Turning Conflict Around: Maximizing Moments of Leadership ... · Maximizing the Interpersonal...
Transcript of Turning Conflict Around: Maximizing Moments of Leadership ... · Maximizing the Interpersonal...
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Turning Conflict Around:Maximizing Moments of Leadership2016 City Summit
Trainer(s):
Dr. Scott C. PaineDirector, Leadership Development & Education Florida League of Cities
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Turning Conflict Around:Maximizing Moments of Leadership
Dr. Scott C. PaineDirector, Leadership Development & EducationFlorida League of Cities
© 2014, 2016 Florida League of Cities University. All Rights Reserved.
#NLCU
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Agenda
• What is a Moment?
• The Formal Public Moment
• The Informal Public Moment
• The Interpersonal Moment
• The Personal Moment
• Concluding Thoughts/Takeaways
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What is a Moment?
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A Little Physics – The Moment of Force
• Force“any influence which tends to change the motion of an object”
http://hyperphysics.phy-astr.gsu.edu/hbase/force.html
• The ‘moment’ of a force“a measure of its tendency to cause a body to rotate about a specific . . . axis”
http://web.mit.edu/4.441/1_lectures/1_lecture5/1_lecture5.html
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So a ‘moment’ is . . .
The likelihood that the application of a particular force
will turn something around
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What do we know about the moment of force?
• The moment of force is greater the farther out one is from the axis of rotation
• If too much force is applied too quickly, one may cause damage
• If force is applied in the wrong direction, one may cause damage
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Direct Opposition or a Need to Turn?
• In political settings, we often perceive the different parties to be in direct opposition to each other (citizens vs. staff vs. elected leaders vs business vs environment)
• However, with careful thought and creativity, what seems to be direct opposition can be re-envisioned as ‘turning’
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Moments of Leadership
• Imagining difficult situations in public leadership as situations requiring the right ‘moment’ of leadership to ‘turn things around’
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Applying the Lessons of Physics . . .
• The moment of leadership may prove more effective the more we stay away from the ‘axis’ of controversy
• The force we apply must be appropriate to the need
• The force we apply must be in the right direction
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The Formal Public Moment
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Roll the Tape
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What Pushes Buttons at Public Meetings?
• Political/partisan differences
• Differences in policy preferences
• Differences in professional judgment
• Differences in private interest
• Personal animosity/distrust
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Maximizing Moments of Leadership:Changing the Fight
Do• Emphasize data and analysis• Entertain questions and comments• Draw distinctions
• ‘no objection’
• ‘recommendation’
• Support the team
Don’t
• Personalize
• Dismiss questions or comments
• Blur the lines
• Get positioned into conflict
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Roll the Tape
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Living in a Glass House
• Public records and public meetings laws force what otherwise might be private into the public spotlight
• Public interest in scandal drives media attention and coverage
• Media skepticism (or cynicism) creates large hurdles to overcome in difficult situations
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Living in a Glass House
Everyone has vulnerabilities:• ‘Youthful indiscretions’ • Experiences and choices• Career challenges• Financial difficulties • Personal tragedies and old
wounds
These vulnerabilities can be:
• Exploited by adversaries
• Triggered inadvertently by neutral parties . . . even allies
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Maximizing the Moment:Setting a Standard of Transparency
• Defining a prudent standard of transparency helps set expectations• Among colleagues
• Among citizens
• Among reporters and the press
• Living by that standard establishes the integrity of the process
• Ensuring a prudent standard protects against unnecessary exposure
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Maximizing the Moment:Setting a Standard of Transparency
Do• Set explicit expectations for
transparency
• Live by those expectations
• Protect against intrusiveness
Don’t• Promise access to everything
• Fail to be transparent as expected
• Exploit vulnerabilities through intrusive revelations or demands
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The Informal Public Moment
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Roll the Tape – Dallas Town Hall on Police Shootings of Residents
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Us versus Them
• Members of the public may see government officials as adversaries, even enemies
• As long as we are perceived in this light, our ability to work with the public is seriously limited
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Maximizing the Moment:Identification
• We respond better to those with whom we have something in common
• Nearly all of us have something in common
• To be effective, such commonalities must be:• More than superficial (to the audience)
• Relevant in some way to the conversation
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Maximizing the Moment: Identification
Do• Listen to and learn about the audience
• Point out relevant commonalities
• Speak from those commonalities
Don’t• Assume we know all about the
audience
• Make a big deal out of inconsequential commonalities
• Pretend that a commonality means we ‘know how they feel’
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Roll the Tape – Nothing to Say
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What did you see?
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There’s Nothing I Can Say . . .
Origins: Expressions of Pain/Grief
• Pain and grief
• Fear
• Confusion
• Manipulation
Origins:Expressions of Anger
• Righteous indignation
• Frustration
• Protection of self or others
• Manipulation
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There’s Nothing I Can Say . . .
