Virtual Leader

Transcription

Virtual Leader

Virtual
Leader
Practiceware for People Skills
Gain Years of Experience in a Few Hours
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Welcome to SimuLearn’s Virtual Leader
Virtual Leader is a breakthrough technology that will transform the way you practice
leadership and consequently, improve every relationship you have. You will then better use
your other talents, and you will be more productive and influential.
But across thousands of implementations, we have heard about two issues.
First, the simulation is not realistic in every aspect. The dialog will definitely not sound
real to you. And some characters will have exaggerated body language.
Second, some people say that the simulation is initially frustrating. Different people will
get stuck in different places.
Both the realism and frustration issues are real, and actually necessary for sustained
learning to occur.
Virtual Leader has stripped out much of the superfluous details, including some realistic
details, to zoom in on leadership. The dialogue has been designed so you can immediately
identify the statements as positive, negative or neutral. This makes it easier to then focus on
the signal behind why it is being said. This program is not about vocabulary or how you
personally express yourself in conversations or meetings. It is about interacting with these
virtual characters at a strategic level. And the characters' body language is exaggerated to let
you know when the tension becomes unproductive, either too tense or too relaxed.
The frustration is even more necessary, and will be resolved by “aha” moments, as
you form new perspectives.
With the exception of pilots, most people have not learned new behaviors through a
simulation. So here are three suggestions.
• First, use this workbook. Check off each box as you complete each step.
• Second, put in the time. The program will take about ten hours, that should be spread out
over several sessions. Don’t skim it. Don’t cram it. Play with it. When you are frustrated,
take a break, even sleep on it, and the answer will often become apparent.
• Third, try different approaches for dealing with each situation. Step outside of your
comfort zone. Risk bad scores. The important leadership perspective is to balance power,
ideas, and tension to accomplish the right work. We introduce leadership styles in the
workbook as a crutch. Ultimately, hone the best approach that gets the right results and is
sustainable by you.
Virtual Leader is experiential learning. Good luck and lead well.
Agenda
Minutes
Event
20
Part I: Leadership Fundamentals
60
Part II: Learning the Principles
Part III: Applying the Principles
90
Scenario One (One-on-One)
90
Scenario Two (The New Person)
10
Moment of Reflection
90
Scenario Three (Status Quo)
90
Scenario Four (Two Cultures)
90
Scenario Five (Crisis and Opportunity)
90
Reflection and Replay of all Scenarios
Help is always available at: [email protected]
[email protected]
We strongly encourage you to complete “The Leadership
Fundamentals” and “Learning the Principles” before going on to
“Applying the Principles.”
© 2006 SimuLearn Inc
Page 4
Self-paced Introduction
Interface and Practice Sessions
Install Virtual Leader
• Make sure your computer meets the minimum requirements printed on
the back of this workbook
• Insert the blue and green CD-ROM entitled “SimuLearn’s Virtual Leader”
• Select the option “Install Virtual Leader” and follow the on screen
prompts. The installation will take approximately 5 minutes
• Need technical help? E-mail us your questions at
[email protected]
Select “Learning the Principles”
• You will see a “Login” Screen
Select the “Start Here” Button and enter all the user registration information
requested then select OK (create your own password)
Enter your password you created (case sensitive) and select “Login”
Launch Practice Session One (Try Doing Work)
• Think of these “Learning the Principles” exercises as stretches, jumpingjacks, or push-ups. They are not meant to be “real,” but will highlight
certain mental muscles and techniques
From your computer’s desktop double click on “Launch Virtual Leader”
• Put on headphones, if appropriate
Start and review the “Leadership Fundamentals” section
• This exercise will take approximately 20 minutes
If you would like more information on the leadership principles, insert the
Virtual Leader disk in the drive, select “pre-work,” and view the following
documents
• The New Core of Leadership
• Using Leadership to Implement Leadership
• Virtual Leader Primer
It is suggested that you take a break every 60 minutes.
Virtual Leader simplifies communication to make you
consciously aware of how and when you interact with others
and ideas. With continued practice, you’ll learn effective,
new ways to lead others.
Idea
Support/Oppose a Person
Support/Oppose an Idea
Oppose
Support Oppose
Support
Switch topics/Focus on a Person
Neutral/Ask a question
Do Nothing
Express your opinion by clicking on the opinion bars.
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VIRTUAL LEADER INTERFACE
All ideas also have blue
progress bars. When
these bars are filled,
the idea is completed
and moves to the right
side column.
To criticize, engage,
and distance
yourself from a
person, click on the
left side (red) of
their opinion bar.
These lines (available only in
practice mode) dynamically update
you on
•the room’s tension (orange),
•your personal influence (brown),
and
•the group’s opinion of you (green).
To praise, engage, and
align with a person,
click on the right side
(green) of their opinion
bar.
Also pause frequently if
you feel things are
happening too quickly.
All people and ideas have
an Opinion Bar below
them. If the opinion bar
is not on the screen,
mouse over the person or
idea, and it will appear.
The magnitude of your
support will correspond
with how far from the
center you click on the bar.
Ideas in the column on the
left are not yet introduced.
Click on specific ideas to
introduce them.
An active idea is the
current topic and the only
idea a group can work on.
Only one idea can be active
at a time. However, ideas
can be tabled and then
reintroduced at will with
cost.
Pause and unpause the
simulator by clicking here.
Pausing the simulator and
clicking on a person or idea
will give access to key
pieces of information.
To neutrally acknowledge
the person and ask them a
question, click in the
middle of their opinion bar.
Fix Environment
Problem is Morale
Use Automation
n
Finish Meeting
Retention to 20%
Retention to 50%
After being introduced,
some ideas are put on hold
as another idea is made
active. Any character may
reintroduce “paused
ideas.”
Coffee Shop
Some ideas can only be
seen after somebody else
introduces them. Use the
Three-to-One principles to
encourage others to
contribute creatively.
To oppose an idea, click
on the left side (red) of
its opinion bar.
