Leading Change / Prioritization and Decision-Making
Optimizing Talent
100
Act like an owner: be confident, take pride in your work, apply learning, act with a sense of urgency on things that advance our enterprise priorities, surpass the competition
What is Accountable
100
Requires mutual engagement and interdependency from all parties
What is Collaboration
100
The place where synergy begins in crucial conversations; required to ensure candor and safety
What is the pool of shared meaning
100
Denial, Shock, Fear, Frustration, Stress, Creativity, Acceptance, Hope, and Enthusiasm
What is the predictable response to change
100
Driving a high performance culture; Driving accountability through effective performance management and results through employee development
What is Optimizing Talent 3 areas of focus
200
Raise expectations of self and others: broaden and deepen industry and technical skills, use good judgment, take prudent risks, learn from mistakes
What is Continuously Learning
200
”Not invented here” and “hoarding”
What are motivational barriers to Collaboration
200
The final step that should be part of all crucial conversations.
What is Move to Action
200
Acknowledge your feeling about the change; Get involved; Focus on what you can control; Be willing to adapt and be flexible
What are techniques for managing your person reaction to change
200
Hold team accountable for achieving goals; Provide quality coaching and feedback to team; Drive opportunities to enhance enterprise contributions
What is the Managers role
300
Solve problems creatively: challenge the status quo, use your imagination, value diverse ideas, embrace change, offer more benefits than the competition
What is Innovation
300
Allows for more flexibility
What is an advantage of matrix environment
300
Physical signs like nervous stomach, sweaty palms; or when parties defer to silence or violence in a conversation
What are signs that safety is at risk
300
Communicate rationale for the change; Acknowledge their feelings and opinions; Encourage participation; Communicate the need for flexibility; Don’t make promises
What are the techniques for managing your team’s reaction to change
300
Present the Facts in Discussion with Employee; Offer constructive feedback; Select Clear Goals and Expectations; Discuss Progress Regularly; Assess the situation
What is Coaching for Success
400
Builds a competitively superior organization by attracting, developing and retaining the talent we need to win
What is Capacity to Lead
400
Communicate consistent, simple messages; strive for alignment with all; and develop relationships with all
What is successful management in a matrix environment
400
Five skills that make up the acronym STATE
What are Share your facts; Tell your story, Ask for others' paths, Talk tentatively, Encourage testing
400
What is Important is seldom urgent and what is urgent is seldom important
What is Prioritization
400
Maiden name; How long have you lived at your current address; Where were you born; How old are you? Date of high school graduation; Any medical information; Do you own a car; Marital status; do you have children
What are topics to avoid in an interview
500
Builds a competitively superior organization by attracting, developing and retaining the talent we need to win
Helps with staying in dialogue when you are angry, scared, hurt or emotions are out of control
What is Master My Story
500
Explain the concept; Show an example; Emphasize the priorities can change; Recognize where you have to step in; Validate urgent vs. important
What is how to coach on prioritization
500
Company vision; impact on future; experiment and take risks; varied career path; work-life flexibility; leadership and collaboration; career development; company stability; total compensation package
What are talent hierarchy of needs for High Potentials