Professional Documents
Culture Documents
Stew Friedman
The Wharton School
University of Pennsylvania
Challenge
Assessment Support
Performance Capacity
+
Leadership is required
to perform in ways
that build future
performance capacity.
- +
Performance
-
Performance Capacity
+
Positive
failure
- +
Performance
Negative
success
-
Overall goal – make a difference!
A leader’s success depends on authenticity, integrity,
and creativity in achieving results that matter.
Program goal: increase your capacity to lead.
Leaders invent themselves by developing character
and articulating vision.
Program goal: Clarify and passionately articulate your
vision and take self/others to next level of
development.
Leaders create change, initiate innovation.
Program goal: inspire commitment and improve
performance by learning how to continually experiment
in organizational and other life settings.
Benefits
Benefits
to
to Person
Business
Business Personal
• Operational excellence • Fewer conflict-ridden tradeoffs
• Productivity gains • Greater sense of control
• Greater focus on results • More energy for work
• Greater commitment to • More satisfied with personal
organization goals growth
• Increased attraction and • More satisfied with job/career
retention of talent • Perform better as parents
• Shareholder value
– Cost reduction: $1.5M
– Cost avoidance: $4.3M
– New revenue: $0.7M
– Productivity increase: $0.5M
• Improved customer relationships
• Transformed culture and skills
– new mind set about how work is, and can be,
done
– new skill set for how to redesign work
Work/Career % % 1 2 3 4 5 6 7 8 9 10
Home/Family % % 1 2 3 4 5 6 7 8 9 10
Community/Society % % 1 2 3 4 5 6 7 8 9 10
Self : spirituality, emotional
and physical health, % % 1 2 3 4 5 6 7 8 9 10
relaxation
100 % 100%
Create
alignment
for better
results.
Physical map:
segmented
domains
Mental map:
compatible domains
I am only
meeting half
Stakeholder expectations of you
of my wife’s
expectations
K
M
R
E
O
1
Outer circle lines W
represent how well 10 Our
they are meeting your
expectations example
1
Inner circle lines
represent how well
you are meeting their
expectations
N MM
CO
ITY U
L F
SE
Coaching exchange on
stakeholder expectations
• Stakeholder charts • Stakeholder Map
– What are the main things my – In which domain are you doing best
stakeholders want from me? in meeting expectations?
– How are these expectations – Where are you doing worst? Is the
compatible with each other? solution with you? Them?
– Where do they conflict? – Which relationships would be
– What are the main things you easiest to change? Hardest?
really want and need from – How improve performance in one
your key stakeholders? domain by improving performance
– How compatible are my in other domains at the same time?
expectations for them with – Which domains should you focus on
what they expect of me? first, given the value to you?
– Do expectations fit vision? – How improve satisfaction?
– Concerns about dialogues?
Experiment with leadership tools
• Dialogues with key stakeholders
– clarify and negotiate expectations
– increase focus on results that matter in all domains
– mobilize support for your vision and valued goals
– explore how to meet expectations in new ways
• Further leadership actions in all domains
– delegate more effectively
– cultivate trust and networks of support
– courageously drive change, influencing with integrity
– innovate to leverage synergies across all domains
Goals for stakeholder dialogues:
clarify expectations
• Confirm/validate your perceptions
– Clarify further – ask questions
– What do they need?
– What do you need?
– What can you do better?
– Listen actively – restate in your own words
• See things from their perspective
– Don’t blame them
– Be sensitive to their feelings and acknowledge them
– Distinguish your fears from their intent
• Focus on performance and results that matter
• Mobilize support for your vision, values
Goals for stakeholder dialogues:
reframe/negotiate expectations
• Find synergies in compatible interests
• Probe for potential alignment with your vision,
values, and your initial ideas for innovation
• Distinguish positions from interests
– Search for basic need underlying interests
– Ask “why” and “why not?”
– Recognize there might be multiple interests
– Look forward not back
– Be concrete – make a list
• Be open to possibilities, change in your expectations
• Explore how to meet expectations in ways that
better fit your life – leadership/communication tools
Negotiation basics
• “An interactive communication process that
may take place whenever we want something
from someone else or another person wants
something from us”
• Universal reciprocity norms
• Each negotiation is different
• Prepare, exchange info, bargain, commit
• Take people as you find them
Effectiveness as a negotiator
• Willingness to prepare – assess, analyze
• High expectations
– your vision, values
– appeal to fair standards – results that matter
• Patience to listen – creative options
• Commitment to personal integrity
– be reliable
– build the relationships
The relationship factor
• Credibility through networks – social capital
• Build working relationships with small steps:
gifts, favors, disclosures, concessions
• Avoid reciprocity traps
– Don’t trust too quickly – take turns
– Don’t let them make you feel guilty
• Always follow the rule of reciprocity
– Be reliable and trustworthy
– Be fair to those who are fair to you
– Let them know if you’re being treated unfairly
Shared interests
“the elixir of negotiation”
• Discover the other party’s goals
– Beware partisan perceptions, restricted view of
possibilities
– Tendency to be competitive – instead, expand the pie
– Don’t’ fail to identify their interests – relentless
curiosity about what motivates them
• Planning
– Look for common ground – compatibility within and
across domains
– Why might they say “no?”
– Search for low-cost solutions to their problems that
advance your goals
The other party’s interests:
role reversal exercise
• Get inside their heads
– Identify obstacles to innovation
– Understand their core interests to align better with
yours
• Exercise
– Pretend you are 1 of your stakeholders
– Coach (colleague, friend) pretends to be you
– Set the stage – you sit in stakeholder’s chair
– How might it serve my interests to have new/different
expectations of him/her or to provide support?
– Write reasons why stakeholder should support you
– Debrief: what learned about stakeholder’s interests?
More tips for stakeholder
dialogues
• Make it as natural as possible, for you and for them
– Consider their preferences for how to communicate
– Get their full attention
• Put mutual benefits first – “we not me”
– start with what they will gain from dialogue and possible
innovation
– share your vision and values
– explain reasons for the dialogue and what you are aiming to do to
improve performance and results
– try making an exchange; if you are asking for something, then
offer something in return they might appreciate
• Use this as an opportunity to try new methods to improve
• Rely on any proven track record if you can -- with
resistant stakeholders – and recount success stories
Stakeholder
dialogues provide
an opportunity to
build trust and gain
support
Experiment with
communications tools
Your use of different media for each domain
Work:
Home:
Community:
Self:
Alignment among domains:
Innovative action for better performance
Thank you!
friedman@wharton.upenn.edu
© 2003 Stewart D.Friedman