You are sitting here,
facing your colleagues,
Page 7
To support an idea, click
on the right side (green)
of its opinion bar.
Ideas in the column on the
right are completed (in
green) or pre-empted and
cannot be reintroduced (in
red). Completing the right
ideas will impact your
score and career.
Page 8
Interface and Practice Sessions Continued
Scenario One (One-on-One)
Do each exercise below no more than twice (once if you get “Congratulations”)
From your computer’s desktop double click on “Launch Virtual Leader”
Complete Practice Session One (Try Doing Work
Select “Applying the Principles”; then login
• Please circle your final result - "Try Again" or "Congratulations”
Select Scenario One (One-on-One)
Select and Complete Practice Session Two (Try Encouraging Creativity)
Select and Complete Practice Session Three (Try Moderating Tension)
Select and Complete “Practice Session Four (Try Using Power)
Select and Review Session Five (Prepare to Apply the Principles)
• Twenty question quiz – ensures you are ready for next session
• Focus on the feedback screens
After the introduction, select the “Practice” mode button
• Do not yet select “Resume’ to begin the Scenario
Quit Virtual Leader from the Main Menu
The closed captions tell you who is speaking, whether the comment is
towards a person or an idea, and the intent (positive, negative or
neutral) as well as what is being said.
While the simulation is paused, click on Oli and each idea to see descriptions
Use the next page to help you plan which ideas you want to complete
You will need to continuously demonstrate your skill to
• Communicate and actively listen
• Make decisions aligned with business objectives
Upon completion, remain on the Leadership Score Screen 1 (do not press
the space bar yet)
Tip: Click on “Pause” to stop the simulation at any time.
Page 9
Click the “Resume” button in the top right corner to begin the simulation. You
will be asked to replay this scenario several times later during the workbook.
Page 10
“Rules” for Scenario One
Virtual Leader has “rules”; use the most effective, ethical methods to get the best possible
business results. To understand an idea’s value to an organization, you can look at its
impact on the three stakeholders of the business – the shareholder, the customer and the
employee. Satisfying these three equally tends to lead to well balanced, successful
organizations. This table has been completed but subsequent scenarios will require your
input. Values typically occur in the range of -25 (positive impact) to +25 (negative impact).
Get Nortic
Cards
Financial
Performance
Customer
Satisfaction
Do Filing
Today
Team Coffee Look for
Break
Apartment
+20
+25
-15
0
-10
+25
+20
+10
+5
-5
-5
Employee
Morale
Computer
Set Up
-5
+5
+15
Finish
Meeting
Scenario One Scoring
When you have completed Scenario One for the first time, copy the feedback results
in the boxes below from Screen 1 of 11
Leadership
Power
Tension
Ideas
Business Results
+40
+40
0
+20
Complete this
Idea? Yes/ No
Yes
Yes
No
Yes
Incompatible
Ideas
Do Filing
Today
Do Filing
Today
Get Nortic
Cards,
Computer
Set Up
None
Pass these ideas because
they have a very strong
Idea Net Value
Do not pass this idea because it will preempt strong ideas like Get Nortic Cards
and Computer Set Up
%
%
%
%
Financial Performance
%
Customer Satisfaction
%
Employee Morale
%
Do not hit the space bar. Click the Æ arrow key twice on your keyboard to change
the Screen 3 of 11 - Leadership Style. Enter your results below
You
+15
All
Players
Number of Dialog Turns
% of Dialog Turns
Idea Net
Value
%
%
0
Maybe Yes
None
None
Given the number of dialog turns, was it a short or long meeting? Check your length below
Short Meeting (15 to 30 turns)
Medium Meeting (31 to 60 turns)
Long Meeting (61+ turns)
Given the % of your dialog turns for Scenario One, were you passive, active, or dominating?
Check your style below
Passive/Delegating (0% to 30%)
Active/Participative (31% to 80%)
Dominating/Directive (81%+)
What do you think these two scores convey about your leadership style during this play?
Consider passing Look for
Apartment because of the effect on
the balanced scorecard
Page 11
Use the following pages to help self-diagnose your performance after completing each
scenario, or use the online version at
• www.simulearn.net/metrics.html
Page 12
VIRTUAL LEADER SCREEN 1
Screen 1 presents your
score during the last
play, and a high-level
breakdown of the
components.
Your leadership potential
changes over the course
of the scenario. Your
Leadership Score is taken
at the moment that your
leadership potential is the
highest. (see Screen 11
for more details)
The Power Score is derived from, at your
moment of highest leadership potential*,
• how much the group is aligned with
you, and
• your personal influence.
(see Screens 4 and 8 for more details)
Your Business Results is
impacted only by the
ideas that were passed.
Each idea may have an
impact on all three areas,
financial performance,
customer satisfaction, and
employee morale.
The perfect Tension Score
is 100%. (see Screens 5
and 9 for more details)
Information regarding the
ideas’ impact can be
found by pausing the
game, clicking on the
idea, and reading the
description.
Your Ideas Score reflects,
at your moment of highest
leadership potential*,
what percentage of
possible ideas had been
introduced. Ideas that
were preempted before
they were introduced do
not count towards your
ideas score. (see Screen 6
for more details)
Your total score is the
average of you
Leadership and Business
Results Score.
*At any given moment, your leadership potential (see Screen 11) consists of
the sum of:
• the number of ideas that have been introduced,
• the closeness of the room tension to the most productive level,
• how much the group is aligned with you, and
Some sub-categories of scores can reach 105%.
But this selective over-achievement is not possible
in all three sub-categories at once; it comes at a
significant cost to another sub-category.
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Nothing here directly impacts
your score. It does give you a
feel for your leadership style,
and gives you tools for
evaluating and experimenting
with different styles.
The After the Meeting storyline continuation is impacted only
by the ideas that were passed. Ideas that are almost passed
have no impact on either the Business Score or this After the
Meeting storyline continuation.
