DAY 1 EFFECTIVE LEADERSHIP DR. SARA MANN

 This session will be an introduction to the leadership program, and focuses on what you can do from an individual perspective to enhance your own leadership capabilities, and work more effectively with key stakeholders within the industry.

- belief that certain individuals are destined to be leaders regardless of the situation. - traits: individual characteristics such as physical attributes, intellectual ability, and personality. -limitations of the trait approach

The Contingency Approach  some situations are more favourable for certain types of leadership than others, and these situations require different orientations on the part of the leader

 Take 7-10 sticky notes and write the traits/characteristics of an effective leader (one trait/characteristic per sticky note)  Put them on the board and lets organize into categories

 Formal ◦ Legitimacy ◦ Role/position  Informal ◦ No legitimate title ◦ Positive power always ◦ Critical knowledge and experience

 Transformational / People focused ◦ Arouse intense feelings ◦ Inspirational ◦ Rely on personal sources of power ◦ Charisma  Transactional / Task focused ◦ Motivate by exchanging rewards for services ◦ Manager-like role

 Directive behaviour  Supportive behaviour  Participative behaviour  Achievement-oriented behaviour The effectiveness of each behaviour depends on the situation which the leader encounters.

 Employee Characteristics  level of authoritarianism / high need achievers  locus of control  level of ability  Environmental Factors  nature of the task  formal authority

 Personality used to be considered to be an important determinant of motivation, attitudes, performance and leadership  Now, more of an interactionist approach is accepted  OB is a function of both disposition and the situation  Therefore, important to put the right individual in the right job, group or org’n and exposing difft ees to difft leadership styles

 Weak vs. strong situations  Examples in the workplace???  Importance of fit

 Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems  Puts power where it is needed to make it effective  People who are empowered have a strong sense of self-efficacy

 Myth: Everyone can be a leader ◦ Many don’t have the self-knowledge or authenticity necessary for leadership

 Myth: Leaders deliver business results ◦ If results were always a matter of good leadership, picking leaders would be easy

 Myth: People who get to the top are leaders ◦ Not necessarily ◦ Leaders are simply those who have followers

 Myth: Leaders are great coaches ◦ Rarely – most typical leaders have an ability to excite others through their vision

 Ability to understand and manage one’s own and other’s feelings and emotions  Predicts performance  Can you give an example of when EI would be really effective in the workplace?

 A set of interpersonal competencies that inspire others to be effective  Are you socially intelligent? (Goleman & Boyatzis, 2008) ◦ Empathy  Do you understand what motivates other people?  Are you sensitive to others’ needs? ◦ Attunement  Do you listen attentively and think about how others feel?  Are you attuned to others’ moods?

◦ Organizational Awareness  Do you appreciate the culture and values of the org’n?  Do you understand social networks and their unspoken norms? ◦ Influence  Do you persuade others by engaging them in discussion and appealing to their self-interests?  Do you get support from key people?

◦ Developing Others  Do you coach and mentor others with compassion and invest time in mentoring?  Do you provide feedback? ◦ Inspiration  Do you articulate a compelling vision, build group pride and foster a positive emotional tone?  Do you lead by bringing out the best in people? ◦ Teamwork  Do you solicit input from everyone on the team?  Do you support all team members and encourage cooperation?

 Lack energy and enthusiasm ◦ See new initiatives as a burden ◦ Fear bearing overwhelmed  Accept their own mediocre performance ◦ Overstate the difficulty of reaching targets so they look good when they achieve them  Lack clear vision and direction ◦ They believe their only job is to execute

 Have poor judgment ◦ Make decisions that subordinates consider not to be in the organization’s best interests  Don’t collaborate ◦ Avoid peers, act independently and view other leaders as competitors  Don’t walk the talk ◦ Set standards of behaviour or expectations of performance and then violate them

 Resist new ideas ◦ Reject suggestions from subordinates and peers  Don’t learn from mistakes ◦ Make more mistakes than peers and but don’t use setbacks as opportunities for improvement  Lack interpersonal skills ◦ Abrasive, bullying, unavailable, reluctant to praise  Fail to develop others ◦ Focus on developing themselves

