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.
coach@simulearn.net
© 2006 SimuLearn Inc
Minutes
20
60
90
90
90
90
10
90
90
Event
Part I: Leadership Fundamentals
Part II: Learning the Principles
Part III: Applying the Principles
Scenario One (One-on-One)
Scenario Two (The New Person)
Moment of Reflection
Scenario Three (Status Quo)
Scenario Four (Two Cultures)
Scenario Five (Crisis and Opportunity)
Reflection and Replay of all Scenarios
Help is always available at: coach@simulearn.net
Page 4

‰ 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
‰ 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
Page 5
‰ 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
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.
Oppose
Support Oppose
Express your opinion by clicking on the opinion bars.
Support
Page 6

V I R T U A L L E A D E R I N T E R F A C E
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.
To praise, engage, and align with a person, click on the right side
(green) of their opinion bar.
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.
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.
Fix Environment
Problem is Morale
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.
Use Automation
Page 7
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).
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.
Also pause frequently if you feel things are happening too quickly.
The magnitude of your support will correspond with how far from the center you click on the bar.
To neutrally acknowledge the person and ask them a question, click in the middle of their opinion bar.
n Finish Meeting
You are sitting here, facing your colleagues,
Retention to 20%
Retention to 50%
Coffee Shop
After being introduced, some ideas are put on hold as another idea is made active. Any character may reintroduce “paused ideas.”
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

Do each exercise below no more than twice (once if you get “Congratulations”)
‰ Complete Practice Session One (Try Doing Work
• Please circle your final result - "Try Again" or "Congratulations”
‰ Select and Complete Practice Session Two (Try Encouraging Creativity)
• Please circle your final result - "Try Again" or "Congratulations”
‰ Select and Complete Practice Session Three (Try Moderating Tension)
• Please circle your final result - "Try Again" or "Congratulations”
‰ Select and Complete “Practice Session Four (Try Using Power)
• Please circle your final result - "Try Again" or "Congratulations”
‰ 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
‰ Quit Virtual Leader from the Main Menu
‰ From your computer’s desktop double click on “Launch Virtual Leader”
‰ Select “Applying the Principles”; then login
‰ Select Scenario One (One-on-One)
‰ After the introduction, select the “Practice” mode button
• Do not yet select “Resume’ to begin the Scenario
Page 9
‰ 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
‰ 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

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
Computer
Set Up
Do Filing
Today
Team Coffee
Break
Look for
Apartment
Finish
Meeting
Financial
Performance
+20 +25 -15 0 -10
Customer
Satisfaction
+25 +20 +10 +5 -5
Employee
Morale
Idea Net
Value
-5
+40
- 5
+40
+5
0
+15
+20
+15
0
Complete this
Idea? Yes/ No
Yes Yes No
Incompatible
Ideas
Do Filing
Today
Do Filing
Today
Get Nortic
Cards,
Computer
Set Up
Yes
None
Maybe
None
Yes
None
Pass these ideas because they have a very strong
Idea Net Value
Do not pass this idea because it will pre-
empt strong ideas like Get Nortic Cards and Computer Set Up
Consider passing Look for
Apartment because of the effect on the balanced scorecard
Page 11
‰ 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
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
All
Players
Number of Dialog Turns
% of Dialog Turns %
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?
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

V I R T U A L L E A D E R S C R E E N 1
Screen 1 presents your score during the last play, and a high-level breakdown of the components.
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)
The perfect Tension Score is 100%. (see Screens 5 and 9 for more details)
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)
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.
Page 13
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)
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.
Information regarding the ideas’ impact can be found by pausing the game, clicking on the idea, and reading the description.
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
• your personal influence.
Page 14

V I R T U A L L E A D E R S C R E E N 2
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.
V I R T U A L L E A D E R S C R E E N 3
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.
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.
Information regarding the ideas’ impact can be found by pausing the game, clicking on the idea, and reading the description.
Page 15
This gives you a feel for how often your overall comments were in opposition.
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.
Add the two numbers connected by the gray bar to give you a feel for your tendency to address people.
Add the two numbers connected by the blue bar to give you a feel for your tendency to address ideas.
Page 16