If you are practicing a directive
leadership style, see how low you can
get this number, the total number of
turns, and still get a satisfactory score.
This tells you the percentage of time that you
were talking, which generally corresponds to
your leadership style:
• Directive >70%
• Participatory 25% to 70%
• Delegating <25%
This gives you a feel for
how supportive you
were during the
scenario.
Each idea may have an impact on all three areas,
Financial Performance, Customer Satisfaction, and
Employee Morale.
This gives you a feel for
how often your overall
comments were in
opposition.
Information regarding the ideas’ impact can be found
by pausing the game, clicking on the idea, and
reading the description.
Add the two numbers
connected by the gray bar
to give you a feel for your
tendency to address
people.
If your percentage of turns using opposing
actions is less than 10%, you may find you
are not being clear to the other characters
what ideas they don’t like, which might
have caused quick shifts in what idea was
being discussed.
Page 15
Add the two numbers
connected by the blue bar
to give you a feel for your
tendency to address
ideas.
Page 16
This screen shows
how your own
personal influence and
the character’s
average opinion of
you changed from the
beginning of the
scenario to the end of
the scenario.
A character’s opinion
of/ alignment with
you increases when
you
• click on the right
(green) side of his or
her opinion bar
(aligning yourself with
that character),
• support commonly
liked people, and
• support commonly
liked ideas.
A character’s opinion
of/ alignment with
you decreases when
you
• click on the left
(red) side of his or her
opinion bar
(distancing yourself
from that character),
• support people he or
she dislikes, and
• support ideas he or
she dislikes.
This screens shows how the group’s tension changed from the beginning
of the scenario on the left of the chart to the end of the scenario on the
right of the chart.
This tension graph shows the tension
in the room. The ideal tension for
productive work is in the middle of
the green zone.
Discussing the active idea can impact
room tension. See Screen 9 for the
direct links between ideas and tension.
The tension range of this scenario was quite narrow,
perhaps explaining why some hidden ideas were never
introduced.
Beginning
of scenario
End of
scenario
End of
scenario
Beginning
of scenario
Group’s
Alignment
Personal
Influence
It costs you personal
influence every time you
introduce or reintroduce
an idea. Some ideas
cost more than other
ideas to introduce.
Everyone who
supported an idea
gets an increase in
their personal
influence when it
passes.
You gain personal
influence every turn
that an idea you
introduced continues
to be the active idea.
Clicking on the right (green) side of a character’s opinion
bar (supporting them) lowers the tension. Clicking on
the left (red) side of this opinion bar raises tension.
To better
understand the
spikes in
personal
influence, look
at Screen 8.
Clicking too often on the right (green) side of an opinion
bar (supporting a character) can easily lower the tension
to an unproductive level, and can result in you losing
control of the agenda.
This productive range
of tension should be
your target for the
second half of the
scenario, after all of the
ideas have been
introduced.
If you needs more ideas, during the first half
of the scenario you might drive
• a low-tension scenario to a high-tension
extreme or
• a high-tension scenario to a low-tension
extreme.
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Screen 6 shows when each idea was introduced, switched from (paused), passed
(finished), or preempted. The left side of the graph represents the time at the
beginning of the scenario and the right is the end.
Short, dashed lines are the result of ideas being changed quickly.
This happens too often when you:
• overly empower people by clicking too often in their green zone,
• “trial balloon” ideas by introducing them weakly (with just one click) instead of two
or three clicks or
• you switch ideas without clearly opposing the previous idea, causing confusion in
the other characters.
This chart is for power users
only, and most will find it
more useful to skip.
Beginning
of scenario
All meetings
should end
with the
“finish
meeting”
idea being
passed in
order to get
a complete
score.
Here is the first idea that was
introduced at the meeting.
As indicated by the lack of blue lines, these ideas were never introduced, resulting
in both potentially missed Business Results opportunity, as well as a lower idea
score in your leadership score.
A fundamental leadership principle is to first get all of the possible ideas exposed
before committing to a course of action.
To get other characters to introduce ideas:
• Push the scenario to a tension extreme.
• Actively solicit their opinions by clicking anywhere on their opinion bars.
• Make sure they are involved in completing an idea. This empowers colleagues to
help them feel confident enough to introduce ideas.
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Everyone who supported an idea gets a
pro rata increase in their personal
influence when it passes.
Beginning
of scenario
With this chart, you can
determine which ideas
raise the tension in the
room and which ideas
lower it.
End of
scenario
Here is an
idea that
raises the
tension in
the room.
When any idea is
completed, the tension
drops a bit, as the group
experiences a bit of
relief.
Group’s
Alignment
Personal
Influence
Here, the player
introduced an idea,
which risks a portion of
their personal influence.
It costs you personal
influence every time you
introduce or reintroduce
an idea. Some ideas
cost more than other
ideas to introduce.
You gain
personal
influence every
turn that an idea
you introduced is
active (playing).
It costs personal influence
to switch ideas. When you
switch ideas (or otherwise
try to change the
conversation topic), and
you do not have enough
personal influence, the
other characters lower their
opinion of/ alignment with
you.
Here is an
idea that
lowers the
tension in
the room.
The tension range of this scenario
was quite narrow, perhaps
explaining why some hidden ideas
were never introduced.
Most will want to skip the
next screen (Screen 10)
If you need more ideas, during the first half of
the scenario you might drive
• a low-tension scenario to a high-tension
extreme or
• a high-tension scenario to a low-tension
extreme.
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At any given moment, your leadership potential
consists of the sum of:
• the number of ideas that have been introduced,
• the closeness of the room tension to the most
productive level,
• how much the group is aligned with you, and
This screen contains the complete timing and
balance of all the principles. Study it carefully each
time you play a scenario and write down
conclusions you draw from your performance.
Your leadership potential
changes over the course of
the scenario. Your
leadership score is taken at
the moment that your
leadership potential is the
highest. Here,it is 70%
(seen on Screen 1), at the
end of the scenario.
