Maynard Institute Media Academy Blog

Here is the mentoring powerpoint.

2:30 p.m. to 5:00 p.m.

Caesar Andrews, executive editor, Detroit Free Press
Q & A with fellows and using this method to address some of the concerns

I. Trouble shooting situations

A. Ask yourself what can I control?

B. Strategies

I. Take

A. Take stock of who you are and where you are.

Be absolutely and brutally honest about it. Exercise, take a blank sheet of paper and write list things down. On one side, honest stock of how you’re doing. In the second column I think about the what else of life. It might be job-related, projects, salary, and outline your work. You take stock of your career in whatever way you see fit.

Be sincere about what you want to give. Don’t be blown away by a style that is not the others. You have to learn to adapt to change and to accommodate within your own style. Nothing should ever be an affront to your soul. You still have to have a moral compass about you.

C. The moment you walk in the door you’re signing a contract and an understanding that you have accepted the certain look, dress and tension even that is part of that work environment.

D. Find something to measure. You can indeed measure quality. As you work through these open seas, think about the things you can measure. These are always the anchors.

a. You must be willing to improvise. If you’re not willing to kiss up EVER, is there something in between kissing up and never kissing up that you can say?

b. How do you get to where you need to be from where you are?
1. One battle at a time.
-Learn to frame things in a way that taps into they how managers view things. What tends to stick are things you can back up with more than just words.
-What do I control that helps me achieve this thing that gets me to where I need to be? Who are your allies and who can you influence?
-You have to frame what you do and your talents in the context of the organization or company’s future.
-You should have your own scales of justice as it applies to your career. The scales have to tilt in your behavior. If there is a pattern of things tilting in one way and I’m feeling the balance of the scales tilting back then you need to re-evaluate. Is there still a net gain for me, all things considered?
-If you don’t have the difficulty of trying to figure out how to do your work without your resources, then why are you being paid as a manager? Part of the definition of a manager is to be able to do what you do in response to those difficulties.
-The newspaper industry is sitting on $50 billion in advertisements.
-We are experts at gathering information and presenting.

F. Take over your own career.

II. Give

A. Give at the office – tasks.
B. Give of yourself – authenticity

Part of the role of a manager is recognizing talent and letting people who have a clue to do their job and you just get out of the way. Eventually you will learn to take pleasure in the achievements of others.

Think

A. Think through your purpose as a leader
B. Think through the contradictions

Rethink

A. Rethink what you think you know
B. Rethink live case studies

Measure

A. Measure results.
B. Improvise

Balance

A. Measure results
B. Improvise

Inspire

A. Inspire self
B. Inspire others
Find leaders who inspire you in your day to day.

Q & A

Other thoughts
-Don’t overrate comfort.
-Don’t see problems as encroachments. See yourself as being there to solve.
-Look at the bigger picture and put the industry in context.
-Lead now and don’t take your eyes off the ball. Leading happens in a lot of different ways and it doesn’t happen in the abstract. You have to lead everywhere you are right now, today.

1:00 p.m. to 2:30 p.m.    Leadership (with case study)
Michael Roberto, professor, Bryant University, Smithfield, Rhode Island

I. Why do companies and project fail?

“Execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new vision of the future.” Gersner IBM

II, How challenging.

III. Why did these people fail?

A. Class thoughts
-Failed to follow own SOPs standard time
-Leader over-exerted himself
-EGO/inability to delegate
-Didn’t respect the danger
“Easy” so close to the top
-Sheep following the leader too much
-    Failure to speak up
-Didn’t develop a team
-Roles not clearly demarcated
-Collect intellect not leveraged

When we invest a lot in something then it’s hard for us to pull the plug.

B. The sunken cost effect, the money you put in is lost

We escalate the commitment proportional to sunk cost.

Why did they ignore their own rules?
Human nature is fundamental and systemically over-confident.
You take over-confident human nature and add ego and it gets more complicate.

C. They didn’t respect the danger?

Psychologists call it cognitive bias:
Sunk Cost Effect
Overconfidence Bias
Recency Effect

1.    Weather: We get fooled by streaks, especially good streaks; say a streak of good weather.

2. The recency affect – we over-emphasize recent events. These folks looked at a recent streak of good weather.

D. The Team dimension
1. They don’t have a shared goal. Each of them wanted to get to the top for their own reasons. But they didn’t have a team goal.
2.  TRUST
3.  Defined roles
4. Communication, they don’t speak up
Great teams create a climate of safety to communicate feedback and to address dissension. You have to go actively create and solicit feedback and conversation as a leader. They don’t wait passively for information to come to them. They go searching for problems. It’s called psychological safety.