V I R T U A L L E A D E R S C R E E N 4
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.
Beginning of scenario
Group’s
Alignment
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.
End of scenario
Personal
Influence
V I R T U A L L E A D E R S C R E E N 5
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
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.
To better understand the spikes in personal influence, look at Screen 8.
Page 17
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.
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.
Page 18

V I R T U A L L E A D E R S C R E E N 6
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.
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.
Page 19
V I R T U A L L E A D E R S C R E E N 7
This chart is for power users only, and most will find it more useful to skip.
Page 20

V I R T U A L L E A D E R S C R E E N 8
Beginning of scenario
Everyone who supported an idea gets a pro rata increase in their personal influence when it passes.
End of scenario
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.
Page 21
V I R T U A L L E A D E R S C R E E N 9
With this chart, you can determine which ideas raise the tension in the room and which ideas lower it.
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.
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.
Page 22

V I R T U A L L E A D E R S C R E E N 1 0
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.
V I R T U A L L E A D E R S C R E E N 1 1
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
• your personal influence.
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
Page 23
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.
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.
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.
9
9
8
8 8
Page 24

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.
Click pen quickly
Strum fingers rapidly
Cough several times
Squirm in chair
Rest chin in one hand
Pick up cup
Stroke chin
Yawn
Examine pen
Pick at finger-nails
Slump in seat
Stretch
Shake head
Exhale deeply
Walk behind chair
Bang fist on table
Shrug
Drink coffee
Scratch nose
Smile broadly
Take notes
Lean forward to listen
Nod in agreement
Steeple hands
Page 25
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:
• 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.
Each time you complete a scenario, consider how the principles below are affected by the leadership styles applied.
Formal
Authority
Group’s
Opinion
Personal
Influence
Successfully
Introduce
Ideas
Uncover
Hidden
Ideas
Relax
Moderate
Complete the
Right
Work
Prevent
The
Wrong
Work
Page 26

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
You
All
Players
Number of Dialog Turns
% of Dialog Turns
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
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
‰ Copy from Screen 3 of 11
Number of Dialog Turns
% of Dialog Turns
You
All
Players
%
Page 27
Participating Leadership Style
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.
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
You
All
Players
Number of Dialog Turns
% of Dialog Turns
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
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
‰ Copy from Screen 3 of 11
Number of Dialog Turns
% of Dialog Turns
You
All
Players
%
Page 28

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
Screen 3 of 11 with percentages in these ranges
You
All
Players
Number of Dialog Turns
% of Dialog Turns
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
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
‰ Copy from Screen 3 of 11
Number of Dialog Turns
% of Dialog Turns
You
All
Players
%
Page 29
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 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
‰ Copy the results in the boxes below from Screen 1 of 11
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
Page 30

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.
‰ How often did I speak in that conversation (% of dialog turns) ?
‰ Did I dominate the conversation or was I passive (listening more) ?
‰ What is my normal leadership style (directive, participative or delegative) ?
‰ 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) ?
‰ 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) ?
‰ Did I gain and use personal influence in my conversations?
‰ Did I try to optimize the group’s opinion of me?
‰ 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?
‰ What is the employee satisfaction after this conversation? Why?
‰ Did I achieve a balanced scorecard?
Page 31
Practice Round 6 Practice Round 7
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating Directing Delegating
Participating Participating
Directing Delegating
Participating
Page 32

‰ If necessary, from your computer’s desktop double click on “Launch Virtual
Leader” icon. If necessary, select “Applying the Principles”
‰ Select Scenario Two (The New Person)
‰ After the introduction, select the “Practice” mode button
• With the game paused, use the following page to help you plan which ideas you want to complete
‰ Assess the situation and characters
‰ Plan your work – Work your plan
•
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:
•
Financial Performance
•
Customer Satisfaction
•
Employee Satisfaction
Page 33
Complete the following idea sheet to determine which ideas are best for Business Results
Financial
Performance
-5
Customer
Satisfaction
0
+15 +5
+15 0
Employee
Morale
Idea Net
Value
Complete this
Idea?
Incompatible
Ideas
+10 0 -5
-5
-5
+15
-10
+10 +5
-5
0
+15
+25
+10 -10
Yes
Refer back to Page 10 for an example.
Page 34