Beginning
of scenario
On this chart, the tension line goes up the
closer the room gets to a productive tension,
and goes down as the room either gets more
relaxed or more tense. It does not correspond
to the absolute tension in the room.
While your leadership potential
should generally go up during the
first two-thirds of a scenario, it is
not a problem if it goes down during
the last third of the scenario, as you
are applying your potential to
achieve better business results.
Page 23
A flat line followed by a spike
up is usually the result of a won
battle, often a passed critical
idea, or in this case the
introduction of a new idea.
9
8
9
88
Page 24
Non-verbal Communication In Virtual Leader
Leadership Styles
Body language speaks volumes for how the virtual characters feel about
an idea or another person. Use this table as a guide to the gestures
displayed.
Understanding the principles of power, tension, ideas, and work is critical to
recognizing and influencing what is happening in a leadership situation. By using
three very different styles of leadership, you will experience a wide spectrum of
cause and effect on the principles. Those styles are:
Tension-Driven Gestures
Tense
Neutral
Relaxed
Click pen quickly
Rest chin in one hand
Yawn
Strum fingers rapidly
Pick up cup
Examine pen
Cough several times
Stroke chin
Pick at finger-nails
Squirm in chair
• Directing (Authoritative, Telling, Autocratic)
• Participating (Selling, Democratic, Collaborative)
• Delegating (Hands-off, Laissez-faire)
Each style has an appropriate situational use but initially you should try all of the
styles without concern for the results, just to experience the wide range of
approaches you might take with the virtual characters.
Slump in seat
Stretch
Each time you complete a scenario, consider how the principles below are affected
by the leadership styles applied.
Opinion-Driven Gestures
Oppose
Neutral
Support
Shake head
Shrug
Smile broadly
Exhale deeply
Drink coffee
Take notes
Walk behind chair
Scratch nose
Lean forward to listen
Bang fist on table
“The New Core of Leadership”
Power
Power
Nod in agreement
Steeple hands
Ideas
Formal
Authority
Group’s
Opinion
Personal
Influence
Successfully
Introduce
Ideas
Uncover
Hidden
Ideas
Relax
Tension
Tension
Page 25
Moderate
Excite
Excite
Complete
Complete
the
the
Right
Right
Work
Work
Work
Work
Prevent
Prevent
The
The
Wrong
Wrong
Work
Work
Page 26
Scenario One / Directing Style
Scenario One / Participating Style
Directing Leadership Style
The directing leadership style is leader-centered; they have formal authority; they have all or
most of the ideas; they do not solicit ideas from subordinates; they want a productive tension
and quick results; they dominate the conversation, giving detailed instructions on how, when,
and where they want a task performed and supervise its execution very closely.
When you believe you have sufficient ideas, and a very limited amount of time, use a
directing style.
A directing style for Scenario One (One-on-One) would most likely generate results in Screen
3 of 11 with percentages in these ranges
When you want to solicit ideas, and gain team consensus, use a participating style.
A participating style for Scenario One (One-on-One) would most likely generate results in
Screen 3 of 11 with percentages in these ranges
40-60
% of Dialog Turns
65+%
Play Scenario One again and try to achieve a leadership style that most closely
matches these field ranges. Get through the scenario as quickly as possible, while
still getting acceptable business results.
Copy the results in the boxes below from Screen 1 of 11
30-65%
Play Scenario One again and try to achieve a leadership style that most closely matches the
above field ranges
Copy the results in the boxes below from Screen 1 of the 11 feedback screens
Leadership
Power
Tension
Ideas
%
%
%
%
Business Results
All
Players
You
20 - 40
Leadership
Power
Tension
Ideas
The participating leadership style centers on the leader and team. When teams receive
assignments, the leaders encourage colleagues to participate by asking them for ideas, such
as input, information, and recommendations. Leaders might push tension to an extreme
(relaxed, tense) to generate new ideas.
All
Players
You
% of Dialog Turns
Participating Leadership Style
%
%
%
%
Business Results
%
%
%
%
%
%
Employee Morale
%
Employee Morale
%
Copy from Screen 3 of 11
You
You
All
Players
% of Dialog Turns
% of Dialog Turns
All
Players
%
%
Page 27
Page 28
Scenario One / Delegating Style
Scenario One - Leadership Styles
Delegating Leadership Style
In the delegating leadership style, leaders encourage colleagues to solve problems and make
decisions without clearing it through them. Leaders should only make a few decisive
comments to keep the team from straying too far.
When you trust your team to complete the task at hand with minimal involvement, use a
delegating style.
A delegating style for Scenario One (One-on-One) would most likely generate results in
All
You
Check the one below which will lead Oli to the best Business Results
Delegating (Laissez-faire, Hands Off)
Participating (Collaborative, Selling)
Directing (Authoritative, Telling)
Apply that leadership style by playing Scenario One again
Players
>60
% of Dialog Turns
Every situation has an appropriate leadership style. It is your skill in understanding
which style to apply that determines your ability to lead in a sustainable manner.
<30%
Leadership
Power
Tension
Ideas
Play Scenario One again and try to achieve a leadership style that most closely matches
these field ranges
Copy the results in the boxes below from Screen 1of the 11 feedback screens
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
Business Results
%
%
%
%
%
%
%
Employee Morale
%
%
%
%
Employee Morale
%
You
All
Players
% of Dialog Turns
%
Page 29
Page 30
Complete Three More Rounds of Scenario One
Reflection and
Application To The Workplace
Practice Round 6
Once you have played this scenario and attained scores in the 90’s, consider how your approach
applies to the workplace. Think back to a recent similar situation. Be prepared to discuss this real
world leadership situation with the rest of your group. Use these questions to help frame the
situation.
Advance Round
Leadership Score (Screen 1 of 11)
Did I dominate the conversation or was I passive (listening more) ?
Leadership
Power
Tension
Ideas
What is my normal leadership style (directive, participative or delegative) ?
