Training Techniques Training - Day 1 Learning Principles

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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
Training Techniques Training – Session 1
Jocelyne Rasé
Principles of Learning & Introduction
November 2013

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The learning curve

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Learning is a process

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One single subject

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People Retention

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Outcome for this week

• Make a 10 min presentation on a topic of your choice
related to Strategic Management
• Preferably a presentation you can actually make in your
department to explain what SM is
• You can work individually or as a group, as long as everyone
presents for 10 min
• You can pick one of the 5 topics identified in mod I

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5 topics identified

1. How to get engagement and support from the under secretary of
your institution? What actions would take? How would you do it?

2. How to make more coherent the various SM documents. Which
ones? and how?
3. Choose 3 strategic areas relevant to your institutions and define the
main priorities and the KPIs – Key Performance Indicators - for each
of them
4. What measures would you take to improve the SM capacity in your
institution?
5. How would you ensure that there are more incentives to comply with
the SM measures?

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Making a Presentation

• It is your chance to show Leadership
• Be the center of attention – do not hide or apologise!!!

• Make eye contact with everyone BEFORE you start
• Demand attention - never start talking until you have
complete silence
• Move around - Own the space - This is your show!!!!

• Address the people who are distracted or distracting

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Assess your audience

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Evaluating existing competences
+ Gap analysis

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Awareness

Desire
Knowledge
Ability

Reinforcement

Assessing blocking factors
Do they know that they need to change?

Do they want to change? What is in it for them?
What are the consequences for them of not changing?
Do they have the required knowledge? How can they acquire tit?
Are they able to apply skills and knowledge?
Is coaching/support required?
What happens when they do (or do not) display required
behaviour or way of working?
Is there positive reinforcement when they do?
Are there negative consequences when they do not
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Developing competences
Do they know how do it?

SKILLS
•
•
•
•

KNOWLEDGE

Technical Mastery
Training - Support
Results Orientation
Strategic Judgment: working
for the greater good – helicopter
vision

Do they want to do it?
ATTITUDE

MOTIVATION

Competenc
e
VALUES

Do they have the right mind-set?
VALUES - REPUTATION
•
•
•
•
•

Efficiency
Effectiveness – 20/80 rule
Continuous improvement
Learning agility
Culture of feedback

•
•
•
•
•

Sense of purpose
Assertiveness
Optimism
Openness to new ideas
Collaboration
- willingness
to work in a team & share
best practices & lessons
learned
• Sharing with others
- transmission of
knowledge

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Assessing trainees
Grumpy
Expert

EXPERT
I am able, eager
and willing

Skill

I can do it
but I don‟t WANT to

OK if I do
OK if I don’t
I could do it but I don‟t see WHY

Can’t Do
Won’t Do

Eager Novice
I want to do it
but I don‟t know HOW

Will

People have different modes of operation

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I

Relationships

Introvert – reflective – time to think first

E

Thinks out loud
Learns through interactions

Extravert

How people interact with others

P

Information

Operational - Detailed

C
Conceptual - Creative - Innovative

How people handle information

A

Decisions
Analytical - Logical

B
Emotional – Connection - Beliefs

How people take decisions

S
F

Organisation

Structured, methodical

Open to possibilities Flexible

How people organise themselves and others

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Use both sides of the brain
Focus on tasks
Details
Facts
Logic
Analysis
Reason
Structure
Method
System

Focus on relationships
Concepts
Theories
Ideas
Feelings
Opinions
Harmony
Connection
Optimism

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People learn differently…

ACTIVISTS
PRAGMATISTS

REFLECTORS

THEORISTS

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What do Activists do best?
Activists involve themselves fully in new experiences
• They like new problems and opportunities from which to learn
• They get involved in short “Here and Now” activities
• They tend to have a high visibility – they talk to a lot of people
• Extravert – Practical

Learn by doing

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What do Reflectors do best?
Reflectors like to ponder experiences and observe
• They observe, think, and reflect over activities
• They think before acting and to assimilate before commenting
• They review what has happened and what they have learned
• They reach a decision in their own time without pressure and tight
deadlines
• Introvert – Analytical thinker – Structured

