A six-part series designed to help managers,
engineers, and team members improve their leadership
"Even if you don't directly supervise someone, these skills will
have a positive impact on your ability to deal with others in a
project or team environment and improve your organizational
abilities." - Diane Murdock, Appleton International, Inc.
Dates: Wednesdays at 11 a.m. Eastern
Registration form on the PIMA website
1-page summary for this PIMA & CPBIS Online
Session 1: September 10
The Open Mind:
Using the 6 Patterns of Natural Intelligence to Improve
Presenter: Randy Riggs, Operations Manager -
NAM, DA Consulting Group, Inc.
Can you relate to any of these statements?
"I'm more of a visual learner, so I need to see things in pictures
to truly understand complex ideas."
"Before Gary believes anything, he has to hear it coming out of his
"Every time I sit down to talk to my boss, she starts doodling on a
pad of paper. It really ticks me off! I want her to look me in the
eye while I tell her what I think."
People are often classified as a "visual" or "auditory" learner,
meaning that they only learn by seeing something or reading it out
loud. Other people insist that they have to do something before
they ever understand what it is they are doing. However, rather
than relying on only one way of learning, we actually use a
combination of all three modes. How our minds combine visual,
auditory and kinesthetic learning can vary between
By discovering the pattern that most closely resembles the way
you think, you can get "unstuck" in your thinking, applying new
methods to solve old problems - see things the way that others see
them, hear the underlying message, feel empathy for the other
person's position. Conversely, you can practice using this same
knowledge to translate your message into another person's native
Session 2: September 24
Presenter: Randy Riggs, Operations
Manager - NAM, DA Consulting Group, Inc.
Conflict occurs when two or more possible actions or responses
are considered for the same incident or event. Maintaining
composure in these situations can be rather difficult. Having a
better understanding of the common types and sources of conflict
can help you determine appropriate strategies for dealing with
Conflict can result from a variety of tensions, such as:
Gender-based Tensions - Most gender-based conflicts in the
workplace are not obvious or even intentional. Today's conflicts
arise from an organization's culture that creates a systemic
disadvantage for women. Most companies were created by men and are
based on male experiences. The desired traits for management are
stereotypically male: tenacity, aggression and decisiveness.
Generation-based Tensions - For the first time in history, there
are four separate and distinct generations working together in a
stressful, competitive workplace. In order to understand the
different generations we need to examine their common history. The
events and conditions experienced by each generation determine
their perception of the world and the workplace.
Behavior-based Tensions - Conflict caused by behavior-based
tension is usually associated with miscommunication. Only 7% of
human communication is transmitted verbally - the other 93% is
nonverbal. Facial expressions, body language and tone of voice are
important facets of communication. It is not surprising so much
conflict is caused by miscommunication.
Knowing the reasons for conflict is only a start. Through
negotiations and associated compromise, mutually beneficial (i.e.,
win-win) solutions should be uncovered. Practicing a systematic set
of steps to resolve conflict will help make the resolution process
Session 3: October 8
Setting and Aligning SMART Goals
Presenter: Frank Plano,
Consumer Products Knowledge Manager, Georgia-Pacific
Setting and aligning goals are critical to producing
deliverables for your organization. Yet most individuals are
confused about defining goals, incorporating them productively into
their performance and measuring the value.
"If I have been at my job for several years and know exactly
what to do and how to do it, why do I have to bother with
"If every organization sets goals, why is it that so much effort is
expended in activity that is counter-productive to the goals of the
"If Manager A meets HIS goals, and Manager B meets HER goals, how
can it be that the organization itself is failing to meet its
"How can I be accountable for goals that I don't control?"
In high-performing organizations, personal accountability is
present at all levels. Discover how accountability can be improved
through goal-setting and alignment, as well as the answers to the
Also discover how individual goal setting can become destructive to
Finally, solidify your understanding of the essential ingredients
in making goal setting work for you, your team, and the greater
Session 4: October 22, 2003
Developing Personal Accountability at all Levels of the
Presenter: Don Groover, CIH, CSP, Vice
President, Behavioral Science Technology, Inc.®
Every organization wants its members to exercise personal
accountability. The dictionary definition of personal
accountability is one who readily assumes obligations, acquits
oneself creditably, acts rationally, and is answerable for one's
actions. When individuals within an organization are personally
accountable, the result is a high-functioning, performance-friendly
You can often overhear leaders asking, "How can we get our
employees to have a "fire in their bellies" for performance?" We
want them to develop a passion for performance. To get to that
passion, organizations try a number of different techniques
including slogans, posters, and motivational speakers, giving out
incentives or dishing out punishment for non-performance. While
some of these techniques might reach a few people, they rarely
develop a widespread sense of responsibility and passion.