Business Results
How often did I speak in that conversation (% of dialog turns) ?
Practice Round 7
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Was I generally positive, negative or neutral?
%
%
%
Did I speak more to ideas or to people?
%
%
%
Did I prepare for the meeting/conversation (plan your work – work your plan) ?
Employee Morale
%
%
%
Did I listen for the intent of statements as positive/negative/neutral?
Did I notice and interpret body language along with their statements?
Did I ask questions (probe for more information) ? What leadership approach is this?
Did I over or under empower people (ask for too much input or give too much positive
reinforcement)? Did I get buy-in on ideas? Did I form an alliance? Did I partner with
authority?
Did I try to foster creativity to uncover any hidden ideas?
Did your ideas align with your business objectives (financial, customer and employee
satisfaction) ?
Leadership Style (Screen 3 of 11)
You All Players
You All Players
You All Players
% of Dialog Turns
%
%
%
Did I gain and use personal influence in my conversations?
Total Support/Neutral Actions
Did I try to optimize the group’s opinion of me?
Towards Players
Towards Ideas
Did I moderate tension to productive levels?
Did I optimize power, tension and ideas and only then execute the right work?
What is their opinion of me after this conversation?
Total Oppose Actions
Towards Players
Towards Ideas
What is the employee satisfaction after this conversation? Why?
Did I achieve a balanced scorecard?
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating
Participating
Page 31
Participating
Participating
Page 32
Scenario Two (The New Person)
“Rules” for Scenario Two
If necessary, from your computer’s desktop double click on “Launch Virtual
Leader” icon. If necessary, select “Applying the Principles”
Complete the following idea sheet to determine which ideas are best for Business Results
Select Scenario Two (The New Person)
Crisis Looming
Stop Complaining
Coffee Shop
Use Automation
Fix Environment
Raise Retention to
65%
-5
+15
+5
-5
+15
-5
+15
Customer
Satisfaction
0
+15
0
-5
-10
0
+25
Employee
Morale
+10
0
-5
+10
+5
+10
-10
Finish Meeting
Fix Morale
Financial
Performance
• With the game paused, use the following page to help you plan which
ideas you want to complete
Idea Net
Value
Complete this
Idea?
Your Objective in each Scenario

Assess the situation and characters

Plan your work – Work your plan
•
Yes
Incompatible
Ideas
Select and use the most appropriate leadership skills, strategies
and styles to achieve the best possible outcome

Optimize Power, Tension and Ideas to focus the group on the Right Work

Make decisions aligned with the strategic business goals:
•
•
•
Employee Satisfaction
Page 33
Refer back to Page 10 for an example.
Page 34
Scenario Two Scoring
Scenario Two – Tips for Improvement
Find common ground; avoid divisive ideas in favor of uniting ideas
• Avoid “Stop Complaining” idea in favor of “Fix Morale”
• Avoid “Coffee Break” idea in favor of “Fix Environment”
Complete Scenario Two for the first time
Copy the results in the boxes below from Screen 1 of the 11 feedback screens
Leadership
Power
Tension
Ideas
Support “Crisis Looming” idea only when Oli and Rosa are not in conflict
%
Build influence and group opinion and then strongly introduce “Raise
Retention to 65%”
%
%
%
Business Results
The Virtual Leader Perspective
%
%
%
Employee Morale
%
Virtual Leader scenarios are
not real meetings
The virtual characters are
not real people
Click the Æ arrow key twice on your keyboard to change to Screen 3 of 11 Leadership Style. Enter your results below
The dialog is not real
conversation
You All Players
% of Dialog Turns
%
However:
Real meetings do include the opinions, behaviors, agendas and strategies
in Virtual Leader
Real characters are affected by the ideas and people involved in the
discussion
Given the % of your dialog turns above, were you passive, active, or dominating? Check your
style below
Real conversations are supporting, opposing, and neutral comments
towards people and ideas
negative
positive
You must learn to rise above the specifics of the conversation, whether it
be verbal or written, and recognize what ideas are being discussed, what
opinion each person has of the ideas, and what opinion each person has of
each other.
Page 35
Page 36
Scenario Two / Directing Leadership Style
Scenario Two / Participating Leadership Style
Directing Leadership Style
The directing leadership style is leader-centered; they have formal authority; they have all or
most of the ideas; they do not solicit ideas from subordinates; they want a productive tension
and quick results; they dominate the conversation, giving detailed instructions on how, when,
and where they want a task performed and supervise its execution very closely.
When you believe you have sufficient ideas, and a very limited amount of time, use a
directing style.
All
You
Players
% of Dialog Turns
65+%
When you want to solicit ideas, and gain team consensus, use a participating style.
All
Players
You
A directing style for Scenario Two (The New Person) would most likely generate results in
% of Dialog Turns
Leadership
Power
Tension
Ideas
%
%
%
%
%
%
Employee Morale
%
%
%
%
%
Business Results
%
30-65%
Play Scenario Two again and try to achieve a leadership style that most closely matches
these field ranges
Business Results
50-75
these field ranges. Get through the scenario as quickly as possible, while still getting
acceptable business results
%
%
%
Employee Morale
%
You
All
Players
You
All
Players
% of Dialog Turns
The participating leadership style centers on the leader and team. When teams receive
assignments, the leaders encourage colleagues to participate by asking them for ideas, such
as input, information, and recommendations. Leaders might push tension to an extreme
(relaxed, tense) to generate new ideas.
A participating style for Scenario Two (The New Person) would most likely generate results in
30-50
Leadership
Power
Tension
Ideas
Participating Leadership Style
% of Dialog Turns
%
Page 37
Page 38
Scenario Two / Delegating Leadership Style
More Tips for Scenario Two
Delegating Leadership Style
In the delegating leadership style, leaders encourage colleagues to solve problems and make
decisions without clearing it through them. Leaders should only make a few decisive
comments to keep the team from straying too far.
When you trust your team to complete the task at hand with minimal involvement, use a
delegating style.
