Virtual
Leader
Leadership Styles
Workbook
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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.
How do we know that? In one typical implementation, supervisors of a Fortune 100 company that
used Virtual Leader saw their positive behavior such as contribution, collaboration and achievement
increase and their negative behavior such as detachment, domination and self-centered decrease by
more than 40%. And when measured six months after taking the first Virtual Leader session, the
participants’ impact on their organization had improved by 22% compared to those who had not
experienced the program. 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 between nine and twelve 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.
The SimuLearn Development Team
contact@simulearn.net
© 2005 SimuLearn Inc
Page 2
Leadership Styles Agenda
Block
Time
Event
A
:20 Self- Paced Introduction to Virtual Leader
B
:60 Interface and Practice Sessions
C
:90 Scenario One (One-on-One)
D
:90 Scenario Two (The New Person)
E
:10 Moment of Reflection
F
:90 Scenario Three (Status Quo)
G
:90 Scenario Four (Two Cultures)
H
:90 Scenario Five (Crisis and Opportunity)
I
:10 Moment of Reflection
Warning - we strongly encourage you to complete “The Leadership
Fundamentals” (A Block) and “Learning the Principles” (B Block)
before going on to “Applying the Principles.” The introduction and
practice sessions are essential to the learning.
Page 3
A - Block :20
Self Paced Introduction
‰ Install Virtual Leader
• Make sure your computer meets the minimum requirements printed on
the back of this workbook
• Insert the blue and green disc entitled “SimuLearn’s Virtual Leader”
• Select the option “Install Virtual Leader” and follow the on screen
prompts. The installation will take the average computer 5 to 10 minutes
to complete
• Feel free to browse and read the files under the Start Here, Pre-Work
and Deployment menu options
‰ From your computer’s desktop double click on “Launch Virtual Leader”
• Put on headphones, if appropriate
‰ Start and review the “Leadership Fundamentals” section
• “Three-to-One” is a universal leadership framework. While some of the
language may be different than what you have experienced, the themes
are common to hundreds of leadership theories, case studies, and
frameworks
• This exercise will take approximately 15 minutes
• Repeat sections as necessary
‰ If you would like more information on the leadership framework, 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
A
Page 4
B - Block :60
Interface and Practice Sessions
‰ Select “Learning the Principles”
• You will see a “Login” Screen
‰ Select the “Create” Button and enter all the user registration information
requested then select OK (create your own password)
‰ Enter your password (case sensitive) from the Create screen and select
“Login”
‰ Launch “Practice Session #1 – 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
• Refer to the next page to better understand the Virtual Leader interface
and discreet options available to you in many leadership situation
Throughout your use of SimuLearn’s Virtual Leader, try to take a break at least every
sixty minutes
Your Five Options in Virtual Leader are
Support / oppose an idea
Support / oppose person
Be neutral about an idea or ask a question
Do nothing – listen
Switch topics – refocus the conversation
oppose
support
oppose
neutral
Idea
neutral
•
•
•
•
•
support
B
Page 5
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.
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.
Some ideas can only be
seen after somebody else
introduces them. Use the
Three-to-One principles to
encourage others to
contribute creatively.
Fix Environment
Problem is Morale
Use Automatio
To oppose an idea, click
on the left side (red) of its
opinion bar.
Page 6
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
Retention to 20%
After being introduced,
some ideas are put on hold
as another idea is made
active. Any character may
reintroduce “paused ideas.”
Retention to 50%
Coffee Shop
You are sitting here,
facing your colleagues,
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 7
B - Block :60 Cont’d
Do each exercise below no more than twice (once if you get “Congratulations”)
‰ Complete “Practice Session #1 – Try Doing Work”
• Please circle your first result - "Try Again" or "Congratulations”
• Please circle your second results - "Try Again" or "Congratulations"
‰ Select & Complete “Practice Session #2 – Try Encouraging Creativity”
• Please circle your first result - "Try Again" or "Congratulations”
• Please circle your second results - "Try Again" or "Congratulations"
‰ Select & Complete “Practice Session #3 – Try Moderating Tension”
• Please circle your first result - "Try Again" or "Congratulations”
• Please circle your second results - "Try Again" or "Congratulations"
‰ Select & Complete “Practice Session #4 – Try Using Power”
• Please circle your first result - "Try Again" or "Congratulations”
• Please circle your second results - "Try Again" or "Congratulations"
‰ Select & Review “Session #5 – 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
Tip: Click on “Pause” to stop the simulation at any time.