E. Hierarchy/pecking order is very clear, but status hierarchy is blocking communication.

1.    Dictatorial leadership style
2.    Hierarchy/pecking order
3.    Defer to experts
4.    Inexperience/lack of trust

F. What constitutes a team?
1. Shared ownership or responsibility
Teams don’t happen by accident.
Great leaders set the stage for great performances.
Fischer was more of a leader and Hall more of planner.  Hall assumed a very detailed plane and assumed everything was smooth sailing. A rigid system in a highly unpredictable environment is going to fail. They didn’t have contingencies build in.

G. Three-layered explanation
1. At individual level
2. Team – poor design and lack of psychological space
3. Organization – rigidity

The way the world works is more like the Perfect Storm, it’s multiple factors, but not one reason for anything.
Anytime you see a failure there is a failure at individual, team and organizational level.

The leaders job is to create dialogue, but ultimately it’s your behavior of going out and leveraging the collective intelligence.
Quote from Peter Drukar: “The most common source of management isn’t to fail to have all the answers, but it’s to fail to ask the right questions.” That manager has not created authentic dialogue. What you really want is dialogue and not documents, just talk to each other.

John Macarthur: “How we teach is what we teach. Generally what a professor does in the case method does is to dialogue which is what Harvard Business School remember

They remember the experience and the Socratic method. The content almost doesn’t matter. What we taught them that’s what we’re trying to create in leaders.” You can’t take a group of people and expect them to work as a team.

Disruptive Innovation
Scott Anthony, president, Innosight, Watertown, Massachusetts
March 27, 2008

For the complete powerpoint go here.

It’s tough to master innovation while the game is changing at the same time.

Book: The Innovator’s Dilemma

Are traditional media players going the same as….

…GM and the rest of the US auto manufacturers? But then look at examples like the

Tata Cars

..Sears and the rest of the department store retailers

II. Creating a product

A. Why is jobs unique?

JOBS

The fundamental problem a given consumer faces in a particular circumstance

Objectives

The functiona, emotional and social metrics consumers use when evaluation solutions.

Barriers

The factors that stand in the way of getting the job done adequately.

Solutions

The products, services and compensating, behaviors, consumers choose from.

There comes a point when you continue to improve something, but the customer doesn’t car anymore.

B. Master emergent strategy

More than 90% of successful new ventures start off following the wrong strategy.
On average, successful new ventures change business models four times before finding success.

It takes a few years before people begin to hit escape velocity.

C. Break the suckling sound of the core

-investment
-business models
-processes
-tools
-metrics
-channel partners
-core customers

D. What I’ve learned over the past year

1. what is the recipe for innovation? Scarcity and intersections.
-Intersections are what lead to innovation

2. Lessons from AG Lafley: Most market research is worthless, you have to spend inordinate amounts of time with your customers, and early focus has to be on in-market learning.

3. Lesson from Dave Doulait: If you want to do something different you have to do something different.

4. Lesson from Bob Higgins. “I think historically where we ‘venture capitalist] fail is when we back new technology. Where we succeed, we back new models.”

5. Question from Ted Levitt: What business are you in? For the article go here.

6. where you spend your time is a reflection of you r priorites. You calendar reflects your strategy more than your stated strategy reflects your strategy.

Starbucks case

Nancy F. Koehn, James E. Robison Professor of Business Administration, Harvard Business School

I. What drove Starbuck’s success

•    Atmosphere
o    Décor
o    It’s not cookie cutter, it differentiates between stores
o    Upper class (no hippie hang-out)
o    Inspirational
•    Products – Frappucino, there are 9,700 permutations of drink options on the Starbucks menu
o    It’s customized so it makes you feel special, even if more people order the same drink
o    There’s a whole lingo that goes with it
•    Place
o    There’s a familiarity to the place
o    A Starbucks always looks and smells like a Starbucks
o    They are creating a certain atmosphere.
o    Success of branding
•    Defined identity
•    One of the most practical links is the star bucks store locator

