Leading through chaos

1. Leading Through ChaosLeading Through Chaos
Leading & Empowering TeamsLeading & Empowering Teams

2. Behaviours-IBehaviours-I
• Non-Assertion/Passive BehaviourNon-Assertion/Passive Behaviour
– Failure to express your wants & needs honestlyFailure to express your wants & needs honestly
– Lose/Win SituationLose/Win Situation
– Allowing others to disregard your rightsAllowing others to disregard your rights
• Right to a BeliefRight to a Belief
• Right to an opinionRight to an opinion
• Right to have feelingsRight to have feelings
• Right to make a mistakeRight to make a mistake
• Right to say NORight to say NO

3. Behaviours-IIBehaviours-II
• AggressionAggression
– Ignoring and dismissing others’ rightsIgnoring and dismissing others’ rights
– Standing up for your own rights at all costsStanding up for your own rights at all costs
– Win/Lose SituationWin/Lose Situation
• AssertivenessAssertiveness
– Standing up for your rights with concern of others’Standing up for your rights with concern of others’
rights as wellrights as well
– Win/Win SituationWin/Win Situation

4. How to be Assertive-IHow to be Assertive-I
• DD Describe the issueDescribe the issue
• EE Express/Empathize with feelingsExpress/Empathize with feelings
• SS Specify/Stress what you wantSpecify/Stress what you want
• CC Consequences of non-complianceConsequences of non-compliance

5. How to be Assertive-IIHow to be Assertive-II
• FoggingFogging
– You may be rightYou may be right
– You may have a pointYou may have a point
– I’m sure you’re rightI’m sure you’re right
• Broken RecordBroken Record
• It may be true that no one else has complained-but myIt may be true that no one else has complained-but my
meal was not good and I would like you to take somemeal was not good and I would like you to take some
money off the billmoney off the bill

6. Negotiation Strategies-INegotiation Strategies-I
• RetributionRetribution (coercion & intimidation)(coercion & intimidation)
– If you don’t do this you’ll regret itIf you don’t do this you’ll regret it
• ReciprocityReciprocity (exchange & integration)(exchange & integration)
– If you do this you will receive thatIf you do this you will receive that
• ReasonReason (persuasion based on facts, needs or personal(persuasion based on facts, needs or personal
values)values)
– I want you to do this because its consistentI want you to do this because its consistent
with/good for/necessary to…with/good for/necessary to…

7. Negotiation Strategies-IINegotiation Strategies-II
• RetributionRetribution
• When there is inequality of powerWhen there is inequality of power
• Behaviour: Aggressive/DominantBehaviour: Aggressive/Dominant
• Psychological Position: I’m right, you’re wrongPsychological Position: I’m right, you’re wrong
• ReciprocityReciprocity
• When there is interdependenceWhen there is interdependence
• Behaviour: CompromisingBehaviour: Compromising
• Psychological Position: Let’s BargainPsychological Position: Let’s Bargain
• ReasonReason
• When each party is regarded as equalWhen each party is regarded as equal
• Behaviour: AssertiveBehaviour: Assertive
• Psychological Position: Let’s win TogetherPsychological Position: Let’s win Together

8. Countering Influencing Attempts-ICountering Influencing Attempts-I
• RetributionRetribution
– Increase your power baseIncrease your power base
– Assert your concernsAssert your concerns
– If all else fails, resistIf all else fails, resist
• ReciprocityReciprocity
– Consider the motivesConsider the motives
– Recognize manipulative moves and highlight themRecognize manipulative moves and highlight them
– Ask: “would I be interested in it if there were noAsk: “would I be interested in it if there were no
constraints on time and availability?”constraints on time and availability?”

9. Countering Influencing Attempts-IICountering Influencing Attempts-II
• ReasonReason
– Explain how the request/order affects yourExplain how the request/order affects your
performanceperformance
– Defend your personal rightsDefend your personal rights
– Refuse firmlyRefuse firmly

10. Blocks to EmpowermentBlocks to Empowerment
• Attitudes About Sub-ordinatesAttitudes About Sub-ordinates
– “I’m willing to empower my people, but they just won’t accept the
responsibility.’
• Personal InsecuritiesPersonal Insecurities
– “I’m willing to empower people, but when I do, they either mess
things up or try to grab all the glory.”
• Need for ControlNeed for Control
– “I’m willing to empower people, but they require clear directions
and a clear set of guidelines; other wise, the lack of instructions
leads to confusion.”

11. Empowering Yourself & OthersEmpowering Yourself & Others
• Know that your andKnow that your and
others are capableothers are capable
• Know that you & othersKnow that you & others
have freedom of choicehave freedom of choice
• Know that freedom has aKnow that freedom has a
responsibilityresponsibility
• Know that you areKnow that you are
responsible for what everresponsible for what ever
happens to youhappens to you
• Believe in and care aboutBelieve in and care about
what you do, have andwhat you do, have and
give a sense of purposegive a sense of purpose
and passionand passion
• Trust yourself and othersTrust yourself and others

12. Empowerment vs. Role ClarityEmpowerment vs. Role Clarity
ChaosChaos
Freedom ThroughFreedom Through
ResponsibilityResponsibility
ConfusionConfusion RoboticRobotic