B
Page 8
C - Block :90
Scenario One
‰ 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
While using Virtual Leader you will need to continuously demonstrate your skill to
• Influence (use your power)
• Communicate and actively listen
• Make decisions aligned with business objectives
• Motivate through positive and negative feedback
This scenario is more real than the sessions you have done so far. But it still closer
to a tennis backboard than the tennis game. It is a place to focus and practice skills
in a selectively modeled environment that stresses easy transferability to a real
situation. The situations will get more complicated and realistic throughout the
“Applying the Principles” section
‰ Click on Oli and each idea to see descriptions
‰ 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)
• For additional help, use the idea value sheet on the next page
• Upon completion, remain on the Leadership Score Screen 1 (do not
press the space bar yet)
C
Page 9
Meeting One
Get Nortic
Cards
Computer
Set Up
Today
Do Filing
Today
Financial
++++ ++++ ———
+
Customer
++++ ++++
+
Employee
—
—
Passing the Idea “Get Nortic
Cards” has a strong positive
effect on the financial
performance part of your
business results score.
Coffee
Break
Look for
Apartment
Finish
Meeting
——
++
+
—
+
+++
+++
Passing the Idea “Do Filing” has
a strong negative effect on the
financial performance part of
your business results score.
C
Page 10
Scenario One Scoring
‰ When you have completed Scenario One for the first time, copy the results in the
boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Do not hit the space bar. Click the Æ arrow twice on your keyboard to change the
screen to number 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 to 80+ turns)
Given the % of your dialog turns for Scenario One, were you passive, active, or dominating?
Check your style below
‰ Passive/Delegating (0% - 30%)
‰ Active/Participative (31% - 80%)
‰ Dominating/Directive (81%+)
What do you think these two scores convey about your leadership style during this play. What
could you do to more closely represent your natural style?
Review all eleven samples of the feedback screens
• Use the following pages to help self-diagnose your performance after
completing each scenario
C
Page 11
VIRTUAL LEADER SCREEN 1
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)
Screen one presents your
score during the last play,
and a high-level
breakdown of the
components.
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 12
Your leadership potential
changes over the course of
the meeting. 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 13
VIRTUAL LEADER SCREEN 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.
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 14
VIRTUAL LEADER SCREEN 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 often your overall
comments were in
opposition.
This gives you a feel for
how supportive you were
during the meeting.
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.
Add the two numbers
connected by the blue bar
to give you a feel for your
tendency to address ideas.
Page 15
VIRTUAL LEADER SCREEN 4
This screen shows how
your own personal
influence and the
character’s average
opinion of you changed
from the beginning of
the meeting to the end
of the meeting.
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.
End of
Meeting
Beginning
of Meeting
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.
To better
understand the
spikes in
personal
influence, look
at screen 8.
Page 16
VIRTUAL LEADER SCREEN 5
This screens shows how the group’s tension changed from the beginning of
the meeting on the left of the chart to the end of the meeting 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 meeting was quite narrow, perhaps
explaining why some hidden ideas were never introduced.
Beginning
of Meeting
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.
End of
Meeting
This productive range of
tension should be your
target for the second half
of the meeting, after all
of the ideas have been
introduced.
If you needs more ideas, during the first half of
the meeting you might drive
• a low-tension meeting to a high-tension
extreme or
• a high-tension meeting to a low-tension
extreme.
Page 17
VIRTUAL LEADER SCREEN 6
Screen six 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 meeting 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 Meeting
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 meeting 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 18
VIRTUAL LEADER SCREEN 7
This chart is for power users
only, and most will find it more
useful to skip.
Page 19
VIRTUAL LEADER SCREEN 8
Everyone who supported an idea gets a
pro rata increase in their personal
influence when it passes.
Beginning
of Meeting
End of
Meeting
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 20
VIRTUAL LEADER SCREEN 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
lowers the
tension in the
room.
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.
The tension range of this meeting
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 meeting you might drive
• a low-tension meeting to a high-tension
extreme or
• a high-tension meeting to a low-tension
extreme.
Page 21
VIRTUAL LEADER SCREEN 10
This chart is for power
users only, and most will
find it more useful to
skip.