 We all see different things based on our personal experiences, values, personality, etc

 The actual lines (excluding the arrows) are the same length  Sometimes the context in which we see things make them appear to be different  Example – how we perceive people may be affected by the presence of others

 The reason why this is so difficult is that there are too many messages being presented to our brains between the meaning of the words and the actual colours they are printed in  Similar to what happens when we have communication overload  Simplify communication! (think how much easier this would have been if they were printed in their actual colours)

 I am going to read you a brief story about a train, and I need you to pay close attention as I am going to ask you a question about the situation  You may want to make notes as I read the story

 You were likely more focused on how many passengers were on the train than the number of stops  Why would you focus on wrong criteria when listening to the story? ◦ You likely made assumptions which cause us to focus on the wrong things ◦ We need to keep an open mind about what may be most important and critical

 Super Sunday often results in many surprises as fans watch with great anticipation to see if their favourite team wins the ultimate prize in professional football each season

A walk in the the park A walk in the the park

 How easy it is to overlook information  We often ignore unnecessary information that we really don’t need  We often don’t pay attention to what we believe is not important or necessary information  But what if the information is critical or important?

 Write down the instructions of how to get from this office …..

 No right or wrong way to communicate  Everyone has their own communication style ◦ What is most important is that people communicate in a sincere and honest manner with one another, in a style in which they are most comfortable ◦ Few people can communicate in a style that does not fit them personally  EVERYONE THINKS THEY ARE GOOD AT COMMUNICATION!  At times, we are all bad communicators

 7% of what we communicate is based on vocabulary ◦ 38% of what we communicate is based on voice inflections ◦ 55% of what we communicate is based on non- verbal behaviour  We forget 50% of what we hear immediately And 75% of what we hear within two months  Of the 25% of what we do remember, only 60% is correct – plus we add in things that weren’t said in the first place! (Garber, 2008)

 Communication affects virtually everything in an organization  Can be a team’s (Board’s) greatest strength or weakness  Communication Process  We Listen, We Perceive, We Make Attributions

 We spend over 45% of our communications time listening ◦ If we aren’t good listeners, we will be a less effective communicator  We speak at a rate of about 150 words per minute (WPM)  But we can hear at a rate of about 1,000 wpm  This gives us a lot of extra time – what do we do with this extra time? (Garber, 2008)

◦ Concentrate on what the speaker is saying (verbal and non-verbal) ◦ Try not to think about how you are going to respond ◦ Interact non-verbally (nodding your head) ◦ Don’t interrupt ◦ Avoid assumptions ◦ Maintain eye contact (i.e., full attention) ◦ Be approachable ◦ Interpret and ask for clarification (e.g., “If I understand you correctly, you’re having trouble with…”) ◦ Ask questions (e.g., “What do you think about this for a solution…”)

◦ Paraphrase the message in order to confirm your understanding  By putting the message in your own words, you concentrate more on what was said, making you listen better ◦ Repeat the message to help you to remember what was said  You ensure that you are not only listening but really understand what was said ◦ Probe for missing information  Ask questions; request more information ◦ Clarify any points you might not understand ◦ Remember the important points of the message Garber, 2008)

 The role of perception in communication  Many miscommunications are simply differences in perception

 Primacy ◦ Reliance on early, first impressions  Recency ◦ most recent information dominates perceptions  Implicit Personality Theories ◦ Personal theories that people have about which personality characteristics go together ◦ E.g. you may believe that hardworking people are also honest ◦ E.g. you may believe that your formal boss is insensitive

 Halo ◦ one trait forms a general impression  Projection ◦ believing other people are similar to you  Stereotyping ◦ tendency to generalize about people in a social category and ignore variations among them

 Perspective taking  Your own perception, not looking at things from others’ points of view, projecting your beliefs and using stereotypes can lead to ◦ Miscommunication ◦ Biases in decision making ◦ Biases in negotiations

