1. LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012
Leadership Development Program -
LDP 2012
Blended Leadership Development Program
Workbook Days 5 & 6

2. Day 5
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3. A recap of the LDP so far
A recap
•Understanding our self and
•Leadership transition – others – Self awareness and
Pipeline •The Psychology of
•Leadership mindset – 3Ws Leadership
•Conditions for Success- •Thinking styles and
3C’s preferences – HBDI
•OLA •The role of leader as coach
•Decision Making -
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Lets review the;
• Leadership Pipeline
• 3Ws
• 3C's
• OLA
• Psychology of Leadership
• Thinking preferences
• Coaching
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4. Our Agenda
Days 5 & 6
Day 5
Morning
• Review of your application to your projects
•Optimising your climate – stakeholder
management
Afternoon -
•The leader as influencer – approaches and
skills
•Application to your project
Day 6
Morning
•Leading up, down and across – effective
stakeholder management
Afternoon
• My plan to enhance Vietnam’s leadership
•Graduation
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5. A review of your projects and their progress to date
Project Presentations
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What are your main observations and lessons learnt?
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6. Leading other people's people
Influence - Persuasion - Negotiation - Coercion
The Ladder of Effect
Coercion
Negotiation
Persuasion
Influence
C
u
n
E
q
o
a
e
c
s
t
f
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l
Self-motivating Educated Choice Bargained compromise Imposed compliance
Low - Volunteer Recipient’s Resistance Hi - Objector
“The power of producing effects by
invisible or insensible means”
“Astrol”
(Macquarie)
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7. Manager, marketer, sales person, trainer, coach or parent, your effectiveness is directly
correlated to your ability to influence. It is a truism that we are paid not so much for what we do
but what we influence others to do.
Influence is when you effectively alter someone else’s perceptions, views, beliefs, attitudes,
decisions thus altering their actions. The expert influencer understands people, how they think,
what makes them tick and how to get on the same wavelength.
Successful leaders, entrepreneurs and agents of change, know and appreciate the power to
influence; they do not leave things to chance and hope they make a good impression they plan
and practice their strategy to ensure success.
Influencing -Communication Styles
BIOLOGICAL SOCIAL, LEARNED
RESPONSE RESPONSE
FIGHT FLIGHT
AGGRESSIVE PASSIVE ASSERTIVE
Qualities of:
Aggressive Communication
Passive Communication
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8. Assertive Communication
Mixed messaged Exercise
Exercise Mixed Messages
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9. This exercise is carried out in 4's
You will be given a statement to say in three ways ;
• Aggressive
• Passive
• Assertive
How do you change your tone, body language and manner?
How convincing are you?h of your colleagues will give you avote out of 5 to give you feedback?
Which do you find the hardest?
Which stakeholders will you need to practice this most with?
Influencing:
Clarifying your relationships up front
Social Contract
• Technical
s
d
e
N
• Emotional
• Behavioural
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10. A social contract is a way of working with someone where you establish clarity up front about
what your mutual needs are.
In pairs try this exercise
If you were working together on your project - ask each other
what are we both trying to achieve and what will be the metrics of success?
What are key characteristics that I know can upset me when working (for instance timeliness,
accuracy?)
What behaviours so w expect from each other?
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11. Leading Other People’s People
Persuasion:
“to prevail on a person by logic, reasons,
inducements to do something. To induce
to believe or convince”
(Macquarie)
CREATING PERSUASIVE MESSAGES
The reason I say this
is…
That’s WHY…. The impact will be…
Statement /
You will…
Hence my Recommendation
recommendation… The benefits will be…
Therefore… What this means to you
is…
Relevance / Core Benefit And/Or
Implications Impact For The Receiver
Because you told me…
In support of this…
The implication is that..
Others have found…
This is relevant
because… Supporting / Relevant I’m not just saying
Evidence so…
You will
experience/find… To illustrate…
You too will benefit.. The evidence shows…
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12. Outcomes of Negotiation
Lose - Lose. This is when neither
side gains from the conflict and
usually results in resentment.
Lose - Win. This is when one party
is unassertive and lets the
other benefit despite the cost.
Win - Lose. One party imposes a
solution on the other resulting
in the loser feeling resentful
and defeated.
Win - Win. Both parties will gain
from the resolution with
improved interpersonal
relationships.
Options in Negotiation
Competing Collaborating
Level of
Assertion Compromising
Avoiding Accommodating
Level of Cooperation
Source - Thomas 1976
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13. Where do you think you're preference is?
Leading Other People’s People
Coercion:
“to force to do something by threat,
law or authority. To compel by forcible
action”
(Macquarie)
Leading Other People’s People
Coercion Discussion:
What constitutes coercion?
When would you consider ever using it?
What are the consequences?
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14. Day 6
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15. Setting the right climate for stakeholders
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16. Stakeholder management and mapping
This graphic represents two levels of stakeholders: primary and secondary and how they are
impacted by you/your project: involved, impacted and influencer.
Managing Stakeholders helps you understand:
• With whom you need to work
• How to work with them
• Priorities for working with them
Strategic Stakeholder Web: Your Situation
Exercise
Consider a project, goal, initiative or challenge from your
environment
• Who are the key cross-organizational stakeholders?
• Where to the sit in the world?
• How are they related to your project?
• How critical are they to your success?
• What is their preferred communication style?
• Who is missing?
7 minutes to prepare
5 minutes to share with neighbour
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17. Stakeholder Management
Managing Stakeholders
Involved Impacted Managing Stakeholders helps
you understand:
PRIMARY  With whom you need to work
 How to work with them
 Priorities for working with them
Influencer
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18. Working With Your Different Stakeholders
Involved Impacted Influencer
Primary  Actively invest in  Keep informed  Keep fully informed
relationship building  Solicit feedback and  Actively solicit
 Partner to resolve input opinions and
issues and manage  Understand how your perspectives
tradeoffs work affects them  Ensure that their
 Jointly prepare for interests are
likely outcomes recognized
Secondary  Inform as needed  Inform as needed  Inform as needed
 Delegate tasks  Advise of expected  Seek guidance and
appropriate with their outcomes advice
role  Monitor their positions
Where is your time best spent?
© LIW 2011
My plan to enhance Vietnam's leadership
Organisational Leadership Architecture ®
Clarity Climate Competence
Your Why • the culture you want • Your Knowledge &
W1 Your What around you skills
What are we Your How The resources you need • Your Behaviour &
trying to attitude
achieve and • Your Leader’s example
why?
W2
Where are
we now?
Top 3 actions
W3
What next?
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