Page 22
VIRTUAL LEADER SCREEN 11
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 meeting. Your leadership
score is taken at the moment
that your leadership potential
is the highest. Here,it is 70%
(seen on screen one), at the
end of the meeting.
Beginning
of Meeting
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 twothirds of a meeting, it is not a problem
if it goes down during the last third of
the meeting, as you are applying your
potential to achieve better business
results.
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 23
General Questions about Scenario One
Here are some general questions to be aware of during your next plays of Scenario
One
Who has the formal authority/rank?
‰ Oli
‰ Corey/You?
What is Oli’s stress level at the start of the meeting?
‰ Panicked, Nervous
‰ Productive
‰ Passive
‰ Bored
What non-verbal communication does Oli display?
‰ Tap pen
‰ Lean forward
‰ Shake head
‰ Yawn
‰ Slump in chair
Think about the correlation between the Leadership score and the Business Results
score
Tip: The Virtual Leader CD-ROM has a vast library of
articles about leadership. Put the disk back in the drive to
access the Virtual Leader library folder.
C
Page 24
Leadership Styles
Understanding the role of power, tension, ideas, and work is critical to recognizing
and influencing what is happening in a leadership situation. One's leadership style
comes in part from the bias in applying these principles . Three of the most common
styles are
• Directing
• Participating
• Delegating
Each style has an appropriate use
This Virtual Leader workshop will help you experience the three styles above and
gain an intuition as to when each is the most appropriate
“The New Core of Leadership”
Power
Power
Ideas
Formal
Authority
Group’s
Opinion
Personal
Influence
Successfully
Introduce
Ideas
Uncover
Hidden
Ideas
Relax
Tension
Tension
Moderate
Excite
Excite
Complete
Complete
the
the
Right
Right
Work
Work
Work
Work
Prevent
Prevent
The
The
Wrong
Wrong
Work
Work
C
Page 25
Scenario One / Directing Leadership Style
Directing Leadership Style
• The directing leadership style is leader-centered; they have formal authority;
they have the ideas
• The leaders 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
• Then they supervise its execution very closely
A Directing Style for Scenario One (One-on-One) would generate results in screen 3 of 11
with percentages in these ranges
You
All Players
• Number of Dialog Turns
20-40
• % of Dialog Turns
65 – 100%
Play Scenario One again and try to achieve a leadership style that most closely matches
these field ranges. Get through the meeting as quickly as possible, while still getting
acceptable business results
• If an earlier play already matched these, record those scores
• Otherwise, get through your two goals as quickly as possible. Enter your scores
below
• You should have gotten a very good score in the “Financial Performance” and
“Customer Satisfaction” portion of the Business Results, while considerably less
good in “Employee Morale”
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
•
___ %
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
• % of Dialog Turns
____
___%
C
Page 26
Scenario One / Participating Leadership Style
Participating Leadership Style
• The participating leadership style centers on the leader and team
• When teams receives 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 1 (One-on-One) would generate results in screen 3 of 11
with percentages in these ranges
You
• Number of Dialog Turns
• % of Dialog Turns
All Players
40-60
30 – 65%
Play Scenario One again and try to achieve a leadership style that most closely matches
these field ranges
• If an earlier play already matched these, record those scores
• Otherwise, interact as much as possible. Enter your scores below
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
• Number of Dialog Turns
• % of Dialog Turns
All Players
____
___%
C
Page 27
Scenario One / Delegating Leadership Style
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
A Delegating Style for Scenario 1 (One-on-One) would generate results in screen 3 of 11 with
percentages in these ranges
You
• Number of Dialog Turns
• % of Dialog Turns
All Players
60-100
0-30%
Play Scenario One again and try to achieve a leadership style that most closely matches
these field ranges
• If an earlier play already matched these, record those scores.
• Otherwise, interact as little as possible. Enter your scores below
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens.
• Leadership
•
___ %
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
• % of Dialog Turns
____
___%
C
Page 28
Scenario One / Leadership Styles
Every situation has an appropriate leadership style (or styles). It is your skill in
understanding which style or styles to apply that determines your ability to lead in a
sustainable manner
Check the one below which you feel will most appropriately lead Oli to the best
Business Results
‰ Delegating
‰ Participating
‰ Directing
Apply that leadership behavior by playing Scenario One again
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
%
C
Page 29
Key Learning Points - Scenario One
Mission:
• Establish rapport by getting off on the right foot
• Have all ideas introduced
• Focus Oli on the right work of “business cards” and “computer setup”
Awareness
• Who has the formal authority in this meeting, Oli or Corey/you?