Think first

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What do Theorists do best?
Theorists integrate observations into logical sound theories
• They explore methodically the associations and inter-relationships
between ideas, events and situations
• They set structured situations with clear purposes
• They question and explore basic methodology, assumptions or logic
behind something
• They like being intellectually stretched – they do research
• Creative – Analytical thinker

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What do Pragmatists do best?
Pragmatists are keen on trying out new ideas and see if they
work in practice
• There see the link between the subject matter and problem or
opportunity on the job
• They need techniques for doing things with obvious advantages
currently applicable to their jobs
• They concentrate on practical issues
• Practical – Operational – Hands on

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Time Out

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Communication

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Miscommunication

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The purpose of communication is to influence…

How do youdo you
How
communicate what
communicate stand for?
your
you

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?

Choose
4 words
you want to
be known
for…

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Dance
• Eye contact
• Expression
• Posture
• Gestures
• Movement

Words
• Content
• Precision
• Clarity

Music
• Voice tone
• Pitch
• Pace
• Power
• Flow

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Exercise
The candidate
• You are meeting a potential employer and you introduce
yourself as a strong candidate
• How do you communicate those 4 values?

The employer
• Say the 4 words that come to mind after meeting that
person
• Give feedback on how to improve the candidate’s
introduction

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Nonverbal Communication Barriers
1. Flashing or rolling eyes

2. Quick or slow movements
3. Arms crossed, legs crossed
4. Gestures made with exasperation
5. Slouching, hunching over
6. Poor personal care
7. Doodling - scribble
8. Staring at people or avoiding eye contact
9. Excessive fidgeting with material

How will you
communicate
your 4 values
NON – verbally?

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Handshake

Body language

Eye Contact
Read Article:
« The power is in your hands »

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More intimacy

Control over the receiver
by blocking his right hand

Palm up and open:
open honest
approach

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Finger pointing = symbolic club
to beat listener into submission

Palm down:
Authority, demands
submission

No weapon are
being held or
concealed

Authority without
aggressivity

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Body language
Posture
& Space

Appropriate distance

Open or closed gestures

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Be aware of space - don‟t invade the bubble

Intimate. <0.5 m
Personal
Social

0.5 m - 1 m

- 1 to 3 m

Public – beyond 3.5 meter

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People who hold something in their hand
are perceived as more powerful.

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Holding power in your hands

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Verbal Communication Barriers

1. Attacking (interrogating, criticizing, blaming, shaming)
• "If you were doing your job we probably wouldn't be in this situation, would we?”
•
•

"Have you followed through with the training we asked you to do? “
"From what I can see, you don't have the capacity to understand Strategic Management”

2. "You Messages" (moralizing, preaching, advising, diagnosing)
•
•
•

"You don't seem to understand how important it is for your department to get help with strategic management”
"You obviously don't realize that if you were following the right steps of SM, you wouldn‟t have this problem.”
“You don't seem to care about what‟ s going on in this Ministry”

3. Showing Power (ordering, threatening, commanding, directing)
•
•
•

"If you don't voluntarily agree accept our guidelines, we can report you to your manager.
Go ahead and file a complaint if you want to.”
"I'm going to write a letter of complaint to the Minister and have this in your file if you don't stop contradicting
me each time I offer a suggestion about SM”

4. Other Verbal Barriers: shouting, name calling, refusing to speak.

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What type of relationship do you want?

I am the boss
Do it MY way or else…
That is stupid!

CONTROLLING

You should… You must,
You have to… PARENT
You ought to know better

CP

NP

PARENT

Everything is OK
I understand
NURTURING I will help you
If it goes wrong, I will fix it
It will
PARENT be good for you
I’ll do that for you
Everything will be fine in the end
Don’t worry, be happy!

ADULT
I never worry, I am happy!!!
I like it! Terrific! Great!
Lets have fun!
Lets be optimistic no matter what
No responsibility
No true accountability
No effort NATURAL CHILD

CC
FC
RC
CHILD

42

I don’t want to do it!
I will
COMPLIANT CHILD never…!
I will take risks
I will manage on my own
I don’t need you!
I don’t care about what people think!