A delegating style for Scenario Two (The New Person) would most likely generate results in
All
Players
You
% of Dialog Turns
Remember to speak directly to people
Previous tips for Scenario Two
Find common ground - avoid divisive ideas in favor of uniting ideas
• Avoid “Stop Complaining” idea in favor of “Fix Morale”
• Avoid “Coffee Break” idea in favor of “Fix Environment”
Support “Crisis Looming” idea only when Oli and Rosa are not in conflict
Communicating Non-Verbally in Virtual Leader
75-100
Strongly Support “Retention to 65%” idea
<30%
Virtual Leader Tip
• Use the right mouse button when clicking on an opinion bar to change
your body language toward an idea or person without speaking
these field ranges
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
Employee Morale
%
You
Verbal
All
Players
Non-Verbal
Body Language
% of Dialog Turns
Page 39
Page 40
Scenario Two – Leadership Styles
Complete Three More Rounds of Scenario Two
Every situation has an appropriate leadership style. It is your skill in understanding
which style to apply that determines your ability to lead in a sustainable manner.
Check the one below which you feel will most appropriately lead Oli and Rosa to the
best Business Results
Delegating (Laissez-faire, Hands Off)
Participating (Collaborative, Selling, Democratic )
Directing (Authoritative, Telling)
Apply that leadership behavior by playing Scenario Two again
Leadership
Power
Tension
Ideas
Practice Round 6
Practice Round 7
Advance Round
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Employee Morale
%
%
%
%
%
%
%
Business Results
You All Players
%
%
%
Employee Morale
%
You All Players
You All Players
% of Dialog Turns
%
%
%
Towards Players
Towards Ideas
Write a brief commentary on what improved or could have improved your
results in this play. For assistance, email [email protected].
Towards Players
Towards Ideas
Page 41
Participating
Participating
Participating
Page 42
Key Learning Points - Scenario Two
Moment of Reflection
Mission:
It is easy to memorize theory. But making skills intuitive requires a lot of practice.
•
•
•
•
Reconcile conflicting information
Build a faction to get support on critical work
Empower others
Pass the right mix of ideas that best meet the organizational objectives
Awareness
•
•
•
•
•
Who has formal authority in this scenario?
Where is the meeting room? How does this affect employee morale?
What is the tension level at the beginning of this scenario?
What ideas are important to Oli? And to Rosa?
What idea(s) do they agree on? And oppose?
Review the learning curve below. And place a check mark next to the areas that you feel
you have improved so far.
You may find that you are not learning them in the exact time or order as listed below.
Hours Spent Engaging Virtual Leader
16-25
15:00
Strategy
•
•
•
•
What is your strategy(s)? How will this strategy help you achieve your goals?
How can you build a faction with someone?
What is the adverse effect of building a faction?
How can you empower someone else?
•
•
•
•
•
•
What are two ways to increase the Group’s Opinion of you?
When do you lose Personal Influence?
What tactic can you use to increase your Personal Influence?
When should you let ideas be passed without saying/doing anything at all?
What tactics raise or lower the tension? Why?
What happens to the tension level when you remain silent for awhile?
You will be able to make trade-offs between uses of three-to-one
You will think about the effect of your total actions on enterprise goal
13:00
11:00
Tactics
You will internalize your leadership competencies
You will better match the outcome of all work to enterprise goals and priorities
You will be able to understand and use tactics for generating ideas
You will be able to understand and use tactics for shifting tension
9:00
You will understand the need for listening and sharing power
You will better match the outcome of your specific tasks to enterprise goals and priorities
Assessment
• What is the outcome of the scenario if you are too passive?
• When is it advisable to oppose another player by clicking in their red zone and
when is it not advisable?
• What happens to a player's Personal Influence when an idea they introduced
and supported is passed?
• What happens to the tension level when you discuss “Use Automation”? Why
would you want to increase tension?
• Were you able to have all of the ideas introduced?
• When was the best time in the scenario to exercise leadership and execute the
right work?
• What did you learn from this scenario? How would you deal with a leadership
opportunity when two co-workers are so opposed to the first of many agenda
items/ideas?
7:00
You will be able to understand and use tactics for gaining power
You will respond to tension-driven body language
5:00
3:00
You will respond to opinion-driven body language
You will consider the objectives of others in order to complete your goals
The core behaviors are supporting or opposing ideas and supporting or opposing individuals
1:00
The goal of a leadership situation is getting the right work done
There are ideas out in the open and there are hidden ideas
Skills and Perspectives become Intuitive
Page 43
Page 44
Scenario Three (Status Quo)
“Rules” for Scenario Three
Select Scenario Three (Status Quo)
Call
Center
Work
Rosa on
Sales
Call
Minutes
on
Website
Go to
Party
Expenses
Financial
Performance
+20
+5
+5
0
+5
-10
Customer
Satisfaction
+30
+10
-5
0
-5
+5
Employee
Morale
+20
+15
-10
+5
-10
+10
Use the idea value sheet on the next page to plan which ideas you will want to
pass.
Scenario Three Strategies
Cut
Will's
Sales
Retreat
Finish
Meeting
Ideas Strategy: Excite to think of hidden ideas
Power Strategy: Build a faction with Rosa and Oli while partnering with an
authority, Herman
Work Strategy: Identify and complete the critical ideas
Remember that you are no longer the person with the highest authority.
Idea Net
Value
Alan
Complete
Idea? Y/N
Herman
Incompatible
Ideas
Will
Supported by
which
Characters?
You / Corey
Rosa
Oli
Page 45
Page 46
Complete Three Practice Rounds
Scenario Three Scoring
Practice Round 2
Practice Round 3
Practice Round 4
Complete Scenario Three
Leadership
Power
Tension
Ideas
Business Results
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Employee Morale
%
%
%
Click the Æ arrow key twice on your keyboard to change to Screen 3 of 11 Leadership Style. Enter your results below
You
%
You All Players
All
Players
You All Players
You All Players
% of Dialog Turns
% of Dialog Turns
%
%
%
Towards Players
Towards Ideas
Given the % of your dialog turns for Scenario Three, were you passive, active, or dominating?