 Ambiguity  What happens if we don’t share information? ◦ Why does this happen? ◦ Who had the silent role and how did you feel?  Importance of team composition ◦ Diversity vs cohesiveness (groupthink)  Size of the team ◦ Process losses & stages of team development

 What is culture?  How does leadership play a role in creating culture?  Numerous studies have shown that effective leadership occurs in a culture with: ◦ Clearly defined jobs ◦ Communicating and listening ◦ Credibility ◦ Trust developed from honesty and sincerity ◦ (Farm Business Management Council)

Ask yourself these questions:  A leader has a vision; a set of clearly defined business operating goals. Do you have a vision? Have you shared this vision with your employees?  A leader has experience and expertise. Do you know your business well? Do you know how to work with people? Are you willing to try new ideas and explore new territory so your business can grow? ◦ (Farm Business Management Council)

 What factors influence team effectiveness? ◦ Task  Challenge  Complexity  Interdependence

 Managerial support ◦ Training ◦ Rewards ◦ Encouragement of independence  Group Composition ◦ Stability ◦ Size ◦ Expertise ◦ Diversity

 Why use groups/team in decision making? ◦ Groups or teams can make higher-quality decisions than individuals  Generate more ideas and evaluate them better ◦ Increases decision acceptance and commitment

 Time  Conflict  Domination  Group Polarization ◦ Tendency of groups to make more extreme decisions than individuals working alone  Groupthink

 More common when the team: ◦ Is highly cohesive ◦ Is isolated from outsiders ◦ Team leader is opinionated ◦ Faces external threat ◦ Has recent failures ◦ Team lacks clear guidance

 Traditional view of conflict ◦ Negative, dysfunctional, detrimental ◦ Distracts managers ◦ Managers motivated to eliminate or suppress conflict  Contemporary view of conflict ◦ Benefits of conflict are recognized ◦ Realization that suppressing conflict can lead to further negative consequences ◦ Conflict is seen as inevitable rather than avoidable ◦ However, conflict that is either too high or too low can be detrimental to productivity

 Relationship ◦ Interpersonal tensions among individuals that have to do with their relationship  Task ◦ Disagreements about the nature of work  Process ◦ Disagreements about how work should be organized  Levels: Intrapersonal, Interpersonal, Intragroup, Intergroup

AVOIDING COMPETING COMPROMISE COLLABORATING ACCOMODATING COOPERATIVENESS ASSERTIVENESS

◦ There are two or more parties ◦ There is a conflict of needs and desires between two or more parties – what one wants is not necessarily what the other one wants ◦ Negotiations occur because they think they can get a better deal by negotiating than by simply accepting what the other side will let them have ◦ When we negotiate, we expect a “give and take” process ◦ Involves tangibles and intangibles

 Distributive negotiation tactics ◦ Win-lose (fixed amount of assets divided)  Integrative negotiation tactics ◦ Win-win (mutual problem solving can enlarge assets)

 PERSUASION ◦ Making it easy and obvious for the other person to agree with you  FRAMING ◦ Focusing a reader or listener’s attention on the right data and premises ◦ Effective negotiators do more than ask for what they want – they frame what they ask ◦ Provide the context

 You may never show your role materials to your counterpart.  You can tell your counterpart anything you want, but you can’t change the facts of the case.

◦ Who opened the negotiations? 1 st offer? 2 nd offer? ◦ What was the lowest price you were willing to sell for? ◦ What was the lowest price you were willing to buy for? ◦ What were you hoping to get? ◦ Now, some negotiation terms……

 People make estimates by starting from an initial anchor value and adjusting from there to yield a final answer - however, they generally do not make sufficient adjustments.  Only anchor the negotiation if you have good information!

 Importance of perspective taking  Prepare, prepare, prepare ◦ Only open the negotiations if you have all of the information  Importance of anchors ◦ Opening offer has a great effect on outcome  Now what happens if we have multiple issues?

 You may never show your role materials to your counterpart.  You can tell your counterpart anything you want, but you can’t change the facts of the case.