• What is the tension level in meeting Oli for the first time, Passive, Productive or
Nervous?
• What body language or facial expressions did Oli display when he was tense?
Relaxed?
• Did you know all of the available ideas?
• What ideas are important to Oli? What two ways can you find this out?
• What is the best set of ideas to pass?
• What type of strategy(s) would you use in meeting a new employee for the first
time?
• What strategy would you use with Oli, to help him introduce new ideas; Relax or
Excite?
• What Power strategy could you use to help Oli support the right ideas/work?
• Is Oli focusing on the right work? How do you know or evaluate what the right
work is?
Tactics
• What are two tactics (person/relational & idea/task) that can reduce Oli’s tension
level?
• Would lowering tension tactics influence Oli to bring up a creative new idea?
• What strategy does Oli’s tactic convey when he wants to end the meeting so
soon?
Assessment
• What is the impact on Financial Performance if you let Oli “look for an
apartment”?
• Were you able to have all of the ideas introduced? If not, how did that affect
your leadership results?
• What happens to your business results score if Oli passes his “Do Filing” idea?
• What is more important, your leadership score or your business results score?
• What did you learn from this meeting?
• Has this changed how you might deal with an employee or situation like this, if
so how?
• Why is "team coffee break" a good idea?
• Can you get above 90 for your Total Score without red-clicking?
Page 30
Complete Two More Practice Rounds and One Advanced Round of Scenario One
Practice Round 6
Practice Round 7
Advanced Round
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 31
D – Block :90
Scenario Two
‰ 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
• Use the idea value sheet on the next page, if desired
Your Objective in each Meeting
‰
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
D
Page 32
Scenario Two
Fix
Morale
Financial
—
Customer
Employee
Crisis
Meet at
Fix
Stop ComUse AutoLoomCoffee
Environplaining
mation
ing
Shop
ment
Raise
Reten- Finish
tion to Meeting
65%
+++
+++
+
+++
++
—
—
+++
—
——
++
+
—
++++
+
++
——
D
Page 33
Scenario Two Scoring
‰ Complete Scenario Two for the first time
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 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 to 100+ turns)
Given the % of your dialog turns for Scenario Two, were you passive, active, or dominating?
Check your style below
‰ Passive/Delegating (0% - 30%)
‰ Active/Participative (31% - 80%)
‰ Dominating/Directive (81%+)
What do you think these two scores convey about your leadership style during this play. What
could you do to more closely represent your natural style?
D
Page 34
Two 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 – Perspective
These are not:
ƒ
Real people
ƒ
Real meetings
ƒ
Real conversations
•
They don’t talk like we do…..
•
Their statements are simplified to learn a “New
Perspective”….
negative
positive
ƒ
But they do have real opinions, agendas and strategies
ƒ
Focus on their behaviors, reactions, alliances & results
ƒ
Monitor, direct and influence the conversations & teams
D
Page 35
Scenario Two / Directing Leadership Style
Review of the Directing Leadership Style
• The directing leadership style is leader-centered; they have formal authority;
they have the ideas
• The leaders 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
• Then they supervise its execution very closely
A Directing Style for Scenario Two (The New Person) would generate results in screen 3 of 11
with percentages in these ranges
You
All Players
• Number of Dialog Turns
20-40
• % of Dialog Turns
65 – 100%
Play Scenario Two again and try to achieve a leadership style that most closely matches
these field ranges
• If an earlier play already matched these, record those scores.
• Otherwise, get through your goals as quickly as possible. Enter your scores
below
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
• % of Dialog Turns
____
___%
D
Page 36
Scenario Two / Participating Leadership Style
Participating Leadership Style
• The participating leadership style centers on the leader and team
• When teams receives assignments, the leaders encourages 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 generate results in screen 3
of 11 with percentages in these ranges
You
• Number of Dialog Turns
• % of Dialog Turns
All Players
40-60
30 – 65%
Play Scenario Two again and try to achieve a leadership style that most closely matches
these field ranges
• If an earlier play already matched these, record those scores.
• Otherwise, play using a participating leadership style. Enter your scores below
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens.
