Managing projects, people and multiple priorities is hard enough. Creating win-win situations and building a strong relationship with your boss, peers and employee can sometimes be a challenge. Is there a way that you can create a win-win partnerships that build cooperation and achieves success for both of you? Absolutely! In this session, you’ll explore the three factors you must master to effectively manage up whether it’s with your boss, peers or employees. You’ll discover the importance of adapting to others’ behavioral styles, use the Partnership Scorecard to build trust and a stronger relationship with your boss, and you’ll determine which strategies will best help you to get buy-in to achieve your personal and professional goals.

1. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1
Managing 360◦ - Upward,
Downward & Sideways
presented by Cathi Hight

2. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2
Cathi Hight
• President of Hight Performance Group
• The nation’s member retention specialist
• Developer of the Member Retention Kit
• National instructor for the U.S. Chamber’s
Institute for Organization Management
• Previously was Vice President of Operations
for the Chamber of Commerce of Hawaii
• Served on the Boulder Chamber of Commerce
board and is the Member Council Chair,
(focuses on building a sustainable membership
base)
• President of the Boulder Area Human
Resources Association (BAHRA)
• Is a member of the:
– Society for Human Resource Management (SHRM)
– American Chamber of Commerce Executives (ACCE)
– American Society of Association Executives (ASAE)

3. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 3
Session Outcomes
• Discover Political Competence and
Why You Need It
• Recognize The Style Factor:
How to Create Situational Power
• Develop the Partnership Factor:
Create Win-Win Outcomes
• Unleash the Courage Factor:
The Secret to Getting Your Needs Met

4. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 4
The Success Secrets Your Dad Didn’t Tell
You and Your Mom Didn’t Know

5. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 5
360° Management
Requires general influence skills,
relationship management, negotiation
techniques and working well with others
© 2011 Hight Performance 5

6. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 6
Political Competence
“Political competence is the ability to understand
what you can and cannot control, when to take
action, anticipate who is going to resist your
agenda, and determine whom you need to push
your agenda forward.
“Being political…is being aware of the interests of
others, finding areas of common ground, bringing
others on board, and leading them in the pursuit of
a goal.”
--Samuel B. Bacharach
Get Them on Your Side

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Political Competence Stages

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Different Goals and Approaches
• Assumes “you can’t see
around the corner”
• Builds flexibility in the
system
• Prepares for creative,
fluid adaptation
• Believes in trial & error
(learn from experiences
• Clearly defined goals
• Well-defined roles and
responsibilities
• Prepares for change and
consequences
• Assumes the future is
predictable
• Broad changes
(throw out the baby
with bath water)
• Fundamental
transformation
• Not adhering to
rules
• Specific, incremental
improvements
• Focused on short term
• Careful, risk-aversive
Tinkering
Goals
Overhauling
Goals
Improvising
Approach
Planning
Approach

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Different Goals and Approaches =
Different Agendas

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Identify Stakeholder Agendas

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Get Them on Your Side
1. Create your coalitions
– Enroll allies to coalesce around
common goal
– Consider who has influence
over resistors
2. Establish your credibility
– Positional authority
– Personal integrity
– Expertise and knowledge
– Time and opportunity
3. Get support
– Who supports you?
– Who offers organizational
validation?
– Who can bear witness to your
worthiness?
4. Justify action
– Rational Scenario “Look at the
numbers”
– Mimicking Scenarios
“Everyone’s doing it”
– Regulation Scenario “They are
making us do it”
– Standards/Expectations “They
expect this from us”

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Keep Them on Your Side

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The Style Factor—
Create Situational Power
“The one who makes it to the top has
luck, works hard, is bright and believes in
team work. Although it’s not a personality
game, you have to be personable, likable,
and able to get along.”
--J. Richard Munro, CO-CHAIRMAN AND CO-CEO
Time Warner, Inc.

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 Decide how well the cards you have describe
your characteristics
 Trade cards with other participants until you
have three that describe you well
What’s Your Style?

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Successful People
Understand the Style Factor
• Understand themselves and how their
behavior affects others
• Understand their reactions to other people
• Know how to maximize on their behavioral
strengths and minimize overusing them
• Know how to adapt their behavior to meet
the preferences of other people and
particular situations
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Different Styles, Different Needs
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Understand Style Preferences

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Flex Your
Style to Adapt
to Others

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The Partnership Factor—
Create Win-Win Outcomes with Your Boss
“Trust is a skill, one that is an
aspect of virtually all human
practices, cultures, and
relationships.”
--Robert C. Sullivan

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Build a Strong Partnership with Your Boss
• Solicit clear expectations and priorities
• Huddle on a regular basis to provide updates, discuss challenges, and
to evaluate how well expectations are being met
• Provide adequate information, based on his/her communication
preferences and needs
• Relay good news and bad news
• Recognize that building trust takes time and that trust is another word
for reliability
• Help him/her to manage priorities and time more effectively
• Sell your issues by framing the benefits to him/her and the organization
• Give positive reinforcement—everyone welcomes positive feedback
• Focus on what you can change or control
• Watch the organization’s money
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Unleash the Courage Factor—
The Secret to Getting Your Needs Met
“In business, courageous action is really a
special king of calculated risk taking. People
who become good leaders have a greater than
average willingness to make bold moves, but
they strengthen their chances of success—and
avoid career suicide—through careful
deliberation and preparation.”
--Kathleen K. Reardon
Professor of Management and Organization, USC

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Courage is Essential
“Courage is the first of the human
qualities because it is a quality
which guarantees all the others.”
--Winston Churchill

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Practice Courage
1. Set Your Goals
2. Determine Your Goal’s Importance
3. Tip the Power Balance
4. Weigh Risks and Benefits
5. Select the Right Time
6. Develop Contingency Plans

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Prepare for Your Defining Moment
“Time is a tyrant: inaction is a choice.
When uncertainty reigns, the great danger
is in stopping to wait until it resolves, if it
ever does. Those who instead, take action
will influence the outcome.”
--Tsun-yan Hsieh,
Director, Sony Corporation

25. © 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 25
Session Outcomes
• Discover Political Competence and
Why You Need It
• Recognize The Style Factor:
How to Create Situational Power
• Develop the Partnership Factor:
Create Win-Win Outcomes
• Unleash the Courage Factor:
The Secret to Getting Your Needs Met

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To Your Success!
• Benchmarking and special
projects
• Onsite and virtual staff
training
• Board retreats and strategic
planning sessions
• Membership retention plans
• Conference presentations and
workshops
• Books, webinars and articles
on our web site:
www.hightperformance.com
• Contact us at (512) 354-7219
or at cathi@hightperformance.com