1. SIMposium 2014 Leading Through Adversity Kit Welchlin www.welchlin.com Leading Through Adversity Kit Welchlin www.welchlin.com

2. The Communication Model Message Self Other Party Feedback

3. People who lack strong relationships have two to three times the risk of early death, regardless of whether they smoke, drink alcoholic beverages, or exercise regularly. People who lack strong relationships have two to three times the risk of early death, regardless of whether they smoke, drink alcoholic beverages, or exercise regularly.

4. The Five Laws of Communication Law #1: Communication is a Process Consistently: Appear Warm & Friendly Express Intentions and Motives Demonstrate Trustworthiness Be an Information Source Develop Relevant Expertise Project Dynamism Law #1: Communication is a Process Consistently: Appear Warm & Friendly Express Intentions and Motives Demonstrate Trustworthiness Be an Information Source Develop Relevant Expertise Project Dynamism

5. The Five Laws of Communication Law #2: Communication is Complex 6 Perceptions: Who I think I am Who I believe you think I am And really who you think I am Who you think you are Who you believe I think you are And really who I think you are Law #2: Communication is Complex 6 Perceptions: Who I think I am Who I believe you think I am And really who you think I am Who you think you are Who you believe I think you are And really who I think you are

6. It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable. That’s less time than it takes to form a rational thought. It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable. That’s less time than it takes to form a rational thought.

7. The Five Laws of Communication Law #3: Messages Not Meanings are Communicated Accuracy / Simplicity / Coherence Language Intensity / Appropriateness StatementPurpose ExplanationPicture ExamplesPlan RestatementPart they Play Law #3: Messages Not Meanings are Communicated Accuracy / Simplicity / Coherence Language Intensity / Appropriateness StatementPurpose ExplanationPicture ExamplesPlan RestatementPart they Play

8. The Five Laws of Communication Law #4: One Cannot Not Communicate No matter what you say or don’t say It’s also what you say and how you say it S T A B L E Law #4: One Cannot Not Communicate No matter what you say or don’t say It’s also what you say and how you say it S T A B L E

9. The Five Laws of Communication Law #5: Two Elements: Content & Relationship Tailor the content to fit relationship What’s important to them? Law #5: Two Elements: Content & Relationship Tailor the content to fit relationship What’s important to them?

10. The Situational Leader Leadership - any attempt to influence the behavior of another individual or group Management - working with and through others to accomplish organizational goals Leadership - any attempt to influence the behavior of another individual or group Management - working with and through others to accomplish organizational goals

11. The Situational Leader Three Skills to Long-Term Effectiveness Understanding Predicting Directing - Changing - Controlling Three Skills to Long-Term Effectiveness Understanding Predicting Directing - Changing - Controlling

12. The Situational Leader Leadership Style Autocratic (Task Behavior) Democratic (Relationship Behavior) Leadership Style Autocratic (Task Behavior) Democratic (Relationship Behavior)

13. The Situational Leader Leadership Styles 1. High Task and Low Relationship 2. High Task and High Relationship 3. High Relationship and Low Task 4. Low Relationship and Low Task Leadership Styles 1. High Task and Low Relationship 2. High Task and High Relationship 3. High Relationship and Low Task 4. Low Relationship and Low Task

14. What Happens When a Person’s Intent is not Met? Get “It” Done - Controlling Get “It” Right - Perfectionistic Get Along - Approval Seeking Get Appreciation - Attention Getting Get “It” Done - Controlling Get “It” Right - Perfectionistic Get Along - Approval Seeking Get Appreciation - Attention Getting

15. What Could You Say So They Know: You’re Going to Get It Done You’re Going to Get It Right You’re Getting Along You Appreciate Them You’re Going to Get It Done You’re Going to Get It Right You’re Getting Along You Appreciate Them

16. Four Competencies of an Effective Manager Conceptual Skills Human Skills Technical Skills Political Skills Conceptual Skills Human Skills Technical Skills Political Skills

17. Fourteen Characteristics of Effective Listening 1.Be Motivated 2.Make Eye contact 3.Show Interest 4.Avoid Distracting Actions 5.Demonstrate Empathy 6.Take in the Whole picture 7.Ask Questions 1.Be Motivated 2.Make Eye contact 3.Show Interest 4.Avoid Distracting Actions 5.Demonstrate Empathy 6.Take in the Whole picture 7.Ask Questions