Book: Crossing the Chasm

•    With hi-tech products there were different groups of people who adopted it at different moments.
Early adopters, staggards, ludites
•    How do you break through these different adoption groups and cross the chasm.
•    in the last few years Starbucks had started crossing the chasm
•    At the beginning it was consumer adoption; rather than take our cutes from Middle America, we take them from celebrities.
•    44 million customers a week
•    They created a luxury product that everyone could afford and changed our perception of our quality of life. This was an affordable luxury. They created a world where everyone could afford this and that was the reality of a democracy. It was a democratic zed luxury.
•    There are no national ads around Starbucks.
o    This brand was not built by Madison Ave or a chief marketing officer. Not even Brad Bedbery who quit after a year because he complained the folks up top wouldn’t let him do anything with the brand.
•    Defend identity, global potentiality
•    Timing, paradigm
o    Feels like you’re coming in on the ground level of their success.
o    They made it feel like you were coming in on the ground level of their success.
o    There’s a personal status attached to it.
•    This is a profound piece on the value of the experience.
o    Starbucks is one of many companies go through this globalization of products.
•    Cites A.G. Luckley
•    This ineluctable move of global patterns
•    Starbucks is very visible
•    Bono and Winfrey are all about the future.
o    They create a language that was both homogenous and global
o    More and more the future ls like an ipod shuffle and putting things together in new ways.
They developed a sense of community.

Challenges:
•    Global protest piece
o    The new important part of the future being the shuffle is not just giving us a good, cheap experience, but a transparency and the your “footprint”
•    Stories to cover will be meat packing industry
•    People want more than just the product
•    Corporate America is still yawning about this.
•    America’s start protesting once things go beyond ground level
•    About four years ago Starbucks stopped trying to buy coffee in the global market
o    Starbucks in exchange for saying we’re not going to gouge the coffee maker but then you have to adhere to environmental and labor practices.
o    They find it ironic

We are mixing and matching products.
Because Starbucks and Whole Foods are pioneering companies they are making things up as they go along as far as rules and evolutionary companies. They find themselves at an inflection point and are very vulnerable as far as leading the market.

The mistakes they make will need to be intelligence mistakes. The most important determinant is, it’s about the leadership about a company and the psychology of a young company.  A huge amount depends non the ability of their leadership and culture within the company.

Newspapers are like the railroads in 1935 or the car business…

Are you going to be opportunity driven or resource restrained? You are not in the information business; you’re in the knowledge provision business. You have the capability to be in knowledge provision business, and occasionally wisdom-producing business. And that depends on how much you’re willing to invest and your leadership.

For other tips go to Diane DiResta’s blog.

Diane DiResta on Public Presentation

Top Ten Speaker Mistakes

1. Lack of focus

2. Speaking to long

3. Not knowing the audience.

4 qualities of likeability

o Friendliness
o Realness
o Relevance
o Empathy

4. Projecting the wrong image

• We’re communicating on these three levels:

o Visual – 55%

o Vocal – 38%

o Verbal – 7%

You say a lot before you actually start speaking.

• People will discount what you said to believe the visual and that is the impact.

• The myth is that people think your presentation starts the minute you get up to the podium.

• Exercise: get in front of the room and say “good morning” let everyone respond, “My name is…” and then let people applaud.

5. Using visual aids incorrectly

• More importantly is how you use them

6. Speaker – Centric

• Speaking more about things that you’re interested in
• If you want persuade you cannot be persuasive if it’s all about you
• Focus on talking to your audience’s interest

7. To much material

• When you are giving information, less is more.

• Give people the three basic points
• We tend to remember things in threes
• Three agenda points, three takeaways, ask yourself what do they need to know in order to make a decision and what do they want to know about the entire topic. So be very strategic.
• It’s good to take a temperature or stock of what needs
8. Using in appropriate humor

9. Speaking monotone

• If you are speaking in monotone, speak louder
• Use more hand gestures
• Highlight key words for emphasis
• Get excited! If you’re not passionate they are not passionate. Enthusiasm sells so make sure you get excited.
• Be passionate about your idea, there are no boring topics, only boring speakers.

10. Weak eye contact
• Do not look at the person who is bored
• Find the friendly non-verbal folks and have them strategically in different parts of the room.
• Count 5 seconds or does one thought and finishes it.

Eye contact exercise with groups. Have each person

Cultural nuances.
The US is a very highly sales and marketing pizzazz kind of culture.
Recommended book: Kiss, Bow and Shake Hands.
Humor doesn’t translate well across countries.
In the US we tend to be different in space.
There are regional differences in speed, dress,

Know yourself, know your audience, and know your message.

Exerciser: Three or four adjectives for yourself:

Lively, fresh, innovative, accessible.