‰ 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
Business Results
Financial Performance
Customer Satisfaction
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
Number of Dialog Turns
% of Dialog Turns %
Given the number of dialog turns, was it a short or long meeting? Check your length below
‰ Short Meeting (25 to 40 turns)
‰ Medium Meeting (41 to 70 turns)
‰ Long Meeting (70+ turns)
Given the % of your dialog turns above, 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?
Page 35
‰ 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
‰ Build influence and group opinion and then strongly introduce “Raise
Retention to 65%”
Virtual Leader scenarios are not real meetings
The virtual characters are not real people
The dialog is not real
However:
in Virtual Leader
discussion
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 36

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.
You
All
Players
Number of Dialog Turns
% of Dialog Turns
A directing style for Scenario Two (The New Person) would most likely generate results in
Screen 3 of 11 with percentages in these ranges
Play Scenario Two 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
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
‰ Copy from Screen 3 of 11
You
Number of Dialog Turns
% of Dialog Turns %
%
%
%
%
%
%
All
Players
%
%
Page 37
Participating Leadership Style
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.
When you want to solicit ideas, and gain team consensus, use a participating style.
A participating style for Scenario Two (The New Person) would most likely generate results in
Screen 3 of 11 with percentages in these ranges
You
All
Players
Number of Dialog Turns 50-75
% of Dialog Turns 30-65%
Play Scenario Two again and try to achieve a leadership style that most closely matches these field ranges
‰ Copy the results in the boxes below from Screen 1 of 11
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
‰ Copy from Screen 3 of 11
Number of Dialog Turns
% of Dialog Turns
You
All
Players
Page 38

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
Screen 3 of 11 with percentages in these ranges
You
All
Players
Number of Dialog Turns 75-100
% of Dialog Turns <30%
Play Scenario Two again and try to achieve a leadership style that most closely matches these field ranges
‰ Copy the results in the boxes below from Screen 1 of 11
% Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
‰ Copy from Screen 3 of 11
Number of Dialog Turns
% of Dialog Turns
You
All
Players
Page 39
‰ Strongly Support “Retention to 65%” idea
‰ 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
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
Page 40

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
‰ Copy the results in the boxes below from Screen 1 of 11
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
Write a brief commentary on what improved or could have improved your results in this play. For assistance, email coach@simulearn.net.
Page 41
Practice Round 6 Practice Round 7
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating Directing Delegating Directing Delegating
Participating Participating Participating
Page 42

Mission:
• 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?
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?
Tactics
• 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?
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?
Page 43
It is easy to memorize theory. But making skills intuitive requires a lot of practice.
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.
16-25
15:00
You will internalize your leadership competencies
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
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
11:00
9:00
You will be able to understand and use tactics for shifting tension
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
7:00
You will be able to understand and use tactics for gaining power
You will respond to tension-driven body language
5:00
You will respond to opinion-driven body language
You will consider the objectives of others in order to complete your goals
3:00
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
Page 44

‰ Select Scenario Three (Status Quo)
‰ After the introduction, select the “Practice” mode button
‰ Use the idea value sheet on the next page to plan which ideas you will want to pass.
Scenario Three Strategies
‰ 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.
Oli
Will
Alan
Herman
Rosa
Page 45
Idea Net
Value
Complete
Idea? Y/N
Incompatible
Ideas
Supported by which
Characters?
Complete the following idea sheet to determine which ideas are best for Business Results
Call
Center
Work
Rosa on
Sales
Call
Minutes on
Website
Go to
Party
Cut
Expenses
Will's
Sales
Retreat
Finish
Meeting
Financial
Performance
+20 +5 +5 0
Customer
Satisfaction
+30 +10 -5 0
Employee
Morale
+20 +15 -10 +5
+5
-5
-10
-10
+5
+10
Page 46

‰ Complete Scenario Three
‰ Copy the results in the boxes below from Screen 1 of 11
% Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
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
Number of Dialog Turns
% of Dialog Turns
Given the number of dialog turns, was it a short or long meeting? Check your length below
‰ Short Meeting (25 to 40 turns)
‰ Medium Meeting (41 to 70 turns)
‰ Long Meeting (70+ turns)
Given the % of your dialog turns for Scenario Three, 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?
Page 47
Practice Round 2 Practice Round 3 Practice Round 4
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating Directing Delegating Directing Delegating
Participating Participating Participating
Page 48

