Post by ofrancesconi on Jun 8, 2021 3:14:24 GMT
A. Watch Simon Sinek video:
www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action – the why is important.
B. Read Chapter 5 of Jack Welch: Winning (in separate email)
C. On the discussion board, please discuss the following:
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I like to think I’m more of a Why person. In the past, I’ve always started with firstly creating a vision and asking my team why do we do what we do? If our vision was to have a learning and development department that delivers accessible and engaging training, we talked about why is that important?
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
I don’t think I do this enough in my role. I take the opportunity to communicate the benefits of Oracle Learning as often as I can eg; during Orientation, meetings, re-fresher trainings, general trainings. However, I think it’s something we can get better at it. For example, our vision for Oracle could be ‘Oracle HCM: Employee one stop shop’, then communicating weekly ‘Did you know…’ facts. ‘Did you know you can update your details in Oracle’ and then have easy instructions. ‘Did you know you can see your entire training transcript’ etc. As the author said, we need to bombard people with this information, but not in a way where they desensitize to it.
3. What types of questions might you ask of your team that are "answered with action"?
Sometimes I make assumptions that once we’ve agreed on something, ‘someone’ will do it. Similarly I assume they know what that ‘something’ is. I think I can definitely get better at paraphrasing and asking ‘So what we’re doing is …. Correct? And we’re doing it because… Who is responsible for… and when will it be done by?’. I’ve also found that some people process that information better verbally rather than in writing or vise versa.
4. What one thing would you add to Welch's "Leadership Rules"?
Leaders show vulnerability but can also regulate their emotions and use those emotions to drive a can-do culture.
www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action – the why is important.
B. Read Chapter 5 of Jack Welch: Winning (in separate email)
C. On the discussion board, please discuss the following:
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I like to think I’m more of a Why person. In the past, I’ve always started with firstly creating a vision and asking my team why do we do what we do? If our vision was to have a learning and development department that delivers accessible and engaging training, we talked about why is that important?
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
I don’t think I do this enough in my role. I take the opportunity to communicate the benefits of Oracle Learning as often as I can eg; during Orientation, meetings, re-fresher trainings, general trainings. However, I think it’s something we can get better at it. For example, our vision for Oracle could be ‘Oracle HCM: Employee one stop shop’, then communicating weekly ‘Did you know…’ facts. ‘Did you know you can update your details in Oracle’ and then have easy instructions. ‘Did you know you can see your entire training transcript’ etc. As the author said, we need to bombard people with this information, but not in a way where they desensitize to it.
3. What types of questions might you ask of your team that are "answered with action"?
Sometimes I make assumptions that once we’ve agreed on something, ‘someone’ will do it. Similarly I assume they know what that ‘something’ is. I think I can definitely get better at paraphrasing and asking ‘So what we’re doing is …. Correct? And we’re doing it because… Who is responsible for… and when will it be done by?’. I’ve also found that some people process that information better verbally rather than in writing or vise versa.
4. What one thing would you add to Welch's "Leadership Rules"?
Leaders show vulnerability but can also regulate their emotions and use those emotions to drive a can-do culture.