Building powerful people

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  • Building Powerful PeopleLookFeelSound

    *Break into two groups brain storm how powerful people look, sound and feel

  • Powerful PeoplePurposeEnergyStructureChange OrientationIndividual PresenceEnablementConsiderationWarmth

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    This has come from psychometric tests in what makes great leaders and networkers. Get delegates to rate themselves out of 10 and once they have done this work in pairs to discuss how they can or will get more of this into the Power Person mindset.

    PurposeHave focus and a sense of purpose

    EnergyA focused high level of energy

    StructurePutting structure and organisation

    Change OrientationFlexible and adaptable in attitudes and behaviours

    Individual PresenceWell developed personal impact

    EnablementEncouraging and supporting all those that they interact with (empowering other people to work with them)

    ConsiderationThey have consideration for all those that they work with and are always fair and caring

    WarmthA warm and open communicator friendly and encouraging others to engage with them

  • The Mindset of The Powerful Auditor

    Are Powerful People Born or are they Made?

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    Introduction to left/right brain functions

  • The Mindset of the Powerful Auditor

    *Emotional Intelligence is a general term underlying effective performance. It involves the ability to understand one's own emotions and feelings and to harness them in support of activities such as thinking, decision making, and communication. People who are "emotionally intelligent" know how to control their emotions and feelings for their own benefit and the benefit of others.

    Self-awareness measures an individual's understanding of his or her strengths and weaknesses coupled with drive to improve them. High scorers try to identify what they are good at and the areas where they need to try and improve. They ask for feedback and try to learn from experience.

    Intuition involves using instincts, hunches, and feelings along with facts to guide decisions. High scorers are able to use all these sources of information when making decisions.

    Emotions ( Self Regulation)measures the ability to recognize and understand one's feelings and emotions and to manage their impact on other people. High scorers recognize their mood states and how they can affect their behavior.

    Motivation (Direction)taps into achievement striving, energy, initiative and persistence. High scorers are driven to achieve for the sake of achievement.

    Empathy measures the ability to take an interest in people and to actively listen to their views, problems and concerns. High scorers have a democratic/participative style. They take a close interest in those they work with and their customers. They make time for people and listen to their views and concerns. They understand the importance of involving people to get their commitment.

    Social Skills ( relationship Management) involves the ability to build relationships and communicate effectively with others. High scorers are skilled at communicating and pulling people together. They lead groups and teams well and enjoy social situations.

    Team Roles and Profile - Effective teamwork depends on team members adjusting to the expertise and capabilities of others. Personality factors enable people to fulfill some team roles and limit their ability to play others.

  • The Mindset of the Powerful Auditor Legitimate Coercive Reward

    Goodwill Expert Information Connection

    Positional PowerPersonal Power

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    This piece is about the abuse/misuse of power - get delegates to stand up and do it something stupid then show that I do it cause I can..

    People can misuse positional power because it is an easy/lazy way of operating.Legitimate its the because they can use of power. They can dress up unreasonable demands as being legitimate because they are the boss. their mind set it my way or the highway

    Coercive They can put undue pressure to get their team to achieve something because of some kind of threat of the consequences if it is not achieved. I would not want to be in your shoes if we do not get this done

    Reward is the other side of that an example could be If you want that promotion in order to again ask for something unreasonable. They can be a bit minupulating..

    When we explore personal power

    It is based on strong healthy working relationships. Building goodwill be being fair, flexible, caring, interested etc.Personal power is based upon developing your specialist knowledge to be recognised as an expert and constantly developing more knowledge/skills. And being generous in sharing that knowledge

    To be a source of information for others, people look at you as a consultant you may not have all of the answers but you know where to redirect them or how to get the information for them.

    Connection is all about networking.

    What are the characteristics of a good networker .explore

  • Your Personal Power Living Brand The Bridge 3 of 3 Create 3 Brand Words

    Outline 3 actions to bring these words ALIVE

    * This is personal reflection time get delegates to outline 7 key strengths that make up their personal brand. Then outline 7 key areas that they could would consider development areas..

    You should see some

  • Meeting Masters

    Becoming a Tri-Communicator

    Visual AuditoryKinaesthetic

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    Have the three connect in someway lets discuss if you need to..

  • Exercise In pairs:Each person is to come up with the last three major purchases they have made. If possible make one of these a service. Looking at the VKA (Visual, Auditory, Kinaesthetic) what attracted you to the product.Now take a few of your recent clients and the interaction you had with them. Knowing them the way you do now what is the best approach to ensure that they respond? What was it about them that helped draw you to this conclusion?

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  • Types of Personality

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  • Performer, Connector, ThinkerStrengths/Attributes Energetic, friendly, outgoing, entertaining, fun, charismatic, etcWeaknesses: - Poor listeners, impatient, low attention span, The Customer Experience: - Fun, gets to know them, good rapport, gets entertained, talking to a mate etc.

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  • Performer, Connector, ThinkerStrengths/Attributes Rapport building, listening skills, getting quickly to the heart of a business, empathy and genuine interestWeaknesses: meeting can overrun lack of structure and may get a little too personalThe Customer Experience: - Great rapport, feels valued, understood and cared about

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  • Performer, Connector, ThinkerStrengths/Attributes Problem-solver, methodical, systematic, great at solving the issue right first time etcWeaknesses: Voice can sound flat/monotone, dry, lack of rapport and genuine interest in the customer etc.The Customer Experience: I dont feel like a person more like an object or number! I feel disengaged due to lack of empathy and support

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  • Exercise FiveIn groups of three or four it is your chance to become one of the three. First in your group your task will be to set out your case why you specific type is the best communication style.

    Following this and in a clockwise motion each group is to visit the other teams and critique why that communication style would not work for them.

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  • Research into what makes a great experience in a meeting top three answers.The person was relaxed, fun and was a real person.The person made me feel valued and honestly cared about my situation. The person was fast, efficient and got straight to the point.

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  • INVESTORS CLUBTHE

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  • What are your clients saying....You are increasing your pricing, so why do we have to pay for your mistakes?We are paying for all your elaborate entertainment, sponsorship and bad lending - this is not right so what are you going to do about it?We had to bail you out...so where is the support for the SME market?How can you justify the fee rising to X?RBS is in a mess - why should I be banking with you?

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  • Exercise TwoIn pairs discuss:

    What have your clients been saying in the current climate? Positive and Negative

    Come up with a list of three or four negative comments you have received towards you or the audit function?

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  • WHAT DO YOU SAY NEXT ! ! ! !

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  • Past ReactiveProblemFuture Proactive SolutionMeeting Masters

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  • The consultant auditor = Wants x Needs x SupportThe 80 / 20 RuleThe Consultant AuditorWhat do others want?What do others need?How can I support them?The Consultant Auditor

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    Break into groups and discuss

  • Rules of EngagementThe Consultative Audit What does the person you are meeting want to get out of the audit?Understanding the role of expectations linesWhat will they need to do in order to achieve that?How can you support them on that journey?

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    Convert to master

  • The Conversation Cycle

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    discuss

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  • Closed QuestionThe Audit Trail Effective QuestionsOpen QuestionTEDHypothetical / ReflectiveQuestionClosed QuestionOpen QuestionTEDHypothetical / ReflectiveQuestion

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    Before this discuss the conversation Cycle

    We know realise we need to find out more and ask questions..but what questions do we use and how.

    Run through theory and ask them to call out examples of good open questions for each of the following:

    1st meetingWhen more detail is requiredWhen clarification is needed

    Open Question are great for bigger picture then you can us Probing using