REBELLIOUS CHILD

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Influencing Tips

• Talk less, listen more
People are less likely to resist when you show them that you understand their concerns.
Listen to their feelings, worries and make sure your solutions include them

• Make them like you – Be charming
It is hard to say NO to someone you like. We tend to like people who share our
background and interests, so play up similarities. Flattery works – be sincere.

• Do a favour
Doing something for someone gives you influence.
Everyone understands the need to repay later what another person has given them.
(ex: win-win – giving free candies with the bill in restaurants)

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Tips

• Adjust your heart beat to theirs
To be influential with someone, you need to be on the same wavelength, in sync,
aligned, connected.. Mimicking & mirroring are important techniques of engagement.
Only when your hearts beat as one, can you truly negotiate a win-win solution.

• Promise satisfaction
No matter how tense the conversation, promise that something good will come
out of it for all involved.

• Be clear of what you want – ask for it
Many people are willing to comply but they don’t know exactly what they should do…
Tell them. Making comments, giving hints or hoping that people will read between the
lines is ineffective and counter productive.

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Tips

• Always give the person a choice
People are more likely to agree with you when they have the option of saying NO.
The more freedom you give people after you explained what you expect of them,
the more they will submit to your will. Resistance often comes from the lack of choice.

• Call for action
Plan for the next step.

• Always thank the person for their cooperation, time, attention, etc.
Make the person feel good about themselves.
They might not remember what you said but they will remember how they felt.

Use winning – compelling – potent words…

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JC Penneys
• Coupon
• Best deal
• Inexpensive
• Free

Apple
• Elegant
• Intuitive
• The best
• Fast

Smart Phones
• Multi-tasks
• Different
• Indispensible
• Unique
• New

Volvo
• Security
• Safety
• Guaranteed
• Reliable

Online shopping
• Convenient
• Easy
• Simple
• Fast
• Cheaper
• Practical
• Time saving

Pharmaceuticals
• Proven
• Researched
• Tested
• Evidence
• Safe
• Effective

Use compelling words for SM…

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•
•
•
•
•
•
•
•
•

Effective
Valuable – added value
Useful
Innovative
Accountable
Transparent
Easy to adapt
User friendly
Practical

•
•
•
•
•

Joint venture
The same for all ministries
Applicable in public services
Connected with environment
Aligned with international
organisations

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• Three little pigs, three blind mice, etc
• The Father, the Son and the Holy Ghost
Comic triple:
• There is an Englishman, a Scotsman, and an Irishman
• The joke about the blonde, the brunette and the redhead
• Let me tell you the joke about a priest, a rabbi and president Bush
• How do you get to my place? Go down to the corner, turn left, and get lost.
Political slogans
• The party of the left, the party of the right and the centrists
• Government of the people, by the people, for the people
• Vini , Vedi Vinci
• Segregation now, segregation tomorrow, segregation forever
• Blood, sweat and tears

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• Some some people think A is the solution
• Others think B is better
• I believe that C will help us meet our objective…
and I would like to explain why…
C could be a combination of A&B or something totally different and original

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How would you apply the rule of three?

A: Some colleagues think that the Turkish government is doing well
when managing public funds. We are on the right track..
B: Others feel that the the way public administrations manage public
funds in Turkey is catastrophic.
C: I believe, that even though much has been done, progress still
needs to be made if we want to be aligned with the best
practices of OECD countries

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Verbal Messages
Paraphrasing - a brief, succinct statement reflecting the
content of the speaker’s message
Reflecting Feeling - a statement, in a way that conveys
understanding, of the feeling that the listener has heard.
Summarizing - a statement of the main ideas and feelings
to show understanding.

Questioning - asking open questions to gain information,
encourage the speaker to tell her story, and gain
clarification.

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EXERCISE – sub groups

• How would you introduce yourself and explain your role as SM Facilitator?
• What do you say to catch attention, grow interest and have influence?
• What do you want him/her to remember?