18. Fourteen Characteristics of Effective Listening 8.Paraphrase 9.Don’t Interrupt 10.Interpret/Integrate what is being said 11.Don’t Overreact 12.Confront your Biases 13.Make smooth Transitions 14.Be Natural 8.Paraphrase 9.Don’t Interrupt 10.Interpret/Integrate what is being said 11.Don’t Overreact 12.Confront your Biases 13.Make smooth Transitions 14.Be Natural

19. Five Rules of Setting Effective Goals Specific Measurable Action-oriented Realistic Timely Specific Measurable Action-oriented Realistic Timely

20. Set Goals that Get Results 1.Specify the general Objectives or Tasks 2.Specify how performance will be Measured 3.Specify the Standard or Target 4.Specify the Time Span 5.Prioritize goals 6.Rate Goals: Difficulty and Importance 7.Determine Coordination Requirements 1.Specify the general Objectives or Tasks 2.Specify how performance will be Measured 3.Specify the Standard or Target 4.Specify the Time Span 5.Prioritize goals 6.Rate Goals: Difficulty and Importance 7.Determine Coordination Requirements

21. Provide Feedback 1.Focus on Specific Behavior 2.Keep It Impersonal 3.Keep it Goal-Oriented 4.Make It Well-Timed 5.Ensure Understanding 6.Make Sure the Behavior is Controllable 7.Tailor the Feedback to Fit the Person 1.Focus on Specific Behavior 2.Keep It Impersonal 3.Keep it Goal-Oriented 4.Make It Well-Timed 5.Ensure Understanding 6.Make Sure the Behavior is Controllable 7.Tailor the Feedback to Fit the Person

22. Six Skills of an Effective Delegator 1.Clarify the assignment 2.Specify range of Authority 3.Allow coworker to Participate 4.Inform Others that delegation occurred 5.Establish feedback Controls 6.When problems: insist on Recommendations 1.Clarify the assignment 2.Specify range of Authority 3.Allow coworker to Participate 4.Inform Others that delegation occurred 5.Establish feedback Controls 6.When problems: insist on Recommendations

23. Persuasion 1.Attention 2.Need or Problem 3.Satisfaction or Solution 4.Visualize: neg. consequences / pos. benefits 5.Call to action 1.Attention 2.Need or Problem 3.Satisfaction or Solution 4.Visualize: neg. consequences / pos. benefits 5.Call to action

24. General Guidelines to Politicking 1.Frame arguments in the Organization’s Goals 2.Develop the right Image 3.Gain control of organizational Resources 4.Make yourself appear Indispensable 5.Be Visible 6.Get Mentors 7.Develop Allies 8.Avoid “Tainted” employees 9.Support your Boss 1.Frame arguments in the Organization’s Goals 2.Develop the right Image 3.Gain control of organizational Resources 4.Make yourself appear Indispensable 5.Be Visible 6.Get Mentors 7.Develop Allies 8.Avoid “Tainted” employees 9.Support your Boss

25. Twelve Tips on Running Effective Meetings 1.Prepare Agenda 2.Distribute in Advance 3.Consult with participants 4.Get them to Read 5.Establish specific Time parameters 6.Maintain Focused discussion 7.Encourage Problem-Solving 8.Encourage participation of All members 9.Encourage the Clash of ideas 10.Exhibit Listening skills 11.Proper Closure 1.Prepare Agenda 2.Distribute in Advance 3.Consult with participants 4.Get them to Read 5.Establish specific Time parameters 6.Maintain Focused discussion 7.Encourage Problem-Solving 8.Encourage participation of All members 9.Encourage the Clash of ideas 10.Exhibit Listening skills 11.Proper Closure

26. Conflict Resolution and Negotiation Skills 1.Warm and Cooperative tone of voice 2.Give the Reason first 3.Don’t Bargain over Positions 4.Focus on Interests not positions 5.Separate People from the Problem 6.Invent Options for mutual gain 7.Use Objective criteria 1.Warm and Cooperative tone of voice 2.Give the Reason first 3.Don’t Bargain over Positions 4.Focus on Interests not positions 5.Separate People from the Problem 6.Invent Options for mutual gain 7.Use Objective criteria

27. In one minute I can change my attitude and in that minute change my entire day. If I was an actor, I would get paid to play a role. At work I get paid to play a role.