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Managing 360 upward downward and sideways

Cathi Hight
Cathi Hight
Cathi HightInternational Consultant & Speaker - Recruit & Retain Members - Manage Change - Develop High Performing Teams

Managing projects, people and multiple priorities is hard enough. Creating win-win situations and building a strong relationship with your boss, peers and employee can sometimes be a challenge. Is there a way that you can create a win-win partnerships that build cooperation and achieves success for both of you? Absolutely! In this session, you’ll explore the three factors you must master to effectively manage up whether it’s with your boss, peers or employees. You’ll discover the importance of adapting to others’ behavioral styles, use the Partnership Scorecard to build trust and a stronger relationship with your boss, and you’ll determine which strategies will best help you to get buy-in to achieve your personal and professional goals.

Managing 360 upward downward and sideways

1 of 26
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1
Managing 360◦ - Upward,
Downward & Sideways
presented by Cathi Hight
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2
Cathi Hight
• President of Hight Performance Group
• The nation’s member retention specialist
• Developer of the Member Retention Kit
• National instructor for the U.S. Chamber’s
Institute for Organization Management
• Previously was Vice President of Operations
for the Chamber of Commerce of Hawaii
• Served on the Boulder Chamber of Commerce
board and is the Member Council Chair,
(focuses on building a sustainable membership
base)
• President of the Boulder Area Human
Resources Association (BAHRA)
• Is a member of the:
– Society for Human Resource Management (SHRM)
– American Chamber of Commerce Executives (ACCE)
– American Society of Association Executives (ASAE)
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 3
Session Outcomes
• Discover Political Competence and
Why You Need It
• Recognize The Style Factor:
How to Create Situational Power
• Develop the Partnership Factor:
Create Win-Win Outcomes
• Unleash the Courage Factor:
The Secret to Getting Your Needs Met
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 4
The Success Secrets Your Dad Didn’t Tell
You and Your Mom Didn’t Know
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 5
360° Management
Requires general influence skills,
relationship management, negotiation
techniques and working well with others
© 2011 Hight Performance 5
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 6
Political Competence
“Political competence is the ability to understand
what you can and cannot control, when to take
action, anticipate who is going to resist your
agenda, and determine whom you need to push
your agenda forward.
“Being political…is being aware of the interests of
others, finding areas of common ground, bringing
others on board, and leading them in the pursuit of
a goal.”
--Samuel B. Bacharach
Get Them on Your Side
Ad

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Managing 360 upward downward and sideways

