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Giving and Receiving Feedback

Alignment

We articulate vision and priorities for the company to our people.

Coaching

  • the vehicle for aligning the organization
  • identify weaknesses and specify 1-3 areas of improvement
  • a coach must actually observe you, directly or indirectly
  • Everyone needs a coach. Your responsibility to find one.

Mentoring

  • outside advice dependent on quality / blind spots of your story telling to them.
  • much less effective.

Review

  • is a verdict - coaching happens during the year.
  • a surprise here will lose trust. coach in advance, to allow them a chance to improve.

Law of Likability

Curiosity - creates connections Ask, elaborate, empower, collaborate

  1. Ask
  • start with an open ended question: "what do you think ____"
  • Listen to get understanding, concern, interpretation, of situation
  1. Elaborate
  • add information, bring them some information back
  • share your perspective
  • elevate the other person

Pause to think about root causes

  1. Empower
  • flex to the employee - get to the point if they are direct.
  • get them to call the next steps as they see it
  1. Collaborate
  • build off their ideas
  • i love that! in addition, maybe....
  • Law of similarity - share a similar experience to build trust - create teachable moment
  • openness fosters teamwork

3 Reaction Triggers

  • truth - wrong/unfair/unhelpful
  • relationship: relationship taints reaction to feedback, good or bad
  • identity: huge variance in peoples sensitivity to feedback

How to Maximize Office Influence

  • Ability to move a persons thinking, actions, decisions toward your business objectives.
  • People don't care what you know, until they know that you care.
  • Everything after the Initial Ask is influencing: followups, etc.

Key Concept #1:

Core Influence Characteristics: 6 categories of personal traits that can enhance or detract your ability to influence.

  1. Personal Attributes: Internal - Confidence, Trustworthiness, Respectful and humble, Optimistic, Open minded - Builds a professional brand of integrity, trust and respect. - Influence, Vision, Motivation, Proactive, Opportunistic - Creates rep as a change agent - Commitment, Flexibility, Determination, Accountability - Helps get the job done

  2. Personal Attributes: External - Social Connections: Delegated authority, Friends, allies, and advisories, and Academic, media, political/industry contacts - Social Activities: Providing thought leadership, Being info gateway, industry/assoc activism - want to be seen as an expert in your industry - Your Actions: Follow-thru, showing you care, using proper body lang, leading by example

  3. Personal Attributes: Soft skills - Your credentials: degrees, certs, types and titles - Your recognition: Awards, major accomplishments - Your knowledge: Prof and personal experience, Learned skills/info

  4. Interpersonal Comm - Emotional intelligence and body language -> Understand others, build relationships - Asking purposeful questions, active listening -> Enhances fact finding, builds interpersonal rapport - Conflict resolution, difficult conversations -> Reduces stress, enhances productivity/teamwork, lowers attrition - Public speaking, Business acumen, Facilitation, Written comms -> Enhances your visibility, influence, and upward mobility

  5. Business Skills - Teambuilding, Running meetings, Building diversity, Vendor management -> Helps build your team - Consultative approach, Negotiation, Strategic planning, Goal setting, Time mgmt -> Maximize personal productivity and effectiveness - Interviewing/Hiring, Mentoring, Staff reviews -> Enhances 1-on-1 staff interaction, which builds loyalty in your team toward you

  6. Resources - Money, equipment, software, location, physical access -> ability to provide resources - Documentation, business process, IP, relevant info -> ability to provide info/expertise - Organizational access, personal connections -> ability to provide business connections

Key Concept #2:

Situational Influence: all influence is situational

  • Ex 1: Project Mgr talking to their team vs their stakeholders

  • Ex 2a: Surgeon talking to patients, vs talking to friends about football

  • Ex 2b: Same surgeon talking to friends, but talking about quarterback vs talking about concussion protocols

  • Evaluate situational influence Per-meeting, Per-person, and Per-topic. Any of these can change it.

  • Influence Power Rating Worksheet