Summit Executive Centre
(Downtown Chicago)

205 N Michigan Ave
Chicago, Illinois 60601
South Tower - 10th Floor

For a map of the immediate area:   http://www.summitchicago.com
 
 

Friday, January 12, 2001
 
 

The key to moving up?  Managing Up!  Whether you’re seeking a surefire career-booster or simply looking to improve your relationship with your supervisor and others in the management ranks, you know that the foundation of career success lies in the quality and effectiveness of your relationships with higher ups.

Managing UP! We all have to do it.  It isn’t manipulation, it isn’t dishonest or even shady.  It’s the act of managing your boss to his or her strengths and beyond his or her development needs to get results—mutual success for you, your manager, your department, your organization.  Being listened to and having your ideas respected.  Getting the decisions you need in a timely fashion.  Having the kind of influence that helps get your job and your mission accomplished.

You don’t always have to like your boss or always agree with your boss.  But you need to recognize the reality of the relationship and work to make the very best of the situation.  And you can do it.

Key Insights and Tools

• Develop a powerful three-step strategy for identifying the best ways to be effective with your particular manager that works under any conditions.
• Learn the five ways bosses appreciate being managed, and learn how you can replicate each one in your own behavior.
• Sharpen your negotiation, influence, and internal power skills to get maximum benefit out of every encounter.
• Learn the secret of when to fight, how to fight, and when to leave well enough alone.
• Use the secret of how to "sell" your great ideas effectively so you can achieve change and get the credit and rewards you deserve.
• Learn the critical difference between manipulating and managing up—and why the strategy of manipulating almost always lands you in hot water.
• Manage your career effectively in the face of stereotypes, sexism, prejudice, and problem bosses.

How many times have you seen a project or change initiative fail because the project’s leader or sponsor wasn’t ready to lead?  No matter how good your facilitation, if a leader gets stuck in resistance, the project will get stuck as well.

Coaching can help leaders get “unstuck.”  This session will show how to guide a leader to move from resistance to readiness.  It will show how a coach can help a leader notice recurring patterns and see his or her part in the impasses.  It will show how stressed-out groups may seduce leaders into counterproductive responses (such as blaming, scapegoating, breaking into factions, and grasping for the “quick fix”).  It will show how to help leaders avoid these responses.  It will also show how to coach so that the leader takes ownership for reaching conclusions and moving forward, rather than resisting the coach’s well-meaning attempts to fix the leader.

Objectives:

• Identify “moments of truth” when coaching could help someone to “get unstuck.”
• Recognize how anxious systems seduce leaders into counter-productive patterns.
• Identify your own “golden oldies,” recurring patterns in which the old answers are losing their effectiveness.
• Practice helping a coaching partner get unstuck – move from resistance to readiness.

Activities:

• The Leader’s Challenge
• The Coaching Process

1. Opening: Build rapport and contract.  Create a “safe container” for coaching. Explore context and purpose.
2. Diagnosis: Put together the pieces of the “big picture.”  Help the client to find recurring patterns, own the conclusions and follow through.
3. Action Planning: Guide the client to choose next steps that break out of recurring patterns and create a new way of working in “successive approximations.”
4. Reflection and Closure: Harvest lessons learned.  Mentally rehearse the results.

After working with Toni Hupp, clients say they’re able to take more effective action because they learn how to bring competing interests together, dig out of entrenched patterns, and engage the energies of stakeholders system-wide.  Toni is an award-winning coach, consultant, facilitator, and mediator (she received the 1999 Individual Excellence Award from the Association of Quality and Participation).  She has spent more than 15 years coaching leaders, professionals and HR specialists on how to handle conflict, assume new roles, manage transitions, and change recurring patterns. She is founder of Organizations by Design, Adjunct Faculty in Management and Organizational Behavior at Benedictine University, and author of Designing Work Groups, Jobs and Work Flow.  She has been trained in leadership coaching and has completed the Center for Creative Leadership’s Leadership Development Program.  Her website provides recommended resources for leadership coaching at http://www.organizationsbydesign.com
 
 

This two-part presentation provides the latest information on the structurization and facilitation of the innovation process.  Attendees will receive practical knowledge about the basic premises of the Theory of Inventive Problem Solving (TRIZ) and its advanced application, I-TRIZ.  This theory provides an understanding of the paradigm shift that is now occurring: High levels of creativity are no longer the property of a select few; we now have the ability to raise the creativity and innovation skills of large groups of employees responsible for resolving technological problems.

