SCENARIO 2: THE NEW
PERSON
WHITE PAPER
Abstract
The keys to scoring a 90%+ on vLeader Scenario #2
Syed Pasha, Francisco Melgoza, Trey Welch
Scenario 2: The New Person
Introduction
Virtual Leader is a computer program developed by
Simulearn that allows users access to a simulated work
environment in which valuable insight into business
interactions can be gained. vLeader focuses on the balance
of power, ideas, and tension in order to mobilize employees
to complete the work you need them to complete. This model
(seen to the left) is called the Leadership Framework. The
idea is that in order to successfully manage situations you
must be able to apply the right amount of power, ideas, and
tension given the situation in order to complete the right work
and avoid the wrong work. There are two key functions in
handling the scenarios as well. The first is observation. By
watching the scenario unfold, information can be captured by
looking at the body language, the tension of the employee,
the sound of their voice. The second is the actual interaction
with the employee. How will you respond, how does the
employee respond when a new idea is brought up, how to
turn the conversation around when it’s headed in the wrong
direction. Both of these skills are necessary in the real world
applications of these interactions. This paper will discuss the
observations and strategies needed in order to solve the
scenario and learn from it as well. The graph to the left is
taken from the vLeader professional Workbook shows the
flow of the necessary parts in order to get things done in our
highly complex social system. The higher our emotional
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Scenario 2: The New Person
intelligence, the more equipped we are to identify
situations as challenges instead of brick walls.
Key Pointers Pre Scenario
Before we begin the scenario the workbook points out some
key information that will be useful to know and understand.
First of all vLeader scenarios are not real meetings, not real
people, and not real conversations, however, they do
encompass the overall behaviors, and general interactions.
Our main goal for these scenarios is to not necessarily focus
on the specific details of the conversations but the overall
ideas being presented. By sifting through the information and
finding the important details, we can then strategically sway
the conversation in the direction we need. The key is to get
the work done that you need done but making it your
employee’s idea to do that work. These ideas are all
represented in the fundamental frameworks of
communication. This approach to communications states that
everything we say or do towards either people or ideas will be
expressed as supportive, opposed to or neutral towards. We
will use the ideas discussed above to solve scenario 2.
Scenario 2: The New Person
This scenario deals with morale issues in the call center.
Quickly we begin to understand that the break room has an
oppressive feeling with broken machines and cracks in the
walls. As the manager we have the power to change the
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Scenario 2: The New Person
situation however, we have not built the respect or attention
of the employees yet. We have been tasked with changing
the morale as well as having senior leadership buy into your
plans as well.
As we get into scenario 2, you will notice that things
get started quickly. Your task? To manage the call center
group, increasing the retention rate from 40% to 65%, and put
an end to the complaints from employees about being
replaced by technology due to the new automated system.
This is not an easy task however, with our firm understanding
about the leadership model presented above and our high
emotional intelligence, we will be able to tackle the issue at
hand. Our goals for the scenario will be to attain “Master
Play" Level. That will be achieved by doing these things:
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Scenario 2: The New Person
-Score of 90% or higher
-80 turns or less
-dialog % of 35% or less
We must focus on getting the environment fixed, fix morale,
crisis looming, automation, and raising the retention rate.
Start the conversation of with the fixing the morale problem.
This will be an easy solution to pass since Oli and Rose both
Keys to Success:
agree on fixing morale as being a major base to the success
of the company. Try not to say much in this just give non-
-
Try your best to
follow this order:
verbal cues (right mouse button as shown to the left) to affirm
your backing of this idea once its brought up. The next thing
-
to attack will be the automation system. This will usually
-
prompt Oli to come up with the hidden idea of crisis looming.
-
This idea is one of the key ones that needs to be discussed
-
and passed. Again the key is to keep the group on this task
and to use non verbal cues to convey your satisfaction with
the idea. If you have to, make sure Rose knows you are
happy with her by sliding her bar to the right a little, she will
loosen up a bit and will become open to the idea of fixing the
crisis that's looming. The next idea to tackle will be to fix the
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Scenario 2: The New Person
environment. Oli and Rose both agree that it is a good idea
and you should have no issues getting this passed them.
Every once and a while at this stage, you start losing focus of
the two participants. They may want to end the meeting or
talk about something else. Keep them focused on the task
you are talking about unless they bring up another important
topic with positive comments. The next step is to bring up the
65% retention rate only if Oli and Rose are in agreement
towards one another. By constantly giving non-verbal and
verbal cues you can influence them to work together. This
idea takes a while to get through but it is the biggest goal for
the business. The final idea that needs passing is the
automated system. This needs to be done close to the end
and you have to present this one as something you will take
care of by moving your sliding bar to the right on the idea.
This strategy will keep you in the master level as long as you
use mostly non-verbal cues during the meeting. When you
need to use your verbal cues are towards the end when the
last two ideas are being pitched.
Post Assessment
Why did this work? Because we had a plan and we
followed it. We needed the 65% retention idea passed
as well as the employees grumbling brought to a
minimum. We also needed everyone on board with the
automation as well. We were able to achieve all of our
goals while managing to make everyone happy and
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Scenario 2: The New Person
excited about the upcoming changes. We empowered
and motivate Oli and Rose to be proactive with the
future changes and got them on board with our overall
plan of improvement. We gave up a little in terms of
fixing up the break room however, it was a necessary in
order to change the oppressive culture that only
focuses on shareholders instead of the employees.
The basic rule of economics is that people will
act in their own self interests. This is true for
employees that you are trying to manage so the goal is
to align each employee’s interests and motivations with
your goals.
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Outcome Directed Thinking Map
Scenario 2: The New Person
Do research on how to motivate both Rosa and Oli enough
to get their buy in for every scenario.
MOTIVATIO
N
Everyone in the team share ideas and take help from each
other to reach the goal of 90%.
PO SITIVE
OUTCOME
All members of the team understand the strategies
and tactics behind creating motivation.
STATEMENT
BARRIERS
Share
ideas
Getting
Rosa’s
Understand
with
Rosa with
buy in
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Rosa’s
needs
statistics
Oli’s
of
Listenlack
to his
Work with Oli
experience
concerns and
by improving
offer solutions.
Raise
Createretention
an actionPage 7
Show
old
results
rate
65%
plan to
with
Rosa’s
when ret. was at
and Oli’s help