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FLAME Project's FC Training Session
1114th July 2011Debrecen, Hungary
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About the Trainer
While working• business coach• trainer• project and innovation manager• founder and CEO• Creative tasks
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Agnes HűvösCall me: +36 30 365.96.90
Email me: [email protected]
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A Business Model is..._______________________________________
1. Product (and Price)2. Costumer3. The Costumer's Benefit4. Competitive Advantages5. How
13. Value Proposition
14. USP
15. Business Model
The Key Success Factors are_______________________________________
1. Market Size2. Flexibility3. Scalability4. Technology5. Team
A Future Lab is not a 'onetrickponey' – it
might have hybrid busniess model
(product+tool)
The Spectrum of Leadership Styles
Telling solving your solving giving offering asking helping another what problem by someone’s advice guidance question solve their to do involving others problem questions
PUSH
PULL
______________________________________
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A Learning Enabler...
• inspires entrepreneurial behavior towards motivation and development of skills and attitudes
• provides learning content and self development tools
• facilitates the development (shift) of environmental
relationships and processes (e.g. with team members or with business partners)
• The learner owns both the goals and the process.
_______________________________…in entrepreneurship education
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Key questions to guide your choices
PUSH PULLWhere is your focus?
How much time do you have?
Where is the client’s interest?
What is the likely impact of poor results?
What is your knowledge?
What is the benefit of sustained coachee learning?
How many times will coachee need to perform the task?
Case
Less
Being told
Customer threatening
High
Low
Once
Coachee
More
Learning
Containable
Low
High
Many
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Let's differenciate!_______________________________
Who Focus on How What
coach person or team short termtargeted shaping diamonds
mentor process of person or team
long termin process gardening
trainer knowledge of person or team
short term destroying and building
consultant concrete problem creating puzzle pieces
facilitator concrete process or situation
ad hoc or short term playing puzzle
mediator concrete conflict lions' dressagead hoc or short term
ad hoc or short term
+ therapy + legal cases
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Coaching is...
• a shortterm process
• within, through dialog, coaching technics and supporting behavior
• the coach assists and helps the client • to understand and develop his/her own potentiality• and to learn technics
• in order to reach his/her SMART goals
_______________________________
9
Mentoring is...
• a longterm process
• within, through dialog, counselling and supporting behavior
• the mentor assists and helps the client • to understand and develop his/her own potentiality• and to learn technics
• in order to go further and ship his/her own goals
_______________________________
10
Facilitation is...
• a set of technics, used on the instant
• within, through dialog, use of teamwork tools and supporting behavior
• the facilitator assists and helps the client(s) • to find a solution to a concrete problem or situation
• in order to reach their common SMART goals
_______________________________
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Breakdown
• Verbal and mental selfcontrol
• Dialog – the most used are questioning technics
• Coaching, mentoring or facilitation technics (e.g. visualisation, brainstorming, different process models…)
• Supporting behavior, especially:o Empathic and active listeningo Toleranceo Keeping framework, supporting upcoming content
_______________________________
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Let’s practice!
Listening• Listen & give feedback on your presence• Don’t let your thoughts & ideas take place• Give verbal feedback on essentials by formulating
questions and neutral summarizings
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5+2 minutes
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Day 1, session 2
Busniess Coaching Models
in R&D&I sector
EXAMPLES
____________________________
GROW model
• G – GOAL: What do you want?
• R – REALITY: What is happening now?
• O – OPTIONS: What could you do?
• W – WILL or WRAPUP: What will you do?
____________________________
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The GROW model
WILL or WRAPUPWhat will you do next…?How, when, with whom…? What do you need from me?
OPTIONSWhat could you do to move yourself just one step forward…?What are your options…? How far towards your objective will that take you…?
REALITYWhat is happening now that tells you…? Describe the current situation… What made you realisethat you need to do something different?
GOALWhat do you want to move forward on…?What can we achieve in the time available…? What would be the most helpful thing for you to take away from this session?
TOPICTell me about… What would you like to think/talk about…?Give me a flavour in a few short sentences...
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RAMMmodell (Michael Axelrod)_____________________________________
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• R Result – Where want we get to?
• A Action – What will we do? What is our plan? What are the elements, steps, concrete actions of it?
• M Measure – How do we mesure quality and quantity of our results (milestones)? How do we evaluate it?
• M Modify – What changes (in life, work…) are needed to be done in order to get to our goal?
7C model (Mick Cope) – from consultancy____________________________________________
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• Client – What’s his/her goal? Why do she/he needs help?
• Clarity – What obstacles were keeping him/her from the goal?
• Create – Does he/she has any idea of the solution?
• Change – Is he/she able to make the change?
• Confirm – Do other people (stakeholder) think that there is a problem?
• Continue – What obstacles may occur? What risks may influence the sustainability?
• Close – What are the positive changes that the new solution brings to his/her life?
Overview of the full process____________________________________________
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1. Diagnosis2. Set the direction3. Alternatives4. Decision5. Using6. Closing
Phase 1: Diagnosis____________________________________________
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• Question technics• Shadowing• 180/360 degree analysis• Tmodell (Expand & Focus)• SWOT (Strength, Weakness, Option, Threat)• Stakeholder analysis• Social atom• MPH Tool• Document analysis (emails, presentations, CV, publications)• Topic specific tests (MBTI, ThomasKilmann, Belbin, Motivation
etc.)