• Distinguishing authentic emotions and purposes from inauthentic ones isn’t easy
• What we know is true is that the emotion is being expressed
• One usually can tell whether the emotion expressed resonates with the audience
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Maximizing the Moment:What to Say When There’s Nothing to Say
• We need to deal with the emotion, whether or not it is grounded in the reality we see
• We need to work from ‘negative’ toward ‘positive’
• We need to work from ‘isolating’ toward ‘shared’
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Maximizing the Moment:What to Say When There’s Nothing to Say
Do
• Acknowledge the emotion
• Accept its ‘truth’
• Respond to the emotion with emotion
Don’t
• Ignore the emotion
• Refute the emotion
• Respond to the emotion with cold rationality
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Maximizing the Moment:Under Attack (Without Getting Personal)
• Accept that we will be treated unfairly
• QTIP it
• Turn attacks into moments of professional grace
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Maximizing the Moment:Under Attack (Without Getting Personal)
Do
• Acknowledge the speaker’s experience and feelings
• Show respect even if not given
• Move on, only correcting factual issues and only if necessary
Don’t
• Express frustration with the speaker
• Engage in personal attacks
• Fight every battle in the public session
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The Interpersonal Moment
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Interpersonal Moments in Public Service:Examples?
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Using Improv to Learn How To Maximize the Interpersonal Moment
• The Four Cs of Improv (Boston's National Touring Company)
• Creativity• Critical Thinking• Collaboration• Communication
• All are skills needed to create positive interpersonal moments
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Using Improv to Learn How To Maximize the Interpersonal Moment
• Let’s try it out: “That’s right, Bob”/“That’s right, Barb”
• What’s required?• Always agreeing with your partner
• Selling the idea
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Maximizing the Interpersonal Moment:Lessons from “That’s right, Bob”/”That’s right, Barb”
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Maximizing the Interpersonal Moment
Do• Be ‘in the moment’
• Use supportive words
• Focus on interests
• Invent mutually beneficial options
Don’t• Be distracted
• Use abusive or exaggerated language
• Focus on positions
• Get stuck in winning and losing
Inspired by Getting to Yes: Negotiating Agreement Without Giving In – William L. Ury, Roger Fisher, Bruce Patton
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The Personal Moment
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“Oh Lord, It’s Hard to be Humble”
• “The Honorable”
• Places of honor
• Recognition
• Frequent (and often false) praise
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Maximizing the Moment:Practical Humility
Do• Modestly accept praise
• Praise others for the good they do
• Emphasize what the community achieves together
Don’t• Insist on being praised
• Praise our own achievements
• Act as though we get things done alone
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“We Have Met the Enemy, and It is Us”
• All of us have character flaws
• There is a natural human tendency to protect ourselves from exposing those flaws
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“We Have Met the Enemy, and It is Us”
• When challenged at our vulnerable point, we are likely to become defensive
• Such defensiveness tends to reveal even more of our fundamental weaknesses
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Maximizing the Moment:Facing Our Demons
• There is something tremendously disarming about an apology from someone with power
• There is something even more disarming when a powerful person asks for forgiveness• Not as a show or a necessary political maneuver• But as a sincere acknowledgement of his/her own failings
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Maximizing the Moment:Facing Our Demons
Do• Acknowledge (some) of our
weaknesses
• Apologize when we have been less than our best
• Ask (under the right conditions) to be forgiven
Don’t• Pretend to be strong where we are
weak
• Refuse to admit we failed
• Act as though no one was hurt
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“It Doesn’t Really Matter”
• Some of the most important issues in our communities are also the most challenging to address
• Our power to address these issues is frequently very limited
• Our influence over those who can help address these issues is limited as well
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“It Doesn’t Really Matter”
• We often turn away from the most difficult challenges• To avoid failing• To avoid appearing to fail
• We often rationalize this behavior by focusing on what we cannot do
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Maximizing the Moment:We Won’t Go Down Without a Fight
• Fighting for some things, however difficult, should be worth everything we have
• Leadership, in these moments, is about changing the terms of decision• Still intent upon winning• But willing to fight, win or lose
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Maximizing the Moment:We Won’t Go Down Without a Fight
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Maximizing the Moment:We Won’t Go Down Without a Fight
Do
• Acknowledge the difficulties
• Claim a higher purpose
• Invite all to join in common cause
Don’t
• Pretend it will be easy
• Boil things down to selfish goals
• Exclude anyone who is willing to join
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Concluding Thoughts
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Your Takeaways?
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Your Takeaways?
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Our Takeaways
• Move away from the ‘axis’ of confrontation
• Look for moments of leverage to turn a situation around
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Turning Conflict Around:Maximizing Moments of Leadership
Dr. Scott C. PaineDirector, Leadership Development & EducationFlorida League of Cities
© 2014, 2016 Florida League of Cities University. All Rights Reserved.
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