discord Fester
Monitor, communicate progress vs objectives, add stretch goals
Remove impediments to High Performance
Motivate Team to Greater Achievements
Beware - Teams will begin squabbling, Fatigue will set in, priorities will compete, individuals will disengage

Foster Commitment, Monitor commitment level
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- Commit to common goals, one another, help each other out
- Go above and beyond the Tasks
- Use "we" rather than "I" when speaking about work
- Set ambitious goals and help people understand their individual and groups' roles
- Explain benefits of collaboration, sharing information and working together
- Realign to Team measures instead of individual scores
- when Team participation fails, encourage info sharing, give individuals challenging roles eg. leading sub-groups

10. Major obstacles to Team success
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Information hoarding due to lack of trust, different expectations, rewards going to those who have knowledge
Encourage employees who share information freely
Share as much information with the team as you can to model level of transparency

11. Tools to Improve Team Performance
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Employee suggestion Box - implement and give cash rewards for best ideas
GE's Work Out is an empowerment initiative
Find a better way every day - this is every employees'  job

12. Avoid Group Think
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Inward Focus
Failure to criticize decisions, analyze, evaluate
Innovation and creativity stifled
Fail to look at reasonable alternatives, express concerns about group's views
Susceptible when members have similar backgrounds, external opinions not solicited, leader does not clarify how decisions are made
Group rationalizes decisions without challenging assumptions
Members pressure peers to agree to majority
Dissenting opinions that counter commonly held beliefs are muffled
People discount, ostracize views incompatible with their own

Mitigate Group Think by
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Giving authority to non-conforming opinions
Get new members and fresh perspectives
Assign GroupThink watchdogs designated; openly challenge assumptions and conclusions of majority

13. Address Performance Issues
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Leader must spot individual and group dynamics that impede performance
Hear complaints and investigate
Spot team members who are not contributing

Diagnose - Ask individual, get 360 degree perspective
Prescribe - Explain remedy to team member; make your role specific; remove obstacles; competing priorities; remove unnecessary distractions; define success; make consequences clear
Provide support - offer training; additional knowledge individual needs; designate an experienced individual to coach; provide continuous timely feedback
Let people know if expectations are met

14. Far Flung Teams
*************************
Locations, Cultures, Functions, Time zones vary
If managed well can outperform traditional tems
Save costs, Respond quickly to marketplace, leverage talent from multiple Geos

(i) Common Rules of Team work
**************************************
Common goals, Define clear roles, agree on operating procedure
Strong relationships among team members leads to cohesiveness and increased engagement, job gets easier

(ii) Unique issues of Virtual Teams
***************************************
(iia) Engagement - Disconnected
*************************************
Warning signs - independent work; don't collaborate; don't communicate with team members except during meetings
"us" vs "them" mindset comes in based on notions about location and function
Fix: Give meaningful tasks that require people contact, let them lead meetings, gather information of other team members, assign Team "buddy" to check in with for work/life issues
(iib) Communication - Haphazard
*************************************
Deliberately plan and carefully optimize communication

(iii) Communication Types
**************************
(iiia) Leader to Member
**************************
No face time, so change how you communicate
Take time to check in
Provide guidance
Mentor people virtually
Don't micromanage - balance giving support versus overseeing
(iiib) Member to Member
Set rules, encourage productive interactions
Communicate more precisely and frequently, get to know each other, overcome differences

(iv) Rules of engagement
******************************
(a) How frequently will you meet ? in sub-groups ? one on ones ?
Timezones vary and so adjust to convenience of all team members
use technology to aid - email, conference calls, videocons
risk - may include too many or only a few
only a vocal few may participate
no easily accessible record of group decisions
(b) Set up virtual collaboration spaces
Allow team members to update progress, discuss issues, post work, track progress, remind each other of decisions, commitments
(c) Use video conferences, teleconferences to resolve disagreement
(d) Participants could be half-listening or on mute
(e) Effective teams have spontaneous communications
Instant Messenger is like the water cooler of our times to interact informally; Telepresence is the advanced version used in corporates today to accelerate decision making

15. Adjourning Teams when work is done
***********************************************
Don't let emotions make end unpleasant
Work through uncertainty stress
Reflect what worked, what didn't
Share lessons with broad organization
Learn from Team experience
If team hits home run, celebrate

