Let's Get ready to rumble! Managing groups and cultures when you are not in charge
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Learning Outcome: Increase communication and team building skills Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator. At the end of this seminar, participants will be able to: a. Explore common group dynamics and goals. b. Examine common challenges and struggles. c. Discuss self-management and emotional intelligence. d. Explore the role of culture, values, and perceptions in group situations.
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Let's Get ready to rumble! Managing groups and cultures when you are not in charge
- 1. MANAGING WITHOUT AUTHORITY Presented by Tracey Randall NASA, Marshall Space Flight Center
- 2. Overview • Leadership & Power • Managing Yourself • Understanding Others
- 3. WHAT ARE THE CHARACTERISTICS OF A LEADER?
- 4. • Influential • Powerful • Humble • Strong • Courageous • Integrity • Interpersonal Skills • Empower • Passion • Servant • Results • Motivate/Inspire • Visionary • Communication • Delegation • Confidence • Committed • Positive Attitude
- 5. Leadership Notes • You can lead from any position • Leaders liberate human energy • Privilege, honor • True leaders tell the truth no matter how painful it is • Commit to taking care of your people • Leadership “ain’t” for everyone
- 6. Bases of Social Power • Positional – Legitimate – Reward – Coercive • Personal – Expert – Referent
- 7. KNOW SELF. NO SELF! Professionalism, Emotional Intelligence, and Situational Self Leadership
- 9. Professionalism – Have integrity – Be knowledgeable – Be consistent – Look the part
- 10. Emotional Intelligence Daniel Goleman, PhD., 1995
- 11. Situational Self Leadership • Can you manage yourself in situations that lack direction and support from your supervisor? • Can you recognize the traits of managers who might fail to lead? • Do you have the confidence and resources to excel even without management support?
- 12. Pearls of Wisdom • Deny your ego: It’s OK to not know it all • Learn your hot buttons, cover them up • Don’t sweat the small stuff • Remember: You are a brand
- 13. MANAGING PEOPLE Personality Types, Leadership Styles, and Currencies
- 14. Personality Types & Assessments • Insight on key aspects of an individual – Decision making – Natural tendencies – Direction of energy
- 15. DiSC Model of Behavior
- 16. Meyers Briggs Type Indicator
- 17. Currencies • What’s important to you? • What causes you to behave in certain ways? • How would a stranger diagnose the world you live in?
- 19. Full Circle: Influence & Management • “Everyone expects to be paid back” • Relationship management • Clarify your goals & priorities • Identify currencies • What can you pay?
- 20. PANEL DISCUSSION Dealing with difficult people, Managing without authority, Team building, Communication
- 22. FERNE RABSATTConstellation, Exelon “Set the stage, don’t be the stage” Management ≠ Leadership Be an active listener Take time to understand your environment
- 23. Q&A
Editor's Notes
- Key aspects of managing without authority.
- What does this show us? That, for the most part, we all view leadership in similar ways. Execution is another animal, but what we actually associate with and define leadership as, is pretty similar across the board. In turn, you cannot fool people. Like people say real recognize real, right? So let me give you some notes on leadership before we move to managing anything.
- First, I want to empower you– you can lead from any positon.
- “Leadership is action, not position” Donald McGannon, Westinghouse Broadcasting Corporation, Executive Former President of the National Urban League One of the most notable studies on power was conducted by social psychologists John French and Bertram Raven, in 1959.
- You have to know yourself, in and out, and sometimes as a result of who you are and where you are, you have to take yourself out of the equation, meaning, act without emotion, don’t take it personal, in order to get the best result. There’s a duality. You need to know yourself and deny yourself.
- What are some of the things that you look for in a car?
- What good is a car if it isn’t reliable, if it doesn’t do what the dealer said it would do? You wouldn’t buy a mustang and drive away with a Kia, would you? Same principles apply to a business professional.
- Daniel Goleman’s Model
- Take responsibility for yourself, be proactive, take initiative, increase your skill level and knowledge. Ken Blanchard: Award winning author that will help you diagnose your situations and lead you in approaching conversations and situations so that you can see the best outcome based on who you’re dealing with and your level of confidence/competence.
- DiSC, Myers Briggs Type Indicator, StrengthsFinder, True Colors
- DiSC, Myers Briggs Type Indicator, StrengthsFinder, True Colors 16 different personality types (MBTI)
- Generational, Cultural, and Socioeconomic Differences are some of the main things that distinguish who people are and how they view others. These things make up who we are. Reference: How to Influence People You Don’t Control: talk by Allan Cohen
- Education, socioeconomic status, generation, culture, all play a part in what we value. This can vary significantly from person to person. These are things you must take into account as you communicate with others.
- First you must build trust, identify allies, everyone is a potential ally (and those who are not on your team) understand currencies, establish your direction, see what you’ve got to pay in and determine whether or not you can pay. INFLUENCE From a talk, by Allan Cohen entitled, “How to Influence People You Don’t Control”