II. Clothes
• Business casual means you longer have to wear a suit. Dress one notch higher than your audience.
• For women you have the younger up and coming women. The mistake is dressy too sexy or too frumpy.
• The circle test is that you make a circle and put it above your knee. If it goes above your thumbs above the circle then it’s too short.
If you have a shorter skirt, make sure you have dark tights or tights that match the skirt.
• Be careful of being to fashion forward. What women need to do is be professionally attractive, not sexually available.
• You should not show cleavage in the workplace. If you have a low cut blouse put a scarf over your cleavage. Remember that you’re always on stage and that your brand is always the company brand. Sales people are independent. Always dress one notch higher or at level you want to be met. Start dressing for where you want to be.
• Wear things that fit.
• Don’t wear heels or thin spiked heels.
• On the frumpy side remember that there are some people who don’t dress up.
• Look the next level.

Do you look and sound the part of a leader. Your attire and your dress is a big part of that.

III. How do you speak the language of confidence
• Delivery techniques
For the first introduction of your part, stay grounded and show purposeful movement.

Walk, stop, talk.
Ground yourself.
Posture is very important.

Gestures are a good thing. Below the waist is your weak space. Above your waist is your strong space.

When you’re sitting, keep hands on the table, don’t get laid in the chair. Make sure you’re making eye contact. Lean forward.

Mimicking.
I would set it up from the start. If we’re going to be doing something interactive then you have to set it up that way. Change the culture by changing the nature of your presentation.

Eye contact:
• It’s a key physical skill
Voice:
• It’s not the words, it’s the tones.
• The sound of confidence. If you just give people filler questions then people think you’re not confidence.
• Start to get comfortable with silence.
• Awareness. Don’t substitute silence for ums, hums, etc.
• Confident people project their voices.

BEAT – Put in three beats at the end of each sentence if you’re speaking too fast. The brain needs at least three seconds to process. It’s important for comprehension and for emotional impact. Give time for things to land.

If you want your message to LAND you must master the pause.

Don’t memorize, familiarize.

Don’t talk to the powerpoint.
You’re the subject matter expert. You want to add value.
No uptalk. Make sure to bring your voice down at the end of each sentence.

IV. Controlling Nervousness Exercises.

A. Breathing exercises:

4 – inhale to the count of 4

7 – hold breath to count of

8 – exhale through mouth

B. Appearance
• Women – no heavy make-up, if you don’t wear make-up just ask yourself if you look faded or tired,
o Wear a business suit or dress
o Don’t wear miniskirts
o Don’t wear dangling jewelry (no charm bracelets)
o Avoid colorful/textured panty hose (bring an extra pair)
o Don’t wear revealing blouses
o Don’t’ buy a new outfit, wear something comfortable
• Men
o Straighten your tie
o Wear a white/neutral shirt
o Wear dark suits
o Take pen out of pockets
o Don’t wear flashy belt buckles
o Wear dark socks that match your suit
o Don’t jingle change
o Don’t wear glasses that conceal your fact (no tined lenses)
• Check yourself in a full length mirror before you get into a meeting

C. Organization for public speaking

Template:

Purpose statement

Agenda
• Point 1
• Point 2
• Point 3

Point 1
Point 2
Point 3

Conclusion
Summarize Main Points

D. Team presentations
• Pacing/timing
• Staying focused

V. Team presentations
• Appoint a leader – the leader opens the conversation, introduces the team, and sets the agenda
• Assign roles and responsibilities
o Who will speak about what and for how long.
o Assess the talent and the desire
• Time each section
• Create transitions for each segment and “pass the baton”
• Determine who will answer which questions
• Use bridge statements to clarify or add information
• Ex. “If I mad add to what Evelyn said..” or “let me add a point of clarification..”
• Jump in and help your teammate if he can’t answer the question
• All handouts and outlines should be uniform
• Use notes but do not read word for word
• Look at the audience not the speaker. Watch body language.
• Pace the audience. Check to see if you are on track with the expectations.
• Be concise. Make recommendations and give examples.
o Less is more. Give the overview.
• The leader summarizes and opens up Q & A.

VI. Before the presentation
• Arrive early.
• Eat lightly.
• Avoid coffee, milk products and alcohol.
• Lubricate your throat.
• Mingle with the audience.
• Review your notes.
• Be positive.
• Love the audience.

Be your best friend and give yourself positive messages.
If you create a skit then use it to prove your point. Edutainment works.