Introducing yourself

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About YOU
I am…
I am responsible for… I report to…
I stand for, I believe, I value … (working together – being aligned)
About WHAT YOU WANT THE PERSON TO REMEMBER

 My mission is…
 This is how I do it…
 The result will be…

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Phone Pitch

•

Be upbeat: No one likes to talk to a dull voice.

•

Have a concise agenda and stick to it: Get to the point simply and quickly so that the person
on the other end of the line is immediately sure why you are calling and what you need from them

•

Soothe yourself: Drink a hot beverage first. You do not want to feel or sound hoarse

•

Make sure you can be heard: Keep distractions to a minimum by using a landline and make
sure there is no interference

•

Don’t speak too quickly: Take a deep breath before making a phone call. Be aware of the
pace of your speech.

•

Listen more than you talk: Defer attention to the person rather than talk about yourself

•

Make sure there are no distractions: Be sure to keep background noise to a minimum
by closing your door

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Phone Pitch
You call a Head of…
and you would like to come to the Unit
to make a short presentation on SDU
to all team members
What do you say to catch his attention
and get an appointment?
On the phone

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Before you do anything, remember….

About YOU

I am…
I am responsible for…
I promise… I value… (working together – being aligned)
About WHAT YOU WANT

The purpose of my call is…
I / we have a problem & I would like to offer a solution
I would like you to… / I need from you…

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Make a case for yourself
instead of
trying to convert
the other person
to your views

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DON’T PLAY PING PONG

VALIDATE

HOWEVER

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Getting a YES

Principles & values
• „Respect for tradition is more important than success‟
• „Fairness is more important than results‟
• „Being appreciated is more important than being right‟
How can we appeal to respect for tradition, fairness, and popularity and still
implement the reform?
Beliefs & opinions
• As a result of the implementation of the reform, people will lose their jobs
• “Reforms never last… you just have to wait and see…”
• “People who work in public administrations are more rigid than people in private
organisations”
How can we challenge their thinking? – by coaching (Day 4)
Needs & wants
Ask people what they need or want to support the reform?

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Getting a YES
• What are the Principles & Values of the person?
• How can you appeal to these values to present the strategic management
initiatives that supports the reform?

• What are the Beliefs & Opinions that might block the person?
• How can you challenge their thinking?

• What are their Needs & Wants

• How can you ask them what they need or want to support the reform?

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Different people have different needs
EXTRAVERT

DRIVER

EXPRESSIVE
People focused

Task focused

EMOTIONS

LOGIC& REASON

ANALYTICAL

AMICABLE

INTROVERT
63

Change your style to meet the person’s needs

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PUSH: This is what you need

EXTRAVERT

SHOW PROS + CONS

CONVINCE - SELL

DRIVER

PULL: Let me show you how…
SHOW POSSIBILITIES

EXPRESSIVE

COACH

Task focused
People focused

LOGIC& REASON

EMOTIONS

ANALYTICAL
EXPLAIN: Let me give you some
detailed information so you can think
about it
BE AN EXPERT

AMICABLE

INTROVERT

NURSE: Let me help you
GIVE PERSONAL SERVICE
MAINTAIN THE RELATIONSHIP

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Phone Pitch - SDU
You have a telephone conference with a Head of…
and you need to discuss an important change in the unit
in order to follow the guidelines issued by the strategic
management development project.
What do you say to catch his attention and influence him?
On the phone

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Defending YOUR point of view,
not diluting your message

• May I play the devil‟s advocate?
• I think differently, may I explain why?

• May I disagree with you for a moment?
• I would like to counter your argument
• I believe differently and I would like to tell you why
• I have a different view on the topic; may I explain it?
• On one hand this, on the other hand that…

• Some people might disagree with your point and say…
• Some people think A, others think B, I would like to defend C (rule of66
3)

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Preparation

• Work on your 10 min presentation on a topic of your choice
related to Strategic Management
• A presentation you can actually make to your colleagues/
manager to explain what SM is, and how relevant it is to them
• You can work individually or as a group, as long as everyone
presents for 10 min
• You can pick one of the 5 topics identified in mod I

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Assignment

Training Techniques Training - Day 1 Learning Principles

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