In a high-functioning organization, personal accountability is
present at all levels. Organizations develop and nurture this sense
of responsibility at each level and channel it into behaviors and
practices that support the desired performance.
This talk will focus on a proven change model. This model starts
with setting the right expectations and establishing an
organizational "tone" for change. Next identifying the specific
practices and behaviors that are needed to demonstrate this
passion. Finally, clarifying what systems prevent employees from
doing the things we say we desire and removing these barriers.
There is no silver bullet for developing a fire in the belly of
our employees. There are underlying reasons why this passion
doesn't exist or has been extinguished. Change starts at the senior
most level of the organization. We will discuss how we can get
alignment at this level and identify the crucial few practices they
must demonstrate to get their direct reports enthused about the
performance target. Next we will discuss middle management and
supervisors and finally the workers themselves.
Session 5: November 5
Group Dynamics - Determining the Basis for High Performance Work
Presenter: Eric Coryell, LeadershipTraining
Specialist, Appleton International, Inc.
Think back to the last time you were part of a highly
functioning team. Maybe it was a high school sports experience,
your favorite social group or a work project team that really got
results. What was it about that team that made it exciting,
effective and fun? When everything seemed to fall in to place. Most
highly functioning teams have a few things in common. They usually
had a shared fate that aligned their purpose and passion. They
demonstrated a vested interest in each other's success. And they
always forced each other to work to their maximum potential. Renown
behaviorist Pat Murray translated these behavioral observations
into a series of steps designed identify the weaknesses that most
group suffer while suggesting very practical tools and methods get
your team operating to its maximum potential. This presentation
will introduce you to these concepts and provide you the background
needed to take your team to the next step.
Session 6: November 19
Presenter: Don Groover, CIH, CSP, Vice
President, Behavioral Science Technology, Inc.®
Change is a constant. It can come in the form of upsizing,
rightsizing, downsizing, takeovers, implementation of an
improvement initiative, changes in leadership, just to mention a
few. The natural desire is to maintaining the status quo, but this
has been a well-traveled road to going out of business. In today's
business environment, it is the companies that are adaptable that
survive and thrive.
Culture and individual beliefs work against change. Culture is
commonly defined as the shared values and beliefs of a group.
Culture reflects people's shared perceptions about how things work
- in practice, not in theory. Beliefs are the way we see the world
and identify for us what is important and what is not.
The starting point for change is to assess an organization's
current acceptance to change. We need to understand which levels
welcome change and what levels might be an impediment to change and
New research has proven that there are organization attributes
that predict organizational performance. Additional research has
identified the root cause issues that drive these organizational
attributes. Organizational factors that impede progress become
visible through resistance.
Resistance to change is natural and expected. It comes in many
forms and frequently accompanies any sort of change. In the dynamic
environment of today's world, leaders can count on resistance
management being a part of their jobs. Understanding how to
recognize and overcome resistance while maintaining an effective
working relationship is an important skill for leaders.
To successfully manage resistance, a leader needs to know how to
diagnose the cause of the resistance and recognize the different
ways in which resistance is manifested. With this knowledge, the
leader can devise a strategy for handling the resistance.
There are three common forms of organizational resistance to
" Cognitive resistance manifests as constant requests for more
information, a need for endless details, and arguments over the
necessity for the change.
" Minimal compliance is most common where there is strong cohesion
amongst the group members. The members do the absolute minimum the
change requires but resist the change vision at every corner.
" Out-waiting the change is widespread when organizations fall into
the "flavor of the month" trap, and employees know that they don't
have to alter what they are currently doing. Eventually management
will drop the initiative.
This talk will focus on understanding how organizational
functioning affects acceptance to change and describes a model for
successfully driving change through an organization and overcoming
If you wish to get more information about past and future
programs please contact Professor Vinod Singhal.