Check your style below
Towards Players
Towards Ideas
Page 47
Participating
Participating
Participating
Page 48
Complete Three More Rounds of Scenario Three
Scenario Three Tips
Practice Round 5
Ideas Strategy: Excite to think of hidden ideas
• Tactics: Introduce and Focus on “Cut Expenses”
• Tactic: Raise Herman’s tension and he will bring up “Call Center Work” idea
Power Strategy: Build Factions and Partner with Authority
• Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is
introduced
Work Strategy: Identify and Complete the Critical Work
• Tactic: Pass “Call Center Work”, “Cut Expenses” and “Rosa on Sales Call”
• Tactic: Do not let Will pass his “Sales Retreat”
Virtual Leader Tips
• Use the right mouse button instead of the left mouse button to introduce an
idea, and you will introduce it “negatively,” bringing it up without investing
your personal influence
• Remember that your business score is impacted only by the ideas passed
Practice Round 6
Advance Round
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Employee Morale
%
%
%
You All Players
You All Players
You All Players
% of Dialog Turns
%
%
%
Towards Players
Towards Ideas
Towards Players
Towards Ideas
Page 49
Participating
Participating
Participating
Page 50
Key Learning Points - Scenario Three
Scenario Four (Two Cultures)
Mission:
Select Scenario Four (Two Cultures)
• Uncover “hidden ideas” from the group
• Build Factions and Partner with Authority
• Challenge your manager’s favorite idea without alienating him/her
• Pass the right mix of ideas that best meet the organizational objectives
Awareness
• Who has formal authority in this scenario?
• What is your strategy? How can you achieve your goals?
• What is the tension level at the start of the scenario?
• How can you build a faction with someone? What strategy and tactics would you
use?
• What idea do they all agree on?
• Can you speak two or more times in a row?
• What body language does Rosa display throughout most of the scenario? Why?
Strategy
• What happens to a player’s Personal Influence when their idea is passed?
• What happens to the tension level of the group when you continue to discuss the
idea “Cut Expenses”?
• What strategy(s) would you use to increase tension?
• Why would you want to change the group’s tension level?
• Whose tension level are you most interested in raising and why?
Scenario Four Strategies
• Power Strategy: Build Factions and Partner with Authority
Your Intent: You cannot pass critical ideas by yourself
Your Intent: You need a power base that involves either Alan or
Herman
Your Intent: Align the group around shared goals
• Work Strategy: Identify and Complete the Critical Work
Your Intent: Pass the right mix of ideas that best meet the
organizational objectives of:
– Financial Performance
– Customer Satisfaction
– Employee Morale
Tactics
• How can you increase your Personal Influence?
• What happens to the “Group’s Opinion” of you when you try to introduce ideas
without enough Personal Influence?
• How can you bring in the quiet or disengaged person? How does this affect your
and their Personal Influence?
• What are two tactics/actions you can do to raise Herman’s tension to engage him?
Assessment
• What is the outcome of the scenario if you are too passive?
• Did you have to speak directly to Will to prevent him from passing the “Sales
Retreat” idea while you build your alliance to pass the “Call Center” idea?
• Explain why in Scenario One you should lower tension to get Oli to introduce ideas,
while in Scenario Three you need to raise tension to get Herman to introduce an
idea?
• Can you repeat your performance; articulating when and why you used certain
strategies, skills and styles?
Page 51
Page 52
“Rules” for Scenario Four
Scenario Four Scoring
Finish Meeting
-5
Senior Meeting
-5
More Client Contact
-5
Keep HR Policies
+5
Keep Vendors
+20 +10 +10
Eliminate Vendor
Networks
Consolidate IT
Who’s Downsized
Combine Sales
Financial
Performance
-10
Complete Scenario Four for the first time
%
Leadership
Power
Tension
Ideas
%
%
%
Business Results
Customer
Satisfaction
Employee
Morale
-5
-5
0
+10
-10 +15
-5
-5
+15
0
+15 +10
+20
0
0
+10
%
%
Employee Morale
%
Scenario Four Tactics
Idea Net
Value
Complete
Idea? Y/N
%
Power Strategy: Build Factions and Support
Tactics: Introduce and support “Who’s Downsized?” and support Alan directly
(click in Alan’s green zone)
Yes
Tactics: Introduce and support “Consolidate IT” and “More Client Contact”
Tactics: Support Herman and Will when they are tense by clicking in their
green zone
Incompatible
Ideas
To improve your leadership and business results scores in this scenario, you may have to
support an idea that you don’t necessarily like (Who’s Downsized) to gain a critical alliance
(with Alan) and increase your personal influence to use later on.
Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep
HR Policies” and “Keep Vendors” ideas
Tactic: Do not let either “Senior Meeting” or “Fire Nortic Vendors” pass
Does this ever happen in real life?
Page 53
Page 54
Complete Three Practice Rounds of Scenario Four
Practice Round 2
Practice Round 3
Practice Round 5
Practice Round 4
Leadership
Power
Tension
Ideas
Business Results
Complete Three More Rounds of Scenario Four
Practice Round 6
Advance Round
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Leadership
Power
Tension
Ideas
%
%
%
%
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Employee Morale
%
%
%
Employee Morale
%
%
%
You All Players
You All Players
You All Players
You All Players
You All Players
You All Players
% of Dialog Turns
%
%
% of Dialog Turns
%
%
%
%
Towards Players
Towards Ideas
Towards Players
Towards Ideas
Towards Players
Towards Ideas
Towards Players
Towards Ideas
Participating
Participating
Participating
Participating
Page 55
Participating
Participating
Page 56
Scenario Five (Crisis and Opportunity)
“Rules” for Scenario Five
Best Product
Best Service
0
+15
-5
-10
+5
0
+25
+10
+10
Customer
Satisfaction
-10 +10
+15
-10
+5
+5
+25
+25
+20
Employee
Morale
-10
+10
-10
0
+5
+5
+20
+25
Finish Meeting
Low cost provider
– Financial Performance
Will talks to press
Your Intent: Pass the right mix of ideas that best meet the
organizational objectives
Alan talks to press
Financial
Performance
Do Nothing
Your Intent: Uncover hidden ideas
• Work Strategy: Identify and Complete the Critical Work
Move to States
Scenario Five Strategies
• Idea Strategy: Relax the group to think of new ideas
Rebuild Facility
Downplay to Press
Select Scenario Five (Crisis and Opportunity)
– Customer Satisfaction
– Employee Morale
0
Idea Net
Value
Complete
Idea? Y/N
Yes
Incompatible
Ideas
At the start of this scenario, only some ideas are known, the rest are hidden. Depending upon
your interactions, which ideas become available to you? Why do you think that is?
