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Saturday, May 8, 2010

Grading Rubrics

• Professional and appropriate tone for the audience
• Indications of having thought strategically about the message and audience
• Tight, logical, and complete argument
• Clear and concise style
• If a memo or e-mail,
clear, concise, meaningful subject line (reveals the “so what)

• First paragraph that establishes context and states the purpose
• Final paragraph establishing the next step if appropriate
• Correct usage and no careless proofreading errors
• Formatted for easy reading (no globby paragraphs, headings used effectively)

Overall performance: ___________
Content & Organization (75%)
 Honest and thorough assessment of strengths and weaknesses
 Specific goals and actions
 Realistic timelines
 Method to measure results
 Suggested commitment to improvement
 Logically organized
 Complete (CDP plus all attachments)

Style & Grammar (15%)
 Clear and concise style
 Correct usage
 No careless proofreading errors Format (10%)
 Clear, easy to read, professional formatting
 Effective use of headers
 Good use of lists, bullets, tables, or graphics where appropriate

Overall comments:

Memo/Letter Grading Sheet –
Student name: Overall performance: ___________
Overall comments:

Content (30%)
 Clear, concise, meaningful subject line (captures “so what” of memo)
 Clear, direct recommendation
 Adequate and complete justification for recommendation
Logic (20%)
 Logical and complete pyramid setting out the argument
 Tight, logical argument in memo
Style and Usage (15%)
 Professional and appropriate tone
 Clear and concise style
 Correct usage
 No careless proofreading errors

Opening & Closing (15%)
 Memo elements in opening (date, to, from, subject)
 Context for memo established in opening
 Purpose statement in first paragraph
 Closing and next steps in final paragraph
Format (15%)
 Effective format, following business writing conventions
 Paragraphs of reasonable length (no “globby” paragraphs)
 Headers used effectively
 Lists/bullets where appropriate
Graphs (5%)
 Graphs labeled, introduced, and referenced in text

Proposal Grading Sheet –
Team number and members: Overall performance: ___________
Overall comments:

Situation Analysis (40%)
Adequate discussion of each of the following:
 Company background
 Impetus for the plan
 Product/service description
 Competitive landscape
 Benefits of plan
 Proper credit given for external sources
Methods and Approach (20%)
 Complete action plan
 Complete task-breakdown (work plan with specific identification, assignment, and timing for tasks)
 Clear indication of progress
 Realistic, adequate research methods
Working Relationship/ Qualifications (10%)
 Clear explanation of how you propose to work with the company
 Complete but concise description of team qualifications

Style and Usage (10%)
 Professional and appropriate tone
 Clear and concise style
 Consistent style and tone
 Correct usage
 No careless proofreading errors
Letter of Transmittal (5%)
 Context for memo in opening
 Clear reference to proposal
 Closing and next steps in final paragraph
Proposal Mechanics (15%)
 Effective format, following business writing conventions for proposals
 Consistent look and feel in text and exhibits
 Paragraphs of reasonable length (no “globby” paragraphs)
 Headers used effectively
 Lists/bullets where appropriate
 Exhibits labeled, introduced, and referenced in text

Note: These items were not given equal weight in the grading process. The approximate value of each section is indicated in parenthesis

Team Presentation Evaluation
Team #: Date:
Team members:

Introduction to team, overall topic, and subtopics
Team coordination (transition between speakers, consistency of point of view, handling of Q&A)

Logic and organizational structure (coherence, organizing device, and transparency of structure)
Graphics: adherence to basic PowerPoint principles
Graphics: quality of charts and chart titles, treatment of data
Quality of team’s content (varies according to assignment)
 Appropriate content & tone for audience
 Adequate justification for this product in this county
 Appropriate background (on country, product, timing, competitors)
 Some consideration of positioning, pricing, and communication strategy
 Breakeven analysis (adequate financial analysis with estimated costs and revenue projections)
 Creative, original thinking
Conclusion (summary and review of topics)
Length:

Overall team performance:

Evaluation of Individual Presentations
Presenter____________________________________________ Date _______________
Needs work Average Good Excellent Comments:

Delivery
Leadership Image
Approach/departure
Confidence
Energy level
Posture
Stance/movement
Gestures
Eye contact
Fillers (uhs, etc)
Voice, Diction, Usage
Volume
Pace/Rate
Articulation
Usage
Content & organization
Introduction
organization
Knowledge/ control of content
Conclusion (summary)
Graphics/PowerPoint
Adherence to basic
PPt principles
Ability to present
Chart titles
Overall quality
Overall comments:
Grade__________