16. Carefully tend to Teams
*********************************
Foster Commitment
Promote Knowledge Sharing
Guard against Group Think
Head off problems when they arise
Remove impediments
Create right environment for Virtual Team work


17a. Discussion - Recommendations to turn around DecisionTech
*************************************************************************
I chose to help Jeff, the CEO and founder, redeem his role as a leader by focusing on filling his blind spots - boosting his team building and leadership skills, based on Jack Welch MBA training

17b. Five dysfunctions of teams identified with strategies to promote team success
*****************************************************************************************
Lack of Trust > Build Trust
Fear of Conflict > Engage in constructive conflict
Lack of Commitment to Group > Commit to Group Decisions
Avoid Accountability > Hold Peers Accountable
Ego, Inattention to Results > Team, Focus on Results of Team

18. Acknowledge with candor unwanted behaviors among team members
*************************************************************************************
Identify possible solutions creatively


Dr DP

Communicate to Move and Motivate

Week2 Business Communication & Ethics, April 15, 2012

This week's learning was rich with deeper insights and about Written communication.

Clearly this training is taking my effective communication skills to a whole new level, forcing me to think deeply about the objectives, context, relationships, and the tone or style. As my job responsibilities at work involve communications with hundreds of people on a regular basis, I know the diligence I put in here will pay rich dividends for the rest of my life.

The class discussions were also greatly valuable to me because they made the reading materials come alive in ways I never imagined before. Even though I had read Mary Munter's book, the discussions made me think differently and drew attention to interesting angles.

I have listed below the most important concepts and approaches I learned this week.

(1) Mary Munter's Guide to Managerial Communication, Chaper 2, 4, Appendix A, B, C
****************************************************************************************
Before embarking on any written communication I will weigh the following carefully.
(a) Think about the objective: what is the desired outcome ? excellence in task, maintaining relationships or pleasing the boss ?
(b) What is my relationship with the recipient: subordinate, peer, boss ?
(c) What do I want to say: be authentic, engage, compel
(d) What tone does the context warrant? : Choose the style carefully to avoid unintended consequences, unforeseen side effects and inadvertent damages. Key choices include Formal vs Informal, Personal vs Impersonal, Forceful vs Passive, Simple vs Complex; jargon vs simple
(e) Avoid Wordiness: Pick words to focus on accomplishing business purpose. Fewer words to get the message across the better
(f) Avoid long sentences: use shorter sentences and variety
(g) Multicultural check: Do not generalize, avoid gender bias, be inclusive
(h) Grammar check: Need to work on this section more for formal communications
(i) Before hitting send button: Take a break, Review for spell checks and Rules of Road before

(j) Overcome Writer's block
**********************************
Change the writing task - work on another task, section, headings or visual aids.
Change the activity - take a break, talk to readers, talk about ideas, read or talk about something else.
Change perceptions - Relax the rules, break down to modules, draft, lower unrealistic expectations. It does not have to be perfect. Expect complexity.

(k) Writing in Groups
*************************
Agree on group guidelines: Ground rules for group to function effectively.
Decide on methodology - how will decisions be made? protocol for dealing with emotional ownership of wording and handling disagreements ?
Agree on tasks and timelines: specify milestones, set specific timelines, be clear about who will perform a particular task. Build in slack to deadlines to manage contingencies.

(l) Email communications
*******************************
Pay attention to first words: Assume readers will look at first words only
Quickly communicate bottom-line: Emphasize requests and value-adds immediately
Carefully choose subject line in email and document design for websites, blogs and wikis
Use high skim value: Make it readable using headings, lists, bullets, shorter chunks
Sensitivity check: Make up for non-verbal cues with politeness markers such as please
Sunshine Test: Think about the risk once sent. What are the consequences of the sun shining on the email ie email becoming public? Don't send emails when emotionally perturbed

(2) John Fielden, "What Do you Mean you don't like my style ?", HBR article
****************************************************************************
To get message across vary writing style to suit each situation.
Style is the way something is said or done over and above the substance. 
Tone and Strategy are parts of it.
Words have associated connotations such as feelings or images which is why we need to be careful.
- Positive situations and Good news communication: Relaxed style would work
- When some action is being requested: Persuade, not order; Be firm like in a good handshake
- Information conveying situations: Be straightforward, not emotionally charged
- Negative situations and Bad news communication: Be diplomatic with conflict of interest eg. unethical

Forceful Style - Use when reader is a subordinate; Use Active voice, be direct, clear; step up
Passive Style - Use when reader is superior; bury sensitive information; never give orders
Personal Style - Use names; use "you" and "I"; use short sentences; conversational; add positive thoughts
Impersonal Style - Use in Technical writing; use title instead of names; make yourself disappear; vary lengths
Colorful Style - Use for Hard hitting marketing messages like "surely, quickly, immediately"; use metaphors; capture wit, liveliness, vigor

For best results in communication, emphasize 50% of energies on content and 50% on style.

