Published on March 20, 2012
What To Say:To Build Relationships Mitchell W. Manning, Sr.
What To Say: To Build Relationships How to use this presentation1. Review the presentation2. List key points and questions3. Discuss with others4. Decide your next steps
Relationship Development Continuous Improvement Design Execute Monitor/ControlDesign – determine what is really importantExecute – translate into learning and doingMonitor/Control – translate into performanceContinuous Improvement – Feedback Loop
Keys to Relationships• Behavioral Skills are the true keys – Presenting Yourself – Managing Information – Presenting Your Ideas – Acquiring and Transferring Knowledge and Skills – Conflict Resolution – Questioning Decisions and Actions
Presenting Yourself• My job is…• This is what I’m good at…• This is how I work best…• These are my values…(I value/believe…)• This is the contribution I plan to make…• These are the results I expect to deliver…• This is how I expect to be held accountable…
Process for Presenting Your SelfWrite your success stories for sharing using this outline... • The situation (or task assignment) • Your observation • Your decision • Your action • The result of your action • How I feel about… • What I learned,,,
Managing Information Become expert at processing information.Question Process to UseWhat’s happening? Situation AppraisalWhat’s wrong? Problem SolvingWhat are the options? Decision MakingWhat can go wrong? Potential Problem AnalysisWhat can be improved? Potential Opportunity Analysis
Managing InformationBecome expert at processing information. Situation Appraisal What’s happening? • Identify Concerns • Set Priority • Plan Next Steps • Plan Involvement
Managing InformationBecome expert at processing information. Problem Analysis What’s Wrong? • Describe Problem • Identify Possible Causes • Evaluate Possible Causes • Confirm True Cause
Managing InformationBecome expert at processing information. Decision Analysis What are the options? • Clarify Purpose • Identify Options • Evaluate Each Option • Assess Risks • Make Decision
Managing Information Become expert at processing information.Potential Problem Analysis What can go wrong? • Identify Potential Problems • Identify Likely Causes • Take Preventive Action • Plan Contingent Action
Managing Information Become expert at processing information.Potential Opportunity Analysis What can be improved? • Identify Potential Opportunity • Identify Likely Causes • Take Promoting Action • Plan Optimizing Action
Presenting Your Ideas Become expert using SOPPADA to present your ideas. Subject – I want to tell you about... Objective – This is why... Present Situation – This is how it is... Proposal – This is how it can be...Advantages (top 3) – These are the benefits...Disadvantages (top 2) – These are negatives... Action – This is how to do it...
Acquiring and TransferringKnowledge and Skills: Tell - • What (in under 30 seconds) • Why (in under 90 seconds) • How (action planning) • Example • Application • Evaluation (project management) • Summary and Next Steps
Addressing Performance Issues: Evaluating Others • Agreement • Plan • Process
Conflict Resolution Process:become expert at observing, orienting, deciding and acting to resolve conflict Observe Act Orient Decide
The Origin of ConflictIdentify the origin of conflict before attempting to resolve. FactsMethods Values Objectives
Behavioral Choices for Conflict Learn to use the best choice to resolve conflict. ConfrontCompete Collaborate Avoid
Work Behavior Conflict Learn to address the origin of work conflict. HighLow Shared Goals and Sense of Control and Values High Accountability Low
Stakeholder Conflict Company & Shareholders - Profitability - Growth - Reputation Individuals - TrustEmployee Groups - Security-Equity Balance - Fairness-Consistency Synergy - Recognition-Teamwork and Collaboration Leverage - Contribution - Growth - Pay & Benefits Customers - Price/ Value - Service - New Products - Quality
Conflicts from the Hierarchy of Decision-Making Executive •Direction •Goals •Critical/Sensitive Management •Systems and Processes •Major Impact/ Buy-In Individual Employees •Functions and Tasks •Routine/ Operational
Conflict InterventionMeet with the stakeholder Describe what they did Tell them why it is important Ask them how they feel Ask them what they will do differently Confirm their commitment to change Agree on a schedule for follow-up Thank them for their commitment
Conflict Prevention Share thoughts, feelings, and rationale Maintain and enhance self-esteem Listen and respond with empathy Clarify and Agree to Next Actions
Questioning Decisions and Actions1. Why are you doing this? making this commitment?2. What are your objectives and desired outcomes? intentions?3. How will you know it has been successful?4. What have you done to prepare?5. What can happen? worst case/best case/most likely case?6. How do you plan to make it work? keep it working?7. How important is it to you to be successful?
Things you can shareand learn to build relationships: Interests Skills/Abilities Values Personality attributes Desired lifestyle Needs & wants Experiences Vocation
Professionalism and Relations:Let professionalism be your calling card and signature. • Decide what it means to you • Examples of professional behavior – Arrive at work on time – Dress appropriately – Stay current in the field – Accept responsibility for mistakes – Complete tasks on time – Respect organizational norms – Keep personal business out of the office – Avoid gossip and the grapevine
ConclusionI hope you can put What to Say to immediate useto build relationships. Hopefully, my thoughts, andyour attention, have stimulated your thinking,confirmed your experiences, and given you newideas for building important relationships.Best Wishes,Mitch Manning Sr.firstname.lastname@example.org
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