Grading Rubrics

Participation Evaluation

Highlights of what I learned today
1
2
3
4
* Use this scale to evaluate yourself:

3 = Excellent (contributed actively to discussion and added substantial value to class)
2 = Average (contributed to discussion, said something meaningful at least)
1 = Present (said nothing, but listened really well)
0 = Present (in class, but not engaged today and did not contribute)

Participation Evaluation

Using Language to Achieve a Leadership Purpose

Using Language to Achieve a Leadership Purpose
Use business language correctly
The languge rules that Matter
The power of punctuation
Additonal punctuation rules
Sexist languge
Employ efficient editing techniques
Editing method
Document
Sentences
Mechanics
Final reminder
Making computer tools working for you
Achieve a positive ethos through tone and style
Do not try to imitate someone else's style
Read what you have written aloud to see how you sound, and if something is particularly sensitive, read it to someone else
Never send something out when you are angry or upset .
Be careful in your use of complex language
Use strong verbs and avoid passive voice
Select a positive over a negative construction when possible
Avoid using too many modifiers or empty words, such as "sort of"
Be careful in the use of qualifierss, such as "in my opinion"
Eliminate fillers, such as "you know"
Be careful with the use of jargon
Communicate in a style that is clear and concise
Avoid the overuse of the passive voice --the actor should usually come first in the sentence
Avoid expetives, such as "there is" or " it is "-- watch for the "it is ... that " construction in particular
Avoid the use of prepositional idioms
Avoide the overuse of relative pronous--"who," "which," and "that"
Avoid the repetition of words and ideas
Do not overuse descriptive words, particularly adverbs
Avoid weasel words, ambiguous noncommittal words
Be aware of jargon (language used in particular disciplines) and other kinds of gobbledygook
Avoid nominalizations(a jargon word used by linguists that means turning verbs into nouns by adding -tion
Avoid redundacies
Making comoputer tools work for you
When you use the computer to perform your idea generation, recognize that what you enter aat this brainstorming stage seldom qualifies as a final version ready for your audience because it will probably lack coherence or clear organization.
Take advantage of features such as word search to look for common redundancies, wordy expressions, unclear references with "this" and "that" or words you may tend to misuse, such as "affect."
Experiment with different formatting to see what makes your document more accessible and readable.
Recognize the limitations of spell checkers, but always run them to catch careless errors; just do not expect the spell checker to find all mistakes.
Also, be wary of style/grammar checkers.
Do the final proofreading from a hard copy, not on the computer screen.

Using Language to Achieve a Leadership Purpose

Exercise: Feeling Heard

An essential component of negotiation is awareness of the psychological dimensions in negotiation. This includes being aware of your opponent(s) sense of being understood. Here empathy is the key: Recall the last time you did not feel heard in a negotiation. What was the result?Recall the last time you did not feel heard in a negotiation. What was the result?

Exercise: Feeling Heard

Leadership Defined

LEADERSHIP DEFINED (Thornton, Paul B. Leadership: Seeing, Describing, and Pursuing What's Possible)

There are many definitions of leadership:. Leadership is the process of helping individuals, teams, and organizations become more and achieve more than they ever thought possible

Leaders help people become more,

Principled

Knowledgeable

Skilled

Passionate

Detcrmined

Integrated

Balanced

Leaders help people achieve more

Productivity

Quality

Success

Bottom Line—leaders help people perform at their best

How do they it? Leaders in essence do three things:

They see what’s~ possible.

They describe what’s possible.

They pursue what’s possible.

from
ISBN: 1588321096 -

Leadership and Management Develop Extraordinary Leaders Through Training and Consulting
www.managementconcepts.com

Leadership Principles Dynamics of Business and Leadership that Rules the World!
www. SellingReverse.com

Leadership Defined

Leaders help people become more,

Principled

Knowledgeable

Skilled

Passionate

Detcrmined

Integrated

Balanced

Leaders help people achieve more

Productivity

Quality

Success

Bottom Line—leaders help people perform at their best

How do they it? Leaders in essence do three things:

They see what’s~ possible.

They describe what’s possible.

They pursue what’s possible.