 Distributive Issues  Starting date  Salary  Compatible Issues (ones for which the parties want the same outcome)  Job assignment  Location  Were these discovered?  Individuals usually expect that their interests are mutually exclusive

 Integrative Issues (ones that are differentially valued by the two parties) ◦ Bonus, vacation time ◦ Moving expenses, insurance

 Don’t assume opposing interests  Look for things that you differentially value ◦ Try to enlarge the pie by identifying mutually beneficial tradeoffs

 Involves fixed-sum games – One person’s gain is another person’s loss.  Almost directly conflicting interests – each party is attempting to maximize his/her share of the fixed-sum payoff.  Simply dividing the “pie” – trick is, though, parties generally do not know exactly how large the “pie” actually is.

 Integrative is “win-win”. Win-win is not: ◦ Compromising ◦ Even splits ◦ Feeling good ◦ Building a relationship  Integrative negotiating is finding creative solutions  Conflicts and differences are viewed as opportunities to identify outcomes where all the parties get what they really want and maintain a positive relationship with each other

 Potential for integrative negotiations if…  The negotiation contains more than one issue  If other issues can be brought in  If side deals can be made  If parties have different preferences across negotiation issues  Must ◦ Build trust ◦ Share information (yes, provide information too!) ◦ Ask diagnostic questions ◦ Unbundle the issues ◦ Make package deals ◦ Make multiple offers simultaneously

 Single issue  Win-lose  Maximize individual gain  Opposed interests  Short-term relationship  Multiple issues  Win-win  Maximize joint gains  Convergent interests  Long-term relationship

 Dr. Jones and Dr. Roland, two biological research scientists representing rival pharmaceutical companies, each seek to acquire the entire crop of Ugli Oranges that was grown in the world this year.

 Dr. Jones is interested in the Ugli Oranges because of a recent outbreak of Rudosen, a disease contracted by pregnant women that causes serious brain, eye, and ear damage to unborn children unless the pregnant mothers are inoculated early in their pregnancies. The Ugli Orange can be made into a synthetic chemical serum by Dr. Jones’ company to prevent the spread of Rudosen.

 Dr. Roland is interested in the Ugli Oranges because of a recent leak of nerve gas from old chemical warfare bombs stored in bomb chambers on a small Pacific island. Thousands of people will die or suffer serious brain damage if the gas gets out of the bomb chambers and spreads to the coast. The Ugli Orange can be made into a synthetic chemical gas by Dr. Roland’s company to neutralize the nerve gas.

 Mr. Cardoza, a farmer in South America, owns most or all of the Ugli Oranges grown in the world this year.  You will either represent Dr. Jones or Dr. Roland. After reading the instructions, you will have an opportunity to speak with each other to see if you can develop a joint proposal before going to South America to try to purchase the Ugli Oranges from Mr. Cardoza. Mr. Cardoza is strictly interested in making a profit and will sell his oranges to the highest bidder.

 the importance of taking the other parties’ perspective  the importance of not assuming a fixed-pie bias  the importance of not assuming that your interests are incompatible and looking for opportunities that are differentially value

 the importance of culture, strategy and structure of the organization and how they affect negotiations  how the personalities and gender of those negotiating affect the dynamics and effectiveness  that rather than focusing on finding common ground, the focus should be placed on building credibility, relationships and communication with each other   how framing and persuasion can be used to negotiate more effectively

 Can you think of situations where integrative solutions may be appropriate?