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
• % of Dialog Turns
____
___%
D
Page 37
Scenario Two / Delegating Leadership Style
Delegating Leadership Style
• In the delegating leadership style, leaders encourages 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
A Delegating Style for Scenario Two (The New Person) would generate results in screen 3 of
11 with percentages in these ranges
You
• Number of Dialog Turns
• % of Dialog Turns
All Players
60-100
0-30%
Play Scenario Two again and try to achieve a leadership style that most closely matches
these field ranges
• If an earlier play already matched these, record those scores
• Otherwise, interact as little as possible. Enter your scores below
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3 of 11 Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
• % of Dialog Turns
____
___%
D
Page 38
Two More Tips for Scenario Two
‰ 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 instead of the left mouse button when
clicking on an opinion bar to change your body language toward an idea
or person without saying anything
Verbal
Non-Verbal
Body Language
(see Appendix 3 [p. 36] of the Primer)
D
Page 39
Scenario Two / Leadership Styles
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
‰ Participating
‰ Directing
Apply that leadership behavior by playing Scenario Two again
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
%
D
Page 40
Key Learning Points
Scenario Two
Mission:
•
•
•
•
Reconcile conflicting information
Build faction to get their 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 meeting?
Where is the meeting room? How does this affect employee morale?
What is the tension level at the beginning of this meeting?
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 strategy is that?
What is the adverse effect of building a faction?
How can you empower someone else? What strategy is that?
•
•
•
•
•
•
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?
Tactics
Assessment
• What is the outcome of the meeting if you are too passive?
• When is it OK 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 meeting to exercise leadership and execute the
right work?
• What did you learn from this meeting? How would you deal with a leadership
opportunity when two co-workers are so opposed to the first of many agenda
items/ideas?
Page 41
Complete Two More Practice Rounds and One Advanced Round of Scenario Two
Practice Round 6
Practice Round 7
Advance Round
Leadership Score (Screen 1 of 11)
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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
E - Block :10
Moments of Reflection
Please check the three highest learning outcomes so far
‰ Making trade-offs between uses of
Power, Tension, Ideas, and Work
‰ Understanding the role of creative
thinking
‰ Understanding and using tactics for
generating ideas
‰ Understanding the core discreet
behaviors are supporting or
opposing ideas, and supporting or
opposing each other
‰ Understanding and using tactics for
using tension
‰ Understanding the need for
listening, sharing power
‰ Understanding the goal of a
leadership situation is getting the
right work done
‰ Match the outcome of your specific
tasks to enterprise goals and
priorities
‰ Understanding that there are ideas
out in the open and there are
hidden ideas
‰ Understanding and using tactics for
gaining power
‰ Understanding the application of
Directing Leadership
‰ Recognizing tension-driven body
language
‰ Understanding the application
of Participating Leadership
‰ Recognizing opinion-driven body
language
‰ Considering the objectives of
others in order to complete your
goals
‰ Understanding the application
of Delegating Leadership
‰ Understanding the difference
between Directing, Participating,
and Delegating Leadership
‰ Understanding the role of critical
reasoning
‰ Understanding the roles of
Planning/Preparing, Executing, and
Assessing
Tip: The Virtual Leader CD-ROM has a vast library of
articles about leadership. Just put the disk back in the
drive to access.
E
Page 43
F – Block :90
Scenario Three
‰ If necessary, from your computer’s desktop double click on “Launch Virtual
Leader”
‰ If necessary, select “Applying the Principles”
‰ Select Scenario Three (Status Quo)
‰ After the introduction, select the “Practice” mode button
Scenario Three Strategies
‰ Ideas Strategy: Excite to think of new ideas
• Your Intent: There are hidden ideas that need to be uncovered
‰ Power Strategy: Build Factions with Rosa and Oli while Partnering with
Herman (an authority)
• Your intent: You need a power base that involves Rosa, Oli, and
Herman
‰ Work Strategy: Identify & Complete the Critical Work
• Your Intent: Pass the right mix of ideas that best meet the organizational
objectives
Remember that you are no longer the person with the highest authority
Use the idea value sheet on the next page
Alan
Alan
Herman
Herman
Will
Will
Player
Player // Corey
Corey
Rosa
Rosa
Oli
Oli
F
Page 44
Scenario Three
Cut
Expense
s
Will's
Sales
Retreat
+
++
——
++
—
—
+
+++
——
——
++
Call
Center
Work
Rosa on
Sales
Call
Minutes
on
Website
Financial
+++
+
+
Customer
+++
+++
Employee
+++
+
Go to
Party
+
Finish
Meeting
F
Page 45
Scenario Three Scoring
‰ Complete Scenario Three for the first time
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___ %
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
‰ Click the Æ arrow twice on your keyboard to change the screen to number 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 to 100+ turns)
Given the % of your dialog turns for Scenario Three, were you passive, active, or dominating?
