1. Chapter 3: Set the Example
Skill Focus:
Purposeful questions
Listen for answers
Tell Stories

2. Questions? Anything Interesting?

3. Insights from Chapter 3 Find Your Voice Affirm Shared Values
Stand for / Stand against
Affirm Shared Values
Unity if Forged, not Forced
Leadership Credo
Write yours …

5. KPMG - Canada
Our values KPMG’s global values define us as a firm for ourselves, for our clients, and for the marketplace. Our values describe who we are, what we do, and how we do it. Our values also help us attract and keep quality people, develop relationships with the appropriate clients, and protect and enhance our reputation. We aim to incorporate them into our relationships with our clients and colleagues so that they are reflected in the work we do every day and in the relationships we have with each other and with our clients. Our values create a sense of shared identity within the KPMG organization, which is a network of over 6,000 team members working in 39 offices in our three core service areas. Our values help us to work together in the most effective and fulfilling way. They define what we stand for and how we do things. We lead by example – at all levels acting in a way that exemplifies what we expect of each other and our clients We work together – bringing out the best in each other and creating strong and successful working relationships We respect the individual – respecting people for who they are and for their knowledge, skills, and experience as individuals and team members We seek the facts and provide insight – challenging assumptions, pursuing facts, and strengthening our reputation as trusted and objective business advisers We are open and honest in our communication – sharing information, insight, and advice frequently and constructively and managing tough situations with courage and candor

6. Goodman Passion: Compelling enthusiasm, eager interest and excitement.
Perseverance: Steadfast dedication to achieve success.
Professionalism: Integrity, collaboration and excellence.

7. Our Culture
We will …

8. Purposeful Conversations

9. Leadership is about Asking Questions
How are you communicating with your staff?
How do you know what the people you’re communicating with feel and think?
What skills do you need to improve your communication?
When will you begin the process?
How will you know when you are communicating effectively?
These are self-reflection questions
Single
Loop
Learning

10. Leadership is about Asking Questions
What’s possible - What’s wrong - What is going right – with our communication?
What is the person, business or network trying to accomplish through communication?
What has to happen for communication to work effectively?
What are the barriers that cause ineffective communication?
These are “big-picture” reflection questions
Double
Loop
Learning

11. Three Types of Questions
Grand-tour questions – open ended
These questions allow the respondent to tell you what is happening from their perspective
“How are things going with the ‘Thompson’ case?”
Probing questions – dig deeper
Keep asking questions until there is understanding on both your parts
“So, Thompson is telling us to work closer with her?”
Planned Prompts – specific questions
If a specific topic you want to discuss does not come up – ask about it specifically
“Have you checked on what Jackson is doing?”

12. Leadership is About Listening Active Listening Exercise
Speaker
Active Listener
Discussant
Groups of three
Speaker, Listener, Discussant
Speaker discuss anything of interest
Listener listens using effective listening techniques
Following, feedback is given to listener by the Discussant
Rotate roles

13. Active Listening ... Bridging - yes, go on… nodding
Restating - So what you mean by that is that Niagara is the best place in the world.
Paraphrasing - So, one reasons is because Niagara is close to TO and Buffalo.
Inviting clarification - Could you expand a little more on your point that Niagara is the best place to live?

14. Topics – anything you want
Something about life in the Niagara region
A Piece of History
A difficult employee
Sports
A pet-peeve
The Future
Life in general

15. Which one were you most effective at using?
Bridging - yes, go on… nodding
Restating - So what you mean by that is that Niagara is the best place in the world.
Paraphrasing - So, one of the reasons is that we are close to TO and Buffalo.
Inviting clarification - Could you expand a little more on your point that Niagara is the best place to live?
Other …
Reflect feelings - give a person feedback on the emotions they are expressing – You sound excited about this possibility
Give emotional support – Oh, poor you.

16. Giving Feedback Specific Descriptive Provide PEP
Communication
Giving Feedback
Specific
Descriptive
Provide PEP
Praise, Evaluation, Praise
Own and Employees View
Direct it towards Behavior that can be changed
Well timed
Clearly understood
Commitment to Change (if needed)

17. 10 Declarations of Leadership
Here’s what I am thinking …
What do you think (feel)?
What did you learn from that?
I made a mistake.
You’re doing a great job.
How am I doing?
This is not the way we do things.
We need to do it this way because …
What are our customers saying?
How do you know?

18. Next Day Read and come prepared to discuss:
‘Tipping Point Leadership’ by Kim and Mauborgne, HBR, 2003
As you read the paper – think about a problem that you are aware of and how this might help solve this challenge.