  • 1. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1 Managing 360◦ - Upward, Downward & Sideways presented by Cathi Hight
  • 2. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2 Cathi Hight • President of Hight Performance Group • The nation’s member retention specialist • Developer of the Member Retention Kit • National instructor for the U.S. Chamber’s Institute for Organization Management • Previously was Vice President of Operations for the Chamber of Commerce of Hawaii • Served on the Boulder Chamber of Commerce board and is the Member Council Chair, (focuses on building a sustainable membership base) • President of the Boulder Area Human Resources Association (BAHRA) • Is a member of the: – Society for Human Resource Management (SHRM) – American Chamber of Commerce Executives (ACCE) – American Society of Association Executives (ASAE)
  • 3. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 3 Session Outcomes • Discover Political Competence and Why You Need It • Recognize The Style Factor: How to Create Situational Power • Develop the Partnership Factor: Create Win-Win Outcomes • Unleash the Courage Factor: The Secret to Getting Your Needs Met
  • 4. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 4 The Success Secrets Your Dad Didn’t Tell You and Your Mom Didn’t Know
  • 5. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 5 360° Management Requires general influence skills, relationship management, negotiation techniques and working well with others © 2011 Hight Performance 5
  • 6. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 6 Political Competence “Political competence is the ability to understand what you can and cannot control, when to take action, anticipate who is going to resist your agenda, and determine whom you need to push your agenda forward. “Being political…is being aware of the interests of others, finding areas of common ground, bringing others on board, and leading them in the pursuit of a goal.” --Samuel B. Bacharach Get Them on Your Side
  • 7. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 7 Political Competence Stages
  • 8. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 8 Different Goals and Approaches • Assumes “you can’t see around the corner” • Builds flexibility in the system • Prepares for creative, fluid adaptation • Believes in trial & error (learn from experiences • Clearly defined goals • Well-defined roles and responsibilities • Prepares for change and consequences • Assumes the future is predictable • Broad changes (throw out the baby with bath water) • Fundamental transformation • Not adhering to rules • Specific, incremental improvements • Focused on short term • Careful, risk-aversive Tinkering Goals Overhauling Goals Improvising Approach Planning Approach
  • 9. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 9 Different Goals and Approaches = Different Agendas
  • 10. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 10 Identify Stakeholder Agendas
  • 11. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 11 Get Them on Your Side 1. Create your coalitions – Enroll allies to coalesce around common goal – Consider who has influence over resistors 2. Establish your credibility – Positional authority – Personal integrity – Expertise and knowledge – Time and opportunity 3. Get support – Who supports you? – Who offers organizational validation? – Who can bear witness to your worthiness? 4. Justify action – Rational Scenario “Look at the numbers” – Mimicking Scenarios “Everyone’s doing it” – Regulation Scenario “They are making us do it” – Standards/Expectations “They expect this from us”
  • 12. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 12 Keep Them on Your Side
  • 13. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 13 The Style Factor— Create Situational Power “The one who makes it to the top has luck, works hard, is bright and believes in team work. Although it’s not a personality game, you have to be personable, likable, and able to get along.” --J. Richard Munro, CO-CHAIRMAN AND CO-CEO Time Warner, Inc.
  • 14. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 14  Decide how well the cards you have describe your characteristics  Trade cards with other participants until you have three that describe you well What’s Your Style?
  • 15. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 15 Successful People Understand the Style Factor • Understand themselves and how their behavior affects others • Understand their reactions to other people • Know how to maximize on their behavioral strengths and minimize overusing them • Know how to adapt their behavior to meet the preferences of other people and particular situations 15
  • 16. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 16 Different Styles, Different Needs 16
  • 17. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 17 Understand Style Preferences
  • 18. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 18 Flex Your Style to Adapt to Others
  • 19. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 19 The Partnership Factor— Create Win-Win Outcomes with Your Boss “Trust is a skill, one that is an aspect of virtually all human practices, cultures, and relationships.” --Robert C. Sullivan
  • 20. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 20 Build a Strong Partnership with Your Boss • Solicit clear expectations and priorities • Huddle on a regular basis to provide updates, discuss challenges, and to evaluate how well expectations are being met • Provide adequate information, based on his/her communication preferences and needs • Relay good news and bad news • Recognize that building trust takes time and that trust is another word for reliability • Help him/her to manage priorities and time more effectively • Sell your issues by framing the benefits to him/her and the organization • Give positive reinforcement—everyone welcomes positive feedback • Focus on what you can change or control • Watch the organization’s money 20
  • 21. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 21 Unleash the Courage Factor— The Secret to Getting Your Needs Met “In business, courageous action is really a special king of calculated risk taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success—and avoid career suicide—through careful deliberation and preparation.” --Kathleen K. Reardon Professor of Management and Organization, USC
  • 22. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 22 Courage is Essential “Courage is the first of the human qualities because it is a quality which guarantees all the others.” --Winston Churchill
  • 23. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 23 Practice Courage 1. Set Your Goals 2. Determine Your Goal’s Importance 3. Tip the Power Balance 4. Weigh Risks and Benefits 5. Select the Right Time 6. Develop Contingency Plans
  • 24. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 24 Prepare for Your Defining Moment “Time is a tyrant: inaction is a choice. When uncertainty reigns, the great danger is in stopping to wait until it resolves, if it ever does. Those who instead, take action will influence the outcome.” --Tsun-yan Hsieh, Director, Sony Corporation
  • 25. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 25 Session Outcomes • Discover Political Competence and Why You Need It • Recognize The Style Factor: How to Create Situational Power • Develop the Partnership Factor: Create Win-Win Outcomes • Unleash the Courage Factor: The Secret to Getting Your Needs Met
  • 26. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 26 To Your Success! • Benchmarking and special projects • Onsite and virtual staff training • Board retreats and strategic planning sessions • Membership retention plans • Conference presentations and workshops • Books, webinars and articles on our web site: www.hightperformance.com • Contact us at (512) 354-7219 or at cathi@hightperformance.com