Check your style below
‰ Passive/Delegating (0% - 30%)
‰ Active/Participative (31% - 80%)
‰ Dominating/Directive (81%+)
What do you think these two scores convey about your leadership style during this play. What
could you do to more closely represent your natural style?
F
Page 46
Complete Three Practice Rounds
Practice Round 2
Practice Round 3
Practice Round 4
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 47
Scenario Three Tips
Ideas Strategy: Excite to think of new ideas
• Tactics: Introduce and Focus on “Cut Expenses”
• Tactic: Bring in passive characters and raise Herman’s tension and he
will bring up “Call Center Work” idea
Power Strategy: Build Factions & Partner with Authority
• Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is
introduced
Work Strategy: Identify & Complete the Critical Work
• Tactic: Pass “Call Center Work”, “Cut Expenses” & “Rosa on Sales Call”
ideas
• Tactic: Don’t let Will pass his “Sales Retreat”
Virtual Leader Tips
• Use the right moue button instead of the left mouse button to introduce
an idea, and you will introduce it “negatively,” bringing it up without
connecting it to you
• Remember that your business score is impacted only by the ideas
passed
F
Page 48
Key Learning Points
Scenario Three
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 meeting?
What is your strategy? How can you achieve your goals?
What is the tension level at the start of the meeting?
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 meeting & 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 Personal Influence? Or their PI?
• What are two tactics/actions you can do to raise Herman’s tension to engage
him?
Assessment
• What is the outcome of the meeting 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 meeting #1 you should lower tension to get Oli to introduce ideas,
while in meeting #3 you need to raise tension to get Herman to introduce an
idea? Could you try this in your workplace?
• Can you repeat your performance; articulating when and why you used certain
strategies, skills and styles?
F
Page 49
Complete Two More Practice Rounds and An Advanced Round of Scenario Three
Practice Round 5
Practice Round 6
Advance Round
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 50
G – Block :90
Scenario Four (Two Cultures)
‰ If necessary, from your computer’s desktop double click on “Launch Virtual
Leader”
‰ If necessary, select “Applying the Principles”
‰ 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 & 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
G
Page 51
Scenario Four
Eliminate
Vendor
Networks
Keep
Vend
-ors
Keep
HR
Policie
s
More
Client
Contact
—
—
Combine
Sales
Who’s
Down
-sized
Consolidate
IT
Financial
+++
+
++
++
+
—
Customer
—
++
—
++
+
Employee
—
++
+
—
++
+
—
—
Senior
Meeting
Finish
Meeting
—
—
++
++
++
+
G
Page 52
Scenario Four Scoring
‰ Complete Scenario Four for the first time
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens.
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
%
Scenario Four Tactics
Power Strategy: Build Factions and Support
‰ Tactics: Introduce and support “Who’s Downsized?” and 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 & Complete the Critical Work
‰ Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep
HR Policies” & “Keep Vendors” ideas
‰ Tactic: Don’t let “Senior Meeting” or “Fire Nortic Vendors” pass
G
Page 53
Complete Three Practice Rounds
Practice Round 2
Practice Round 3
Practice Round 4
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 54
Complete Two More Practice Rounds and One Advanced Round of Scenario Four
Practice Round 5
Practice Round 6
Advance Round
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 55
H – Block :90
Scenario Five (Crisis and Opportunity)
‰ If necessary, from your computer’s desktop double click on “Launch Virtual
Leader”
‰ If necessary, select “Applying the Principles”
‰ Select Scenario 5 (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 & Complete the Critical Work
Your Intent: Pass the right mix of ideas that best meet the
organizational objectives
H
Page 56
Scenario Five
Down
-play
to
Press
Financial
Alan
talks
to
pres
s
Rebuild
Facil
-ity
Move
to
State
s
++
+
—
—
—
+
+
Do
Noth
-ing
Customer
—
—
++ ++
+
—
—
Employee
—
—
++
—
—
Will
talks
to
press
Lowcost
provid
-er
+++
++
+
+
Best
Product
Best
Service
++
++
Finish
Mtg
.