Style is situation dependent and so adjust the style as warranted

(3) Bottom-line Communication Technique (John Fielden):
******************************************************************
- Tell the reader immediately the purpose of writing and the expected actions from the reader
- Give information in the order of importance to the reader; push rest to appendix section
- In persuasive situations, state the request at the start, except when writing to strangers or readers who are not close (avoid being seen as "pushy")
- Avoid wordy memos, keep to within one page (recall example of brevity - should be able to write your message succinctly on a calling card)
- True judge for communication is not length or weight but succinctness that achieves the same objective
- Think before sending negative messages upward

(4) Connect with the Audience
************************************
- Convey ideas cleanly, simply, coherently
- Tell reader something new and credible
- Inform, Inspire, Persuade through writing - present ideas with clarity
- To make words come alive: Write as a human being and for a human being, with real, familiar, concrete, colorful, dramatic, emotional, empathetic content
- Write to audience: not down or up; know the audience and tailor content; understand their hopes and concerns; make the connection

(5) One Draft is Never Enough
************************************
Sharpen, Clean up, Expand, Take out, Humanize, Engage
Take a Break and Review again
Get a critical review from trusted sources where possible

(6) WebEx eActivity
***********************
The course guideline outlines the rubric that sets performance expectations and criteria for excellence
Deeper is better than Shallow - critical thinking and substantive discussions are in the true spirit of this program
Learn and share - Teach others what you have learned from life experiences
Coming next - Designing a Presentation, communicating with Candor, organizational integrity, Ethics

(7) Write with Conviction to Move and Motivate
*****************************************************
* Make it memorable - say something unexpected; slowly solve a mystery/puzzle; tap into emotions
* Get people to care - Tell a story - Describe status quo with a crisis or challenge; introduce characters who bring story to life; build in creative and escalating tension and take to a high point climax; show how things changed
* Choose effective style - Convey power of your conviction; be direct to get people to act
* Organize ideas - Avoid data dump
* Clear out dead wood such as dull prepositions
* Observe Rules of the Road that promote order, clarity, ease for all - Verbs to subjects agreements; avoid hanging sentence fragments; comma splices are hard to read; cut redundancy; be specific; avoid passive voice; use metaphors, jargon sparingly; Proof read;

This program is already becoming one of the top learning experiences of my life.

Dr DP

Becoming a Great Communicator

Great CEOs are often great communicators. They are able to speak in vivid terms and mobilize us to achieve great things we never imagined or thought possible. 

I got a chance to learn by observing the legendary Lou Gerstner, the former CEO of IBM, in action when I joined IBM and felt he was able to reach every single employee with a clear view of where the organization needs to go and what every employee should do to get there with a sense of urgency.

Finally, thanks to Jack Welch Management Institute, I get a chance to learn formally about the art and science of great communication. 

Delighted to see Ethics as the first ever topic in focus especially in light of the recent happenings on Wall Street which show how organizations that bypassed ethics in their culture eventually fell from grace.

******************************************************

Course: Business Ethics & Communication

******************************************************

1. Fundamentals of Persuasion 

************************************

(i) Liking - people like those who like them

(ii) Reciprocity - Give what you want to receive; Platinum rule - treat others the way they would want to be treated

(iii) Leverage Social cues - People follow similar others

(iv) Consistency - Get people to commit in writing

(v) Authority - People defer to experts as shortcuts for decision making

(vi) Scarcity - People want exclusive things

2. Communication Channels

***********************************

Optimize the Business Communication strategy for any situation looking for a match with channels including:

(i) Spoken, Group - Presentations, Meeting; expensive and time consuming and so invest in this with care and forethought

(ii) Written - Notes, Letters, Reports, Electronic media; lacks cues about body language and so don't take it personally; exercise care since it can be permanent and forwarded

(iii) Spoken 1 on 1 - Phone, Meeting; for sensititive topics and greater privacy, intimacy