Recommended books: “Knockout presentations”

Knockout presentations

Eye contact, posture, cleavage and  and hand gestures were among the topics discussed during Dynamic Diane DiResta’s presentation on Knockout Presentations.

The information was very interactive and DiResta pointed out small and large things that we do that can impact how our audience receives the information we are trying to convey.

Our first exercise was to make our entrance and exit on stage. I had a little sashay to my walk which I had to tone down. I sometimes have a natural sashay when I’m trying to loosen people up. That’s my alter ego “the diva” coming out.

DiResta’s clever talking points made her workshop memorable.

Larry Olmstead, Maynard Media Academy, Harvard, March 24, 2008

I. Today’s discussion
• Disruption in the media industry - read the Newspaper Next 2.0 report here.
• Dynamics of change
• The leader’s role in driving change initiatives
• New skills and styles
• Four key “change” challenges for media leaders
o Assessing readiness
o Handling resistance
o Creating an innovative environment
o External/customer/reader/audience focus

II. Newspaper challenges
• Circulation has been sliding now more than three decades
• online options challenge print dominance in classified advertising ( esp. auto, help-wanted; think Craigslist, Career Builder, cars.com)
• Major advertisers like dept stores are consolidating
• advertisers want to target their audiences more precisely, and want proof that their ads are driving traffic
• barriers of entry to journalism and mass publishing have eroded, if not disappeared.

III. Target
• In 1962 two retailers opened their doors in America and started business, Wal-Mart and K-Mart.
• In responding to the challenge from discount retailers, only Minneapolis-based Dayton’s created discount subsidiary – Target
• “They really need to understand that it’s now or never. They’ve got innovate or die.”
o Dr. Clayton Christensen, Harvard Business School; founder, Innosight

Recommended Book: Medici Effect

Medici Effect

Exercise: Design a restaurant for which these are not true
• no physical establishment for the clients
o multi-touch screen
o no menu, it’s a special of the day
You and Your stick

Byte
-Get on the truck
• After club hours food truck. Only in operation from 1 am- 5 pm
• GPS tracking system for truck
• we only take paypal or some kind of pre-paid card like the Harvard University dollars
o We make it a community co-op and fundraiser
• no physical location
• On menu a day, the element of surprise
• No set location
• only text orders
• lot of sponsorship

The Courtyard
• open courtyard
• picnic tables and shops
• picnic basket
• pot luck

V. the Psychology of change
• please take a pen and piece of paper and sign your name using your non-dominant hand
• How does it feel?
o awkward
o you have to go slower
o You come up with some compensating behavior to deal with it.
• What happens when we impose change?
o anger
o disorientation
o feeling of inadequacy
o feeling of incompetence
o frustration
o it’s being forced on you – lack of control
o doing things differently takes longer
o doing things different takes practice

• Remember as leaders what it feels like for our staff to deal with change.

VI. Change provokes a cycle of grief
• shock: initial paralysis at hearing the bad news
• denial
• anger
• bargaining
• depression
• testing
• acceptance

VII. Change
• communication
o reality
o perspective
• It’s not the fact that create anger, it’s people’s responses.
• it is our job to give people context in a difficult situation and to set standards for behavior to guide other through that change.
• remind people of their own asset and what they’re bringing to the table.
• Change is inevitable
• Leader’s role in driving change
o establish urgency
o create and maintain coalition
o develop “destination” and “road map”
o mobilize everyone
o align procedures and systems
o alight individual competencies. Right people? Right skills?
o Execute inspect, learn and improve

VII. Critical leadership skills for transforming media
•    vision
o    identifies long-term goals and champions innovation
•    customer focus
•    championing change
o    you’re not just talking change, you’re devoting resources to it.
•    Driving results
•    interpersonal communication
•    relationship management
•    coaching and developing
•    integrity
•    business acumen
•    learning agility

One of the best aspects of the weeklong program is the food. Breakfast and lunch is catered every day and it is fabulous!  It’s so nice to not have to prepare a meal for those of us who are savvy in the kitchen. While the offerings are plentiful, we like to think we’re working off the calories on the trek to and from our hotel.

To view the entire Powerpoint go here:
Nila Sinha’s 360 degree presentation

What is at 360 degree evaluation?