+++ +++ +++
++ ++
+
+
+++ +++
+
++
H
Page 57
Scenario Five Scoring
‰ Complete Scenario Five for the first time
‰ Copy the results in the boxes below from the 1st of the 11 feedback screens
• Leadership
___ %
•
Power
___ %
•
Tension
___ %
•
Ideas
___ %
• Business Results
___
•
Financial Performance
___ %
•
Customer Satisfaction
___ %
•
Employee Morale
___ %
%
‰ Click the Æ arrow twice on your keyboard to change the screen to number 3
of 11 - Leadership Style. Enter your results below
You
All Players
• Number of Dialog Turns
____
• % of Dialog Turns
___%
H
Page 58
Complete Three Practice Rounds of Scenario Five
Practice Round 2
Practice Round 3
Practice Round 4
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 59
Scenario Five Tactics
Idea Strategy: Relax to think of new ideas
‰ Tactics: Support and pass either “Alan talks to press” or “Will talks to press”
to get the issue off the table quickly
‰ 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 & Complete the Critical Work
‰ Tactic: Pass one of “Low-cost Provider,” “Best Products,” or “Best Service”
‰ Tactic: Pass one of “Rebuild Facility” or “Move to States”
‰ Tactic: Don’t let pass “Downplay to Press” or “Do Nothing”
H
Page 60
Complete Two More Practice Rounds and an Advanced Round of Scenario Five
Practice Round 5
Practice Round 6
Advance Round
Leadership Score (Screen 1 of 11)
%
Leadership
Power
Tension
Ideas
Business Results
%
%
%
%
%
%
%
%
%
%
%
%
%
%
Financial Performance
%
%
%
Customer Satisfaction
%
%
%
Employee Morale
%
%
%
Leadership Style (Screen 3 of 11)
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 61
I-Block :10
Moments of Reflection
Please check below the three highest Learning Outcomes
‰ Making trade-offs between uses of
Power, Tension, Ideas, and Work
‰ Understanding the role of creative
thinking
‰ Understanding and using tactics for
generating ideas
‰ Understanding the core discreet
behaviors are supporting or opposing
ideas, and supporting or opposing each
other
‰ Understanding and using tactics for
using tension
‰ Understanding the need for
listening, sharing power
‰ Match the outcome of your specific
tasks to enterprise goals and
priorities
‰ Understanding and using tactics for
gaining power
‰ Recognizing tension-driven body
language
‰ Recognizing opinion-driven body
language
‰ Considering the objectives of
others in order to complete your
goals
‰ Understanding the goal of a leadership
situation is getting the right work done
‰ Understanding that there are ideas
out in the open and there are hidden
ideas
‰ Understanding the application of
Directing Leadership
‰ Understanding the application
of Participating Leadership
‰ Understanding the application
of Delegating Leadership
‰ Understanding the difference between
Directing, Participating, and Delegating
Leadership
‰ Understanding the role of critical
reasoning
‰ Understanding the roles of
Planning/Preparing, Executing, and
Assessing
I
Page 62
Congratulations
You are done with the formal program
‰ Write down the date you completed the program: _________
For best results, engage Virtual Leader at least
‰ One hour a week during the next week
‰ One hour a week during week two
‰ One hour a week during week three
‰ One hour a week during week four
‰ One hour during the second quarter (three to six months) after the program
‰ One hour during the third quarter (six to nine months) after the program
‰ One hour during the fourth quarter (nine months to a year) after the program
Contact
SimuLearn Inc.
488 Main Avenue
Norwalk, CT 06851
(203) 847-6660
support@simulearn.net
www.simulearn.net
We welcome your inquiries!
Page 63
Quick Tips
To Get a Better Power Score
• Give appropriate praise
• Complete any work
• Support popular ideas
• Partner with authority
To Generate Ideas/ Get a Better Ideas Score
• Actively listen
• Bring in the disengaged
• Relax a tense room
• Increase the tension in a bored room
To Lower Tension
• Give appropriate praise
• Bring up and focus on relaxing ideas and topics
To Raise Tension
• Challenge people
• Bring up controversial and challenging ideas
To Complete 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
Virtual Leader Minimum Requirements
•
•
•
•
•
Pentium III Processor 450 MHz
16 MB Accelerated Graphics Card
64 MB RAM
8X CD-ROM Drive & Sound Card
Windows 98, 2000, Me, or XP
Page 64