(iv) Symbolic - impressive large scale dramatic actions to get the point across; create memorable and empowering events

3. How you say matters equally as what you say

******************************************************

Need to pay attention to not just What I say but How I say it

4. DiSC Personality type is i for Influence

***********************************************

Leadership, Encouragement, Action, Collaboration comes naturally for me and are great strengths

I understand how to recognize and better interface with the D, C, S personality types 

With D, give more room for achievement and autonomy but don't confuse their assertiveness for competence; track carefully

With i, make sure enthusiasm does not obscure facts or important details; exercise care and objectivity

With S, give hands on support and do not expose to abrupt changes or improvisations that come naturally to me

With C, take the most caution of all - approach them systematically with facts and data (not instinct based ideas or emotions), details (don't gloss over details and focus only on big picture), avoid expecting them to collaborate since they prefer minimal face time

5. Motivation is not just through great speeches

******************************************************

Motivate people by genuinely caring for and addressing their basic human needs

6. Communication Strategy

********************************

Use Professor Mary Munter's Managerial Communication check list for audience, message, channel, culture strategy depending on the objectives of the situation- to tell, sell, consult or join.

7. One key principle I will apply in workplace going forward would be:

******************************************************************************

Definitely to improve team work in my project by leveraging the insights from classifying behaviors I see at work into DiSC types and approaching the employees in a type-optimized way.

Additionally I will consciously be looking for the best communication channel to use to achieve the desired outcome. I will pause to think about "how" to communicate instead of pouring 99% of my energies into "what" to communicate. I understand 50%-50% is a better balance between how and what.

I recognize clearly that Business Communication is about persuasion to win the hearts and minds of people to accomplish the larger objectives. Reflecting back at my career experiences I can see how lack of effective business communication in some situations led to inefficiency and confusion in the ranks. I understand that as a leader I must stay on top of business communications.

These are indeed immediately applicable principles that help my performance at work and in life.

Great week 1 !

Dr DP

Uncommon Leadership Sense

Week1 education has exceeded my expectations by miles and I find myself a changed and empowered person in many ways. 

The course content is outstanding and contains uncommon leadership sense. The pace of coursework is just right, challenging but well within reach. The quality of the class discussions from distinguished classmates is invigorating.

Here are my takeaways from this week's learning :

*********************************************

Course: Leadership in the 21st Century

*********************************************

1. The Role of a Leader - Focus on the big picture

*********************************************************

Prepare organization to manage change and cope with change and set the overarching Agenda.

Anticipate major changes in the marketplace and empower the organization to adapt quickly in the changing environment.  

Give a sense of purpose and direction with a compelling vision of the destination. Think big ideas for long term success, pick the right people for the critical functions in the organization and galvanize action. Keep a keen awareness and updated view of the needs of shareholders, customers and employees in balance. Align people by breaking down silos, build networks and stopping turf wars. Motivate, Inspire and Energize the entire organization. Build self-confidence in people and insist on speed of action and simplicity in approach as vital core competencies. Fight complacency and policies that create slow moving bureaucracies. Most importantly, influence the culture of the organization by clarifying core values, leading by ethical example and outstanding business communications. Consider not just economic cost in making major decisions but also social cost and environmental cost. Set a high bar for ethical behavior.

2. The Role of a Manager - Focus on details and execution

*********************************************************************

Support the leader's vision and manage complexity.

Deliver results consistently and predictably on time and within budget Plan, Budget and Staff by hiring the best people and organize staff by placing right people in right roles. Own the detailed operational plan and ensure operations are on track by controlling  performance, tracking progress versus plan, and solving problems. Clarify management policies, processes and systems. Communicate corporate goals to the employees and provide performance criteria. Assist employees with goal setting and ensure alignment with corporate values. Set specific targets and methods to measure behavior. Provide feedback, guidance and counsel to employees. Ensure employees document results accurately. Differentiate performers fairly and equitably and decide on rewards.  Discuss plans to develop and improve the performance of employees. Promote diversity by considering applications for jobs from people of varying backgrounds. Encourage innovation and recognize outstanding contributions through promotionss and acknowledgments. Create a climate where people excel and lead behaviors that contribute to strategy.