Method of gathering information of how others perceived your ability to display critical competencies

• who responded?
o You, your boss, your direct report, your peers, and anyone else that you work with closely, customers, vendors, etc.
• How can it help you?
o Often, how others perceive us is more of the reality than how we see ourselves
o allows you to “hold up a mirror” and see your demonstrated behavior
• it’s a gift to you to achieve your current and future goals
o some of you may be surprised by your feedback, there may be “blind spots” of which you are aware
• As you review your feedback consider:
o Is it important to me?
o Do I want change?
• Remember, change is a process that has a natural progession
o Denial
o resistance
o exploration
o commitment
To successfully change, you need to pass through all four phases.

Leading: a process of increasing self-awareness and practicing self-management and self-development
Understanding who you are and where you want to be:
• gain insight into personal capabilities
• identify strengths and gaps
• understand what motivated you in your career

Begin a process of self-management and self-development
• construct a personal development plan
• accentuate strengths and minimize areas of potential weakness

when using a 360 it’s a development opportunity.

II. Career development
Aligning personal capabilities (self) with organizational demands
• The ability to develop and display your desired competencies is the result of many factors working together.
o Innate capabilities (natural ability, personality)
o learned capabilities (knowledge, experience, and skills)
• Career development requires:
o Capitalizing on areas of strength
o managing areas of potential weakness
o continually growing your capabilities
• ASSESS Feedback Workshop (January)
o Introduce the Maynard Entry Level Manager Competency Model
o Increase self-awareness of potential strengths and weaknesses as they relate to the model (ASSESS Personality Feedback)
o Begin a process of self awareness, self management and self development)
• ASSESS 360 workshop (today)
o Discuss the value of 360-degree feedback in your career development
o help you evaluate where you are an where you want to be:
• Review Maynard Entry Level Manager Model
• Gain insight into how others view your behaviors
• identify strengths and gaps
• understand what motivated you in your career
o script your follow-up discussion
o plan to update and revise existing development action plans
• Development process wheel
o Define success, self awareness of innate and learned capabilities. What we’re doing now is holding up that mirror. The analog now is
o Slides went too fast
• Maynard competency model for entry-level managers
o Interpersonal communication
o adapting to change
o customer focus
o managing others
o conflict resolution
o coaching and developing

II. 3 competencies that can’t be measured
• Functional acumen
• integrity
• respecting diversity

III. Worksheet
• Competencies in Action
o In the last 6 months, which competencies have had the most relevance for your role

IV. 360 Report Overview
• The report includes:
o A summary graph
o detailed competency graphs
o an even more detailed appendix
o comments
• two approaches to reviewing the results
o systematic
• highest/lowest rated competencies
• behavioral feedback to enrich understanding
• competency-based comments
o holistically
• trends across the feedback
• general comments
V. Your results, summary graph
•    Using the ranking, what are your highest/lowest rated competencies?
•    Is there agreement/disagreement among rater categories?
•    Does your self-perception align with how others (eg. Boss, peers, direct reports) see you?

VI. 360 follow-up conversations

Schedule a time to meet with your manager or mentor to further clarify and review your results.
•    Clarify points; suggestions on what to focus on
•    Guidance on next steps and how to approach follow-up discussion with raters
•    Guidance on goals and actions steps

Reading the report is not enough –t alk to those who provided you with feedback in order to:
•    Clarify areas of strengths and areas of improvement
•    Better focus on your development
•    Encourage future feedback (informally and formally)
•    Shows others your commitment to development

Suggested Do’s and Don’t for the follow-up conversation
Do:
o    Use-open ended questions.  “what things do I do to cause people to see me this way?”
o    Probe for particulars. “In what situations do I do this?”
o    Listen and remain open.
o    Ask for suggestions. “What might I do to be a better (boss, employee, person) for you?”
Enlist support and feedback
Use the feedback to guide your development plan

Don’t:
Be satified with vague generalities
Used loaded questions like “who do you think said…”
Defend, justify, or rehash
Talk when you should be listening.

Feedback Exercise:
•    Take 15 minutes. Note of the main areas from your 360 for which you would like additional feedback. Write a script of how you will approach the follow-up conversation.
o    Who will you approach for feedback?
o    How will you set-up and open the session?
•    Thank the individual for participation and giving feedback
o    What will you tell them you learned?
•    Provide an overview of what you have learned. My experience was…what I’ve learned…my strengths to be in the areas of…areas that I believe I need to target are.
•    What are you questions to your raters?
ask for best practice examples for your areas for development. When you think of someone who does this well, what is it that they do?
Break up in pairs. Using your script, take turns role playing how that feedback session will go.