 What are the biggest obstacles to persuasion and how can you overcome them?  Reminder: Persuasion is making it easy and obvious for the other person to agree with you

 Biggest obstacle is focusing too much on what YOU see the idea’s value is  What is convincing to you is not necessarily convincing to others  Persuade by removing barriers

 Credibility ◦ Prove you are trustworthy  Relationships ◦ When people know you and trust you, they are much more likely to listen to your ideas and go along with them  Belief & Values ◦ Reposition your idea so that people see it as consistent with an underlying belief

 Interests ◦ Frame your idea in terms of how it will meet the other party’s needs and interests  Communication ◦ Different people favour different communication channels – when you are trying to persuade someone, it is important to use their preferred communication style ◦ Any presentation should include only the problem, cause, answer, net benefits

 Mistakes often made ◦ Mistake #1: You cannot negotiate effectively unless you understand your own interests and your no- deal options  Make sure you understand the problem from the other side’s perspective (e.g. Sugar Bowl) ◦ Mistake #2: Despite clear advantage of reconciling deeper interests, people have a built in bias toward focusing on their own position (hard-wired assumption that our interests are incompatible)  Need to probe behind the positions for a full set of interests at stake (e.g. New Recruit)

◦ Mistake #3: Searching too hard for common ground  Many of the most frequently overlooked sources of value in negotiations arrive from differences across the parties ◦ Mistake #4: Neglecting your BATNA  BATNA – the course of action a party would take if the proposed idea was not possible  A strong BATNA is an important negotiating tool  Should assess your own BATNA but also the other party’s BATNA too

◦ Mistake #5: Perceptual biases  Self-serving bias – interpret information pertaining to own side in a self-serving way  Tendency to portray your own side more favourably

◦ How do your values and objectives (and those of your opposition) help you to “frame a message”? ◦ Effective negotiations do more than ask for what they want, they frame what they ask ◦ Frames help decision makers reduce the complexity of the issue and make sense of their environment

◦ 4 steps to frame a message  Determine specific objectives  Conduct a SWOT  Determine the other party’s core values  Write a simple, evaluative, vivid statement linking the three sides

◦ All too often people make the mistake of focusing too much on the content of the argument and not enough on how they deliver that message (the information is often presented ineffectively) ◦ There is a need to classify each of those individuals you negotiate against and determine the best persuasion style for each

 How is this relevant to the Board? ◦ Need to ask what each of your priorities and ideal outcomes are: are you on the same page? ◦ Even though you are technically on the same side, they often have different priorities and imagine different ideal outcomes ◦ Establish a plan for intra-team communication while negotiating

 Mistakes made when negotiating as a team are usually a result of genuine differences in negotiating styles, a lack of preparation or frustration  Assign roles going into it and capitalize on each member’s strengths

 Neither men or women perform better in all situations  Certain types of negotiations set the state for differences in outcomes when  Opportunities and limits are unclear  Situational cures for these ambiguous situations trigger different behavior by men and women  Differences happen when  Competition is high (consistent with societal expectations that men are more likely than women to succeed in competitive situations)  Women do better when they are negotiating on the behalf of others

 Why contribute to your industry? What are the ◦ SWOT analysis of organizational leadership opportunities within the industry ◦ SWOT presentations and discussion

 Set proximal goals  Set specific goals  Engage in self-talk  Relapse prevention (brainstorm problems and how to overcome them)  Mental imagery (Latham & Seijts)

Relates to trainee’s outcome expectancies Will the behaviour lead to desired outcomes? Rewards, pay, & promotion Are there rewards for demonstrating the new behaviour? Environmental constraints / obstacles Lack of equipment, information, time, etc. Supervisory and peer support Reinforce training: provide opportunities, reward Train coworkers together – reinforce each other Organization’s learning climate Learning is encouraged, supported, rewarded, etc.

 What are the key learnings that you will take back to the workplace?

 What did you learn from today’s session?  Lets make a list of 5 take-aways

 The role of effective organization structures and practices ◦ Development of a checklist for your farm operation to determine if your organizational culture, HR strategy and structure are aligned ◦ What you can do from a HR perspective to ensure your policies and practices are aligned with your leadership capabilities (are you attracting, selecting and retaining the right people that fit with your organization’s culture, strategy and structure)

 Discussion on strategic HR ◦ recruitment, selection and performance management practices  Introduction to the AgHR ToolKit from CAHRC  Board Roles  Governance Basics  Connection between the Board and its membership  Structural and behavioural skills required to be an effective board and committee member