3. What Leaders Actually Do (Jack Welch 8 Steps Framework)

***********************************************************************

(1) Build Great Teams  - Recognize it is about the team and not self; work towards earning the reflected glory from the team; Upgrade team relentlessly; Put right person in right place

(2) Vision - make sure people see and breathe the vision

(3) Skin - Get close to the hearts and minds of employees; be optimistic and exude positive energy; coach; guide; critique; care, recognize good work and discuss when progress is not on track; build self-confidence

(4) Trust - Build trust with candor, transparency, giving credit

(5) Courage - Courageously make tough decisions and gut calls even if unpopular at the time

(6) Question - Ask Questions, probe with curiosity, push for answers with actions

(7) Inspire -  Inspire risk taking and learning, Motivate, Encourage especially during times of failure; Reward high performance

(8) Celebrate - make it fun; get to know people informally and help meet the basic human needs

4. What leadership is not

*******************************

It is not just about a grand strategy - execution is the hardest part not just dreaming up a strategy

It is not just about great speeches - leader's actions are more important in influencing the values, mission, agenda, priorities.
It is not just about charisma or superior intelligence - getting a great team together is far more important

5. Formal and Informal Leadership

**********************************************

I understand that depending on the situation a combination of formal and informal leadership roles should be utilized. It came as a revelation that informal leadership has tremendous scope in the work environment I am in, unlike what I thought before

6. Commonalities and differences between individual contributors, managers and leaders

************************************************************************************************

Leaders Do 25%, Manage 25%, Lead 50%
Managers Do 25%, Manage 50%, Lead 25%
Individual contributors Do 50%; Manage 25%; Lead 25%

I understand there are also varying degrees of Responsibility, Accountability and Authority

Individuals should excel at executing their tasks, managers should excel at coaching people, and leaders should act like owners and lead long term success

7. One concrete principle I plan to apply at work

*******************************************************

When facing challenges requiring leadership, I plan to think and act more boldly by expanding my informal leadership role going forward without waiting for formal authority to be granted. I understand now that I will only have as much power to influence positive change as I think I have - so my imagination is the primary limit

Based on the great Jack Welch MBA training so far, I believe every self-motivated individual on the planet will succeed in finding access to great education on any subject in the 21st century.

Dr DP

 RE: Week 1 

Day1 - Off to a nice start

April 2, 2012

What a day it was.

Could not sleep in anticipation of the big day.
Stayed up and logged in at 1 AM to get the first glimpse of the outlines for the two courses I am taking - Business Ethics & Communication and Leadership in the 21st century. The course materials look great and finely tuned to the needs of the students.

Jack Welch's video started the day off with a sharp focus on values x numbers matrix. Instantly clarifies a framework to assess performance of team members fairly never losing sight of the corporate values and long term strategic goals.

Transformation 4:
*******************
Those in the organization who honor core values and achieve target numbers - go up and ahead
Those who don't honor core values and dont achieve numbers - get them out of the organization
Those who honor core values but dont have the numbers - work with them and give 2 or 3  chances
Those who don't honor core values but achieve target numbers - they are toxic to the culture though there is short term gain; pay attention and deal with them with appropriate action

This is solid wisdom to carry forward for the rest of my life.

Business Ethics & Communication:

Instructions were clear and spent much time getting to know the classmates and their diverse backgrounds. Students seem genuinely motivated to learn and share a keen interest in helping others learn. It is also clear there is a shared belief and goal - everyone is excited about and believe in the Jack Welch MBA program; we all wish to move forward to the top levels in our careers.

Ironically had a glitch with fonts that rendered my first posting appear less than desirable. As a scientist I need to hypothesize about the root cause - I suspect my cutting and pasting from my blog may have resulted in this malfunction. What I saw on my monitor was not how the blog finally appears when it uploaded.

Advanced reading of APA, Managerial Communication weeks ago helped greatly with balancing education with work and life. Was able to carry out my uncle duties to visiting family including my teen age nephew and niece. I was also able to stay on top of critical items at work. I am getting better at anticipation, advance planning and time management and this is a pleasing accomplishment today.

Leadership in 21st century:

I wish there was more interaction among students in this section and think clearer instructions about where to post the introductions could have helped. The course materials look great and get to the point astonishingly fast. The instructor appears keen on encouraging all students and guiding the learning forward.

Played basketball with Arjun, my little nephew. Watched NCAA final with family and saw Kentucky, the better executing team win. Fed banana to my 17 month old toddler and CIO (Chief Inspiration Officer) Janavi. Helped my spouse with loading the dishwasher.

So there it is - work, life, education all in balance.
I am happy. It has been a great day.
Dr. DP