Page 57
Page 58
Complete Three Practice Rounds of Scenario Five
Scenario Five Scoring
Practice Round 2
Complete Scenario Five for the first time
Practice Round 4
Leadership
Power
Tension
Ideas
Business Results
Practice Round 3
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Employee Morale
%
%
%
Employee Morale
%
Click the Æ arrow key twice on your keyboard to change to
Screen 3 of 11 - Leadership Style. Enter your results below
You All Players
You All Players
You All Players
You All Players
# of Dialog Turns
% of Dialog Turns
%
%
%
# of Dialog Turns
% of Dialog Turns
%
Towards Players
Towards Ideas
Write a brief commentary, using principles-based terminology, on what
improved or could have improved your results in this play. Use this to help
you plan your next attempt.
Towards Players
Towards Ideas
Page 59
Participating
Participating
Participating
Page 60
Complete Three More Rounds of Scenario Five
Tips for Scenario Five
Practice Round 5
Practice Round 6
Advance Round
Idea Strategy: Relax to think of new ideas
Tactics: Support and quickly pass either “Alan talks to press” or “Will talks to
press” to get the issue off the table
Tactic: Support “Do Nothing” idea repeatedly and click on everyone’s “green
zone” until “Low-cost provider” idea appears. Do not pass “Do Nothing” idea,
just discuss it to lower tension
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”
%
%
%
Tactic: Pass either of “Rebuild Facility” or “Move to States”
Employee Morale
%
%
%
Tactic: Prevent “Downplay to Press” or “Do Nothing” from passing
The last scenario is mostly about lowering tension to help the group generate new
ideas. Forcing the discussion of “Do Nothing” will lower the tension considerably, but
do not let it be completed. Everyone in the room will be annoyed at you for focusing
on it, but part of being a leader is doing the right thing, even when it is unpopular.
You All Players
You All Players
% of Dialog Turns
Power move: Try using the right click on the idea of "Do Nothing" to introduce it
negatively.
You All Players
%
%
%
Towards Players
Towards Ideas
Towards Players
Towards Ideas
Circle below the closest Leadership Style that your score in each round represents?
Page 61
Participating
Participating
Participating
Page 62
Congratulations
Virtual Leader Review for Discussion
Please describe your real world experiences using the principles-based terminology
You are done with the formal program
Write down the date you completed the program: _________
• How are you monitoring and adjusting tension levels to improve others productivity?
For best results, engage Virtual Leader
• What are you doing differently to foster creativity in your workgroup?
One hour a week during the next four weeks
• What techniques are you using to build influence within your workgroup?
One hour every month for one year
• Have you formed an alliance with someone by supporting them and their ideas? Why?
• When have you found it important to gain buy-in for important ideas?
This product has been certified for twelve PDUs of continuing education credit from
the Project Management Institute (PMI).
• What have you done to improve the group’s opinion of you recently?
• What techniques have you used to empower others in your workgroup?
• What ideas have you completed that have been good/bad for business results?
• What non-verbal communication from others has helped you understand people’s intent?
• How has considering others objectives helped you achieve successful results?
• What leadership style are you now using that previously felt uncomfortable?
• Is your own communication clearer with an opinion-based communications framework?
• Do you offer more or less positive reinforcement of those who work with you?
Contact
• Have you changed how often you speak in conversations?
• What did you learn from working with your team members?
• What did you learn by working with the simulation?
SimuLearn Inc.
• What previously seemed unimportant to you that now is plainly very important?
•Do you think using this program periodically would refresh your skills?
•Do you think continued practice would improve your leadership skills?
Be prepared to discuss these answers with your course facilitator.
Thank you for your participation in simulation learning. Keep practicing to reinforce
your heightened awareness and improve your ability to lead others to greater
performance.
Page 63
488 Main Avenue
Norwalk, CT 06851
(203) 847-6660
[email protected]
www.simulearn.net
We welcome your inquiries
Page 64
Quick Tips
To Increase Your Power
• Complete an idea
• Support popular ideas
• Partner with authority
To Use Your Power
• Give appropriate praise or criticism
• Introduce a new idea
• Switch the idea focus
To Generate Ideas
• Actively listen
• Bring in the disengaged
• Relax a tense room
• Increase the tension in a relaxed room
To Lower Tension
• Give appropriate praise
• Bring up and focus on relaxing ideas
To Raise Tension
• Challenge people
• Bring up controversial and challenging ideas
To Complete the Right Work
• Support it directly
• Bring in other people who support it
• Moderate the tension in the room to a productive level
• Avoid completing too many other items that can lead to a false sense of accomplishment
• Oppose competing ideas
To Prevent the Wrong Work
• Oppose it
• Refocus conversation on other ideas
• Support people who support the right work
Virtual Leader Minimum System Requirements
•
•
•
•
•
Pentium III Processor 450 MHz
16 MB Accelerated Graphics Card
64 MB RAM
8X CD-ROM Drive and Sound Card
Windows 2000, Me, or XP
[email protected]
Page 65