Uwnlim2

Leadership and Information Management 2 of 5

Understanding Ourselves

Tony RucinskiUniversity of Wales, Newport

Course / Twitter hashtag: #UWNLIM

The time is right

for a new approach

(Einstein’s definition of insanity ...)

What do you want?

• No, really - what do you want? Very few of us actually know!

• HOW CAN WE FIND OUT?

• What give you energy?

• How are you clever / EQ as well as IQ

• What would you do if you could do anything?

• Spike Milligan’s Epitaph - and yours?

• The hedgehog principle - Good to Great (Jim Collins)

Covey’s 7 habits of highly effective people

• Proactive

• Begin with end in mind

• Put first things first

• Seek to understand then be understood

• Synergize

• Sharpen the saw

Benjamin Franklin’s autobiography

What rules do you live by?

What good have you done today?

What you do vs how you do it ...

Formal

Informal

Unconscious Conscious

Office layout

Agenda priorities

Promotion policies

Appointments

Pay policies

Perks

Body language

Behaviour

Values and beliefs

Who you value

How time is spent

Interest

Memos

Reports

Presentations

Emails

Press releases

Videos

MBWA

Conversations

Chats

Newsletters

Corridor greetings

Attending social events

80% of

the impact

80% of

the effort

Solutions language ...

This will never workThis will never work

How do we make it workHow do we make it work

I disagreeI disagree

I see it differentlyI see it differently

I’ve got a problemI’ve got a problem

Can you help me with something Can you help me with something

The urgent / important tension

Get in the ZONE & make Get in the ZONE & make time for:time for:

•Planning/strategisingPlanning/strategising•Networking & relationship Networking & relationship

building building •Developing new Developing new

opportunitiesopportunities•Personal developmentPersonal development

Deal with minor Deal with minor problems before problems before

they become major they become major issues & keep your issues & keep your ear to the ground ear to the ground

Dump the trivia & let Dump the trivia & let go of those things go of those things

you do because you you do because you like doing themlike doing them

Minimize the Minimize the interruptions & interruptions &

meetings for meetings meetings for meetings sake. Delegate what sake. Delegate what

you canyou can

Importance

Urgency

Un

-man

aged

time d

rift

Dealing with conflict ...

Your options:

•Put it off

•Put up with it

•Fight

•Compromise

•Collaborate

What about assertiveness ?

It would be so easy without the people!

Understand people:Understand people:

• Both self and others• Value diversity• Build personal relationships• Praise rather than criticise - motivation theory• Give credit (it is infinite in supply) and take the blame• Develop a “context sensitive” strategy for non-team players

Learn to trust and delegate:Learn to trust and delegate:

• Communicate openly and honestly - STOP EMAILING SO MUCH• Let go of the day-to-day stuff occasionally

(Dave Allan’s Getting Things Done ...)• Hire people better than you - Abraham Lincoln’s biography,

later...