Leadership Links

Chapter 2 - Documents
E-mail etiquette
http://www.albion.com/netiquette/corerules.html
Chapter 3 - Language
Abbreviations/acronyms
http://www.acronymfinder.com/
Chapters 4 & 5 - Presentations, Graphics, and PowerPoint
http://www.colorvoodoo.com/
http://www.presentersuniversity.com/
http://www.colormatters.com/
http://www.presentations.com/
http://www.3m.com/
http://www.orst.edu/instruction/ed596/ppoint/pphome.htm
http://www.actden.com/pp/
Chapter 6 - Emotional Intelligence and Cultural Literacy
Emotional Intelligence
http://www.eiconsortium.org/
Non-verbal communication
http://www.members.aol.com/nonverbal2/diction1.htm
Coaching and mentoring
http://www.sba.gov/managing/leadership/mentor.html
Cross-cultural communication
http://www.stephweb.com/forum/
Chapter 7 - Meetings
http://www.3m.com/meetingnetwork
Chapter 10 - External Relations
http://www.customerrespect.com/

Leadership Links

Conflict Costs

(Source: American Management Association Study)

Conflict
DEFINITION:
An antagonistic state or action involving divergent ideas, interests, or persons; a mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands.
The American Management Association s identifies the following as the principal causes of conflict within organizations.

Principal Causes of Conflict in Organizations:

• Misunderstandings

• Personality clashes

• Lack of cooperation

• Frustration and irritability

• Substandard performance

• Differences over work method

• Responsibility issues

• Authority issues

• Value and goal differences

• Non-compliance with rules and policies

• Competition for limited resources

No matter what your job may be, you face conflict on a regular basis. And con flicts not only waste your time — they are also expensive to your organization.

Costs of Conflict to the Organization in Dollars:

Let’s estimate the costs of conflict for a medium-sized company with 00 managers:

• 100 managers x $40,000 average annual salary = $4,000,000

• 25% of the managers’ time spent on conflict = $1,000,000

And this only accounts for management time. In order to come up with a truly accurate conflict cost, you’d have to factor in the other costs:

• Wasted employee time

• Increased turnover rates

• Mistakes, poor decisions

• Missed business opportunities

• Adversely affected profits, service

• High stress, illness

Reduced employee stress Reduced labor turnover

• Individual peak performance Increased productivity and efficiency

• Increased morale and cooperation

• Maximized profit and service potential

Mastering conflict resolution techniques offers important personal benefits:

• You’ll gain cooperation from all types of people at work

• You’ll influence others for win-win outcomes.

• You’ll be better able to set your own priorities and say no when necessary.

• You’ll find yourself getting more respect and acknowledgment for what you do.

• You’ll improve your performance and productivity.

• All this will increase your promotability and allow you to operate with greater integrity and ethics.

Conflict Costs

Problem Solving -- Inventing Options

Conflict Management Techniques

Conflict Management Techniques
Six Techniques To Manage Conflicts Successfully
from Resolving Conflicts in the Workplace

1. "I" vs."You" Language

2. Anticipation

3. Self-Interest

4. Meta-Talk

5. Limit-Setting

6. Consequences

II: Applying Techniques to Resolve Conflicts

• Aggressive Behavior

• Role Confusion

• Stereotyping

• Manipulation

Final Comments

Keep in mind that most conflicts are not about one person being right and the other person being wrong. Also, remember that even the nicest, most reasonable people engage in conflict. After all, conflict is an inevitable by-product of people having different needs, interests, and goals.

Conflict Management Techniques

Negotiation: 100 Techniques To Negotiate "Geting What You Want"

100 Techniques To Negotiate "Geting What You Want"
From Kare Anderson’s Getting What You Want

For quick and easy reference, here are the 100 techniques that make the three Triangle Talk steps work better and faster:

1. Make “What do I want?” an automatic response.
2. Decide what you want by considering alternatives, then choosing one.
3. Create a specific, vivid mental image of what you want and describe it in one sentence.
4. Understand what is most important to you.
5. Develop a “larger than life” vision of yourself, your work, and your life.
6. Know how you see yourself, and how others see you.
7. Understand your power base.
8. Recognize your “hot buttons” and the hidden as¬sumptions through which you see the world.
9. Find out what they want or mean, not what you would want or mean if you used the same words.
10. Don’t deduce other people’s intentions from your fears.
11. Don’t assume you know what people want—or that they know what you want—just because you know one another well.
12. When you are with someone you like, check your assumptions more often, because you will tend to do it less.
13. See their world their way.
14. Learn to identify other people’s assumptions, moti¬vations, and prejudices, and what they consider threats or opportunities.
15. Remember that most people are not aware of their own prejudices, assumptions, and hot buttons.
16. Start out right: Make a good first impression.
17. Use nonverbal communication to establish rapport.
18. Play with your full deck.
19. Expect the best of yourself and others.
20. Cast a wide net with your initial questions.
21. “Columbo” them.
22. Avoid the “King of the Mountain” approach.
23. Ask open-ended questions.
24. Ask advice.
25. Send up trial balloons.
26. Listen actively.
27. Start out with oblique questions, then get increasingly specific and direct.
28. Appeal to their positive intent.
29. Use silence and pauses.
30. Go slow to go fast.
31. Ask direct questions.
32. Accept the situation as it is; don’t pretend it’s some thing different or try to make it what you wish it were.
33. Don’t let emotional reactions or judgments about what they want sabotage the negotiation.
34. Avoid the temptation to talk sooner, higher, faster, and longer when you feel uncomfortable, angry, or threatened.
35. Use the AAAA Approach to create a bridge between you, not a gulf.
36. Acknowledge their concerns.
37. Use their language.
38. Avoid emotional terms that imply positive or negative reactions to what they say.
39. The more intense the conflict, the more strongly and explicitly you must acknowledge their position.
40. Speak to their needs first.
41. “Bridge” from their interests to your common inter¬ests to your interests.
42. Paint them a colorful, detailed picture.
43. Align with their personal or organizational values.
44. Position your proposal by using “social proof,” au¬thoritative endorsements, likability, and appeals to their self-image.
45. Give something away up front, without being asked.
46. Sandwich your controversial or bad news between two pieces of good news.
47. Choose your point of emphasis.
48. Lavish “Velcro praise” on others.
49. Make sharp contrasts.
50. Move from the larger to the smaller picture.
51. Remember the Two-Choice Rule.
52. Use the Rule of Scarcity.
53. Let conflict surface when it exists, but keep it under control and don’t dig in your heels.
54. Remember that the problem is not the other person; it’s how you react to one another in the situation.
55. Remember that you always have only three choices: (1) accept the situation; (2) leave; or (3) change your behavior.
56. Don’t let others determine your behavior or your self-worth.
57. Discover an admirable motive, especially when you don’t think they have one.
58. Give the kind of energy you want to get back, and pay attention to the qualities in others that you want to see more.
59. Remember that men and women are different.
60. Develop a semipermeable membrane.
61. Contrast the disadvantages of quitting with the ben¬efits of continuing.
62. Keep the momentum going by reviewing the progress you’ve made so far.
63. P-A-C-E yourself.
64. At each step, give people a stake in the outcome.
65. Point out that no situation has to be win-lose.
66. Be courteous and preserve mutual respect, especially when you least feel like it.
67. Identify the people who bother you most and learn to manage your encounters with them.
68. Find out why they upset you and disarm that mechanism.
69. Tell the people you see regularly what you will and will not tolerate.
70. Act, don’t react, when meeting new people who trig¬ger negative feelings.
71. Let go of the vibrating pole.
72. Use the Ten-Minute Rule.
73. Stop the chain reaction.
74. Use the Jimmy Swaggart approach.
75. “Fog” to avoid or postpone a response.
76. Use the Messy Desk Solution.
77. Shift the spotlight.
78. Empower others, don’t coerce or manipulate them.
79. Pinpoint your specific power sources.
80. Avoid power plays.
81. Take the power you need.
82. Prepare your team.
83. Don’t talk before you’re prepared to settle.
84. Demonstrate visible goodwill.
85. Remember that it’s more important to be perceived as fair than it is to be well liked.
86. Don’t bluff or make offers you can’t live with if they are accepted.
87. If you don’t think you’re getting a big enough piece of the pie, look for a larger pie.
88. Don’t panic if you have time constraints; use the pres¬sure to increase your effectiveness.
89. Don’t wait until the end to reach agreement on all your points.
90. Use third-party mediators when necessary.
91. Stay flexible.
92. Do not nibble or be nibbled.
93. Offer to prepare the written draft of the agreement.
94. Honor others directly for their role in coming to terms.
95. Debrief with colleagues.
96. Do what you said you would do, and then do more.
97. Play the inner game of agreement, and affirm your life’s purpose every day.
98. Use the buddy system.
99. Give it away.
100. Practice, practice, practice.

Pages

Saturday, May 8, 2010

Participation Evaluation

Participation Evaluation

Leadership Defined

Leadership Defined

Leadership Links

Leadership Links