1. Wednesday Distinguished Leadership Lecture
October 3 from 2:30 – 3:30 in the Atrium
Groups / Course Projects
Listening
Bratton

2. Leadership is About Listening Active Listening Exercise
Speaker
Active Listener
Discussant
Groups of three
Speaker, Listener, Discussant
Speaker discuss anything of interest
Listener listens using effective listening techniques
Following, feedback is given to listener by the Discussant
Rotate roles

3. Active Listening ... Bridging - yes, go on… nodding
Restating - So what you mean by that is that Niagara is the best place in the world.
Paraphrasing - So, one reasons is because Niagara is close to TO and Buffalo.
Inviting clarification - Could you expand a little more on your point that Niagara is the best place to live?

4. Topics – anything you want
Something about life in the Niagara region
A Piece of History
A difficult employee
Sports
A pet-peeve
The Future
Life in general

5. Which one were you most effective at using?
Bridging - yes, go on… nodding
Restating - So what you mean by that is that Niagara is the best place in the world.
Paraphrasing - So, one of the reasons is that we are close to TO and Buffalo.
Inviting clarification - Could you expand a little more on your point that Niagara is the best place to live?
Other …
Reflect feelings - give a person feedback on the emotions they are expressing – You sound excited about this possibility
Give emotional support – Oh, poor you.

6. Giving Feedback Specific Descriptive Provide PEP
Communication
Giving Feedback
Specific
Descriptive
Provide PEP
Praise, Evaluation, Praise
Own and Employees View
Direct it towards Behavior that can be changed
Well timed
Clearly understood
Commitment to Change (if needed)

7. Tipping Point Leadership
Big Message
Interesting idea (story)
“Wonder” moment
LLL

9. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Bill Bratton – Police Leader
Cognitive Hurdle
Get people to agree on current problem (face-to-face with problems)
Bratton began requiring that all transit police officials-beginning with himself-ride the subway to work, to meetings, and at night
Resource Hurdle
Focus on “hot spots” and bargain with partner organizations (concentrate resources)
de-emphasizing or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."

10. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Motivational Hurdle
Put the stage lights on and frame the challenge to match organizations values
Bratton had selected precinct commanders called before a panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough.
Political Hurdle
Identify and silence internal opponents and isolate external ones
Bratton's alliance with the mayor's office and the New York Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.

11. Let’s tackle a problem
Anyone have a real world problem that we can solve?
Use the four perspectives to do so.
Cognitive (agree on problem), Resource (hot spots), Motivational (values), Political (activate/silence)
Focus on the problem from a Niagara perspective.

12. Group time
Work on your projects.

13. Next Day Chapter 4 – Set the Example
Think about a time when some one did not live up to their promise – what happened?