Part One presents information concerning the origins of TRIZ and subsequent research and development of techniques that are now being used by corporations worldwide.  Organizations such as, Ford, Visteon, Boeing, Philips, Hitachi, GM, BP, Eaton, 3M, Dow, Dupont-Dow, NASA, Space Systems Loral and many others are leveraging the last 54 years of TRIZ research.  This research has produced structured methods and tools to significantly enhance creativity.  The appropriate structuring of knowledge and use of knowledge-base tools provides a means for solving industry’s toughest technological problems.  And this, in turn, can be leveraged for the express purpose of developing concepts that provide a return on investment.

Part Two includes the demonstration of a five-step process that includes both analytical and knowledge-base tools housed in a comprehensive software package designed to guide the user through the innovation process. Through the use of these tools, the user can identify the “real” problem and the mechanisms that produce it, by organizing information and modeling the relevant useful and harmful functions/events/conditions in terms of cause-and-effect relationships.  The output of the modeling process yields an exhaustive set of “Directions for Innovation” that provide easy access to an in-depth knowledge base based on the world’s wealth of patent information and other sources of creative technological achievement. The user applies this knowledge to generate ideas, and is then guided through the critical process of combining ideas into sound, implementable concepts.

Dana W. Clarke, Sr. is Director of Education for Ideation International Inc.  In April of 1995, Dana became the first American to be certified as a TRIZ Specialist.  He is actively involved in the development and advancement of the Ideation/TRIZ Methodology (I-TRIZ), interacting extensively with the world’s leading TRIZ experts.  Dana currently has over seven years of practical application and facilitation related to solving industry problems using TRIZ, and is the author of the book TRIZ: Through the Eyes of an American TRIZ Specialist. His expertise encompasses the practical application, facilitation, consulting, and training of such method-ologies as: Taguchi Methods, Value Engineering/Analysis (VE/VA), Design for Manufacture and Assembly (DFMA), Quality Function Deployment (QFD), FAST Cycle Time, and Organizational Engineering. His education and seasoned aptitude span the areas of product development, industrial engineering, manufacturing engineering, and computer science. For more information visit: http://www.ideationtriz.com
 
 

Effective leaders are continually learning and finding new ways to work collaboratively, to encourage teamwork, to motivate individuals and to generate results. Organizations are in need of managers who can become effective leaders.  A key characteristic of leadership is the ability to inspire followers to accomplish individual, group and organizational goals.  Successful leaders understand how their personal characteristics and attributes can positively or negatively affect their credibility, their ability to lead and their ability to create value for all organizational stakeholders – suppliers, customers, employees, owners and the community.  Effective leaders create value by leading organizational changes that contribute to the company’s performance.  Awareness of self and of others and developing the maturity to manage ego, power and control are all critical to successful leadership.  Peter Drucker states that:

“Leadership is not rank, privileges, title or money.  It is responsibility…
Popularity is not leadership.   Results are.”

Bob Shaver is a faculty associate in Executive Education at the University of Wisconsin-Madison School of Business, where he is director of the Basic Management Certificate Series. As an instructor, Bob develops and delivers training in several topic areas including conflict resolution, creativity, the future, instructional skills, leadership, management of change, motivation, performance management, problem solving, decision making and survey design.   In addition to public seminars, Bob works with small and large companies in designing and delivering comprehensive, integrated in-house training programs. His clients have included Agrilink, American Red Cross, Anderson Windows, Aqua-Chem, Caterpillar, CUNA Mutual Group, Elkay Manufacturing, Freeport Memorial Hospital, Gary Community Mental Healthy, Indramat, Wausau Papers, Persoft, P.H. Glatfelter Paper, Promega, SSI Technologies, TDS, U-Care HMO and Wisconsin Physicians Service. Several of these on-site, customized organizational interventions have included needs analysis, pre- and post-training measurement/evaluation, train-the-trainer programs, instruction and consultation.

As well as his experience in academia, Bob has 20 years of work experience in a wide spectrum of industry and military jobs, including hands-on experience in automotive repair, construction, naval engineering, nursing homes, consumer and real estate lending, and state government.   He has nearly 10 years of managerial experience as a first-line supervisor, middle and senior manager. For more information about the UW Madison Business School’s Executive Program visit: http://uwexeced.com
 
 

Phillip Armour	Paul Collins	David De Witt	Dan Heck
Corvus International, Inc	Jordan-Webb	DSC Logistics	Motorola
(847) 438-1609	(773) 463-2288	(847) 635-4963	(847)-576-9916
armour@corvusintl.com	pcollins@jordan-webb.net	david.dewitt@dsc-logistics.com	adh011@email.mot.com

Linda Romansic	Joan Smith	Reginald Taylor	Nancy Winkler
Nuveen Investments	Computer Associates	Taylor-Made Mgmt Consulting	La Salle National Bank
(312) 917-8334	(847) 670-7261	(312) 664-1948	(312) 904-4646
romanl@nuveen.com	smijo10@cai.com	rtaylor@taylor-made-consulting.com	nancy.winkler@abnamro.com