Role of Leadership Activity Self Reflections Please complete the following Self Reflection questions: 1. What was easier for you, leading or being led? 2. What did it feel like to be led blindfolded? 3. What was easy in this activity? Be Specific with thoughts and feelings. 4. What was a challenge in this activity? Be Specific with thoughts and feelings. 5. What did you learn about your role as a leader? 1
Sabre Values Self Reflection Activity 2
Sabre Values Best Practices Please capture Best Practices for demonstrating the Sabre Values at work: External Focus Integrity Ownership of Results Creativity and Innovation Collaboration and Teamwork 3
Sabre Values Best Practices Capture one or two personal development actions you will take in your two areas of greatest need for development. Value Actions Creativity and Innovation External Focus Integrity Collaboration and Teamwork Ownership of Results 4
Myers Briggs Self-Assessment Worksheet 5
MBTI Self Reflections My MBTI Type is List 5 Phrases you highlighted from your report 1. 2. 3. 4. 5. Identify 3 Items about communication with your type 1. 2. 3. Identify 3 items regarding your type and managing conflict 1. 2. 3. Identify 3 items regarding your type and making decisions 1. 2. 3. Identify 3 items regarding your type and managing change 1. 2. 3. 6
Coaching Self-Assessment Please rate yourself on a scale of 1 5 for each statement Never Almost Never Sometimes Almost Always Always Prepares I take time to prepare my thoughts and relevant information before initiating a coaching conversation I know which behaviors I want to reinforce with my direct report before conducting a coaching conversation with her or him I know what behaviors I want my direct report to change before conducting a coaching conversation with him or her Develops Trustworthiness I am able to quickly gain trust and establish a comfortable rapport with people I maintain confidentiality especially regarding employee s behaviors and coaching discussions 7
Demonstrates Effective Listening I attempt to truly understand the other person s point of view I use reflective listening to confirm my understanding I listen without inserting my own opinions, judgments or preconceived notions I notice non-verbal cues, body language and underlying emotions I can gauge the overall feel or temperature of a conversation Asks Powerful Questions I encourage the employee to discover the answers him or herself instead of providing my solutions I am have the ability to ask powerful, open-ended questions that get people to share their true challenges, fears, concerns, and obstacles 8
I ask probing follow-up questions rather than taking the first answer I m given. 1 2 3 4 Provides Effective Feedback I am able to provide targeted, specific feedback during coaching sessions When giving feedback, I describe the impact of the behavior on others When I provide employees with feedback, the feedback is understood Supports Development and Planning Once all options are explored to leverage strengths or improve, I encourage the employee to commit to a specific course of action I provide assistance and support as appropriate to help the employee reach his or her goals People leave a coaching session with me feeling encouraged, refocused, and committed to their personal development plan. 9
Self Development Plan For those areas where you scored yourself as a 3 or lower, what are some actions you could take to improve your coaching skills? For those areas where you scored yourself most favorably, how can you leverage these strengths to improve your coaching relationships? 10
Masterful Coaching Skills Coaching Preparation Worksheet Before After During 11
Identifying the Coaching Opportunity: Is there an opportunity to... Help someone gain insight into a situation? Help someone make a decision or solve a problem? Support someone s career development or goal setting? Provide someone reinforcing or developmental feedback? Summary of the opportunity: 12
Preparing for the Coaching Opportunity Prior to conducting the coaching conversation, consider the following questions: 1. What is the primary reason for coaching this employee? (Address one situation at a time) 2. What is the desired outcome/goal of the coaching? What should they understand or take away? 3. What are the specific examples you to include or refer to in the conversation (behaviors observed, etc.)? 4. What is/are the impact(s) of the behavior(s) you have observed? 5. What is the employee s mindset what is his or her awareness of the situation and/or issue? 6. What do you know about their preferred communication style? 7. How will you introduce the purpose of the coaching session? 8. How much time will be dedicated to this coaching session? 9. Where will the coaching conversation be held? 10. What communication will be provided prior to the session? 11. How will you document the results of the session and any follow-up? 12. What are your expectations regarding timelines for completion/improvement? 13
Part 1 - Conducting the Coaching Conversation: Asking Powerful Questions Guide the employee through the conversation by asking powerful questions. On the next few lines, prepare questions that would be appropriate to ask: 14
Part 2: Conducting the Coaching Conversation: SBI Feedback During your coaching session, there may be an opportunity to provide reinforcing or developmental feedback to the employee. When appropriate, encourage the employee to provide self-feedback (what went well, what he/she would do differently) before sharing your feedback. REINFORCING FEEDBACK Standard: What was the expectation/requirement/goal? Behavior: What specific behaviors have you observed? (I saw...) Impact: What was the impact of the behavior? (As a result...) DEVELOPMENTAL FEEDBACK Standard: What was the expectation/requirement/goal? Behavior: What specific behaviors have you observed? (I saw...) Impact: What was the impact of the behavior? (As a result...) Note your specific examples below: 15
Following-Up: Preparing SMART Goals Following the coaching session, what actions will the employee need to take? What actions will you need to take? An action plan can be created during the coaching conversation and then used in follow-up sessions. Specific Measurable Actionable Results-oriented Time-bound To Do (Employee) To Do (Coach) By When Comments 16
GRPI Team Assessment Tool 17
Handling Conflict Scenarios Scenario #1: You are the manager of a team with five direct reports. Right now you are all in a meeting together to discuss customer service levels and develop action plans to address issues. As you begin the meeting, you notice that one of your team members, Aimee, is whispering to the person beside her, Rob. They both look at Barry the newest member of your team as they do this. Barry notices their behavior and appears upset. Aimee and Rob do not look happy either. It is obvious to everyone that something has happened and all three of them are distracted by it. You need the team to work together and make decisions in this meeting. What do you do as the leader? Scenario #2: You are the new leader of a national Sales team. You just got off a conference call where your Regional Sales Managers were providing each other with customer updates. Your phone rings immediately and it is John, one of your top Regional Sales Managers. John is very angry because one of the customers mentioned on the call (by his peer) has their headquarters in John s region -- he doesn t think his team mate should be calling on them. John indicates that this has happened before and he is, very concerned because the previous leader let them get away with it and my region ended up missing out on over $1 Million in business last year. How do you help resolve this? Scenario #3: You are leading a project team of five in your new role. Hector has been part of this team for two years and has the most experience with the project. You were on your way to check with another team member regarding a project milestone issue yesterday, when you noticed Hector arguing with Briana, another member of your team. Briana is the newest member of the team and has proven to have excellent technical skills. Hector appeared to be yelling at Briana about a project report that was completed last week. The report was ultimately completed on time and was well written, but it came right down to the last minute. You overheard Hector tell Briana I don t want to have to worry about a deadline like that again; we all have to do a better job around here. Maybe I could have a life if everyone just did what they were supposed to do and stopped finishing everything at the absolute last minute. Briana responded, Everything would be fine if you just let us do our jobs without trying to micromanage everything. At that point, Hector and Briana noticed you and the argument ended. How should you as the leader handle this? 18