The MPH Tool____________________________________________
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META general
Tell me about…
MACRO examplesCould you tell me concrete (facts, situations…)
MICRO detailedI understand. Would you, please explain in details…
PastLet’s take a look back…
PresentYou told me a past situation. Is it used to happen nowdays? What is the present situation?
ProjectedWhat could make this better? How do you imagine the situation in one year from now?
HeartHow do you feel about it, exactly?
HeadWhat are the reasons?
HandHow do you act?
Phase 2 Set the direction______________________________________
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• SMART goals• Finish the sentence technics... (value analysis)• Positive visualisation• The ideal day technic• Diagrams
Make SMART and SMARTER______________________________________
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• S Specific Significant, Stretching, Simple
• M Measurable Meaningful, Motivational, Manageable
• A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Ambitious, Aligned, Aspirational
• R Relevant Realistic, Resourced, Resonant
• T Timebound Timeoriented, Time framed, Timed, Timebased, Timeboxed, Timely, TimeSpecific, Timetabled, Time limited, Trackable, Tangible
• E Evaluate Ethical, Excitable, Enjoyable, Engaging, Ecological
• R Reevaluate Rewarded, Reassess, Revisit, Recordable, Rewarding, Reaching
Phase 3: Alternatives____________________________________________
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• Question technics. • What else…?• What if…?
• Emotion changing technics• Projection• Brainstorming
Phase 4 Decision______________________________________
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• PRO and CONTRA analysis• Tagging• Walt Disney method• Diagrams, numbers, facts
Phase 5: Using____________________________________________
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• Mutual control • READY/DONE• SHIFT• OBSTACLE• NEW CHALLENGE
• PDCA cycle• Project management tools
• Helpers• Log
Phase 6: Closing____________________________________________
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• Evaluation• Valorisation
• Celebration
____________________________
Overview of the 4 days session____________________________
Our Expectations so far
____________________________Do we know each other?
build confidence and good atmosphere
the client's attitude, the expected result and the
level of contribution drives the process even if it is not
on explicit level...
set a clear framework and a robuste working
culture
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About open ended questions
If you ask questions that you know the answer to, it can be• a teaching method (Repetitio est mater studiorum.)• Manipulation (You said so, man...)• fight for the power (I lead this conversation, I make questions.)• conformism (C'mon, let's maintain somehow this conversation.)
If you ask a question that you don't know the answer to, it can be• trusting the wisdom of the client• gathering information (getting real power, ability to act properly)• simple curiosity
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_____________________________________________
How can we build a vision?
• The best tools for building a vision is to ask openended questions.– How much did you pay for taxes last year?– How would you finance your children’s education if your husband
had an accident?– How long do you want to pay exorbitant interest rates?– How much risk do you want to take by transferring the patient to
another hospital?– Who will clean your bed pan?– What would you lose if someone sued your company?– What would you buy from the 2 million forints I offer you?– What will your colleagues say if you show up in a torn jacket?
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___________________________________
When do we need coaching or facilitation?... (1)__________________________________
Project planning, R&D&I cooperationsChoose your companions carefully, you may have to eat them.
(W. C. Sellar british actor)
Business planning or strategic planningTwo mysteries hinder all effort to end smog in Los Angeles. Nobody
knows exactly what smog is, and nobody knows what Los Angeles is. (Ray Duncan americanfrench artist)
Negotiating (e.g. licensing)Please do not shoot the pianist. He is doing his best. (Oscar Wilde
britishirish writer)
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When do we need coaching or facilitation?... (2)__________________________________
Carreer coachingThe best carreers advice given to the young is ‘Find out what you
like doing best and get someone to pay you for it.’ (Katherine Whitehorn, british journalist)
Skills coaching (e.g. business presentation)The test of a firstrate intelligence is the ability to hold two opposed
ideas in mind at the same time and still remain the ability to function. (F Scott Fitzgerald american writer)
What else…?
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Development planning__________________________________
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Day 2, session 4____________________________
Negotiation
Anchoring: this is how the brain works
• An anchor is the initial (asking or offering) price that will influence the customer of what is a fair price.
• The initial offer influences our brain and sets an anchor. We can move only small distances from this anchor and thus the price will not change drastically compared to the initial offering.
35
___________________________________
What is a fair price to pay?
There is no fair price, only a willing buyer and seller.
36
_________________________
Price example
• A university researcher invented a more efficient fermentation process and patented the technology– A local pub, a microbrewery wants to license this to
make beer cheaper. It would save them 50K Euro/year– A top biotech firm wants to license the technology
because it will make their product competitive in the $3B dollar colorectal cancer market. It would increase their revenues by $1B and their profits by $300M annually.
• What is the fair price of the patent?
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___________________________________
Negotiation definitions
• An interactive process by which people reach mutual agreement on solving a common problem.
• Negotiation is the effort to bring about an agreement between two or more parties, with all parties having the right to veto. (Oxford English Dictionary)
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___________________________________
Rules for negotiation
• Many negotiation training uses a set of rules • We review the most important ones
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Rules (1)
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• Do not spill your beans • Listen effectively• Aim at a neutral emotional state• Vision drives decisions