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
Page 49
Practice Round 5 Practice Round 6
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating
Participating
Directing Delegating
Participating
Directing Delegating
Participating
Page 50

Mission:
• 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?
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
‰ Select Scenario Four (Two Cultures)
‰ After the introduction, select the “Practice” mode button
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
Page 52

Complete the following idea sheet to determine which ideas are best for Business Results
Financial
Performance +20 +10 +10 +5 -5 -5 -5 -10
Customer
Satisfaction
-5 0 +10 -5 +15 0 +20 0
Employee
Morale
-5 -10 +15
Idea Net
Value
Complete
Idea? Y/N
-5 +15 +10 0 +10
Yes
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.
Does this ever happen in real life?
Page 53
‰ Complete Scenario Four for the first time
‰ Copy the results in the boxes below from Screen 1 of 11
% Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
Power Strategy: Build Factions and Support
‰ Tactics: Introduce and support “Who’s Downsized?” and support Alan directly
(click in Alan’s green zone)
‰ 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
Work Strategy: Identify and Complete the Critical Work
‰ 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
Page 54

Practice Round 2 Practice Round 3 Practice Round 4
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating Directing Delegating Directing Delegating
Participating Participating Participating
Page 55
Practice Round 5 Practice Round 6
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating
Participating
Directing Delegating
Participating
Directing Delegating
Participating
Page 56

‰ Select Scenario Five (Crisis and Opportunity)
‰ After the introduction, select the “Practice” mode button
Scenario Five Strategies
• Idea Strategy: Relax the group to think of new ideas
Your Intent: Uncover hidden ideas
• Work Strategy: Identify and Complete the Critical Work
Your Intent: Pass the right mix of ideas that best meet the organizational objectives
– Financial Performance
– Customer Satisfaction
– Employee Morale
Page 57
Complete the following idea sheet to determine which ideas are best for Business Results
Financial
Performance
0 +15 -5 -10 +5 0 +25 +10 +10
Customer
Satisfaction
-10 +10 +15 -10 +5 +5 +25 +25 +20
Employee
Morale
-10
Idea Net
Value
Complete
Idea? Y/N
0 +10 -10 0 +5 +5 +20 +25
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 58

‰ Complete Scenario Five for the first time
‰ Copy the results in the boxes below from Screen 1 of 11
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
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
# of Dialog Turns
% of Dialog Turns %
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.
Page 59
Practice Round 2 Practice Round 3 Practice Round 4
Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
# of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round above represents?
Directing Delegating Directing Delegating Directing Delegating
Participating Participating Participating
Page 60

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
Work Strategy: Identify and Complete the Critical Work
‰ Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”
‰ Tactic: Pass either of “Rebuild Facility” or “Move to States”
‰ 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.
Power move: Try using the right click on the idea of "Do Nothing" to introduce it negatively.
Page 61
Practice Round 5 Practice Round 6
% % % Leadership
Power
Tension
Ideas
Business Results
Financial Performance
Customer Satisfaction
Employee Morale
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
You All Players You All Players You All Players
Number of Dialog Turns
% of Dialog Turns
Total Support/Neutral Actions
Towards Players
Towards Ideas
Total Oppose Actions
Towards Players
Towards Ideas
% % %
Circle below the closest Leadership Style that your score in each round represents?
Directing Delegating Directing Delegating Directing Delegating
Participating Participating Participating
Page 62

Please describe your real world experiences using the principles-based terminology
• How are you monitoring and adjusting tension levels to improve others productivity?
• What are you doing differently to foster creativity in your workgroup?
• What techniques are you using to build influence within your workgroup?
• 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?
• 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?
• 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?
• 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
You are done with the formal program
‰ Write down the date you completed the program: _________
For best results, engage Virtual Leader
‰ One hour a week during the next four weeks
‰ One hour every month for one year
This product has been certified for twelve PDUs of continuing education credit from the Project Management Institute (PMI).
Contact
488 Main Avenue
Norwalk, CT 06851
(203) 847-6660 coach@simulearn.net
www.simulearn.net
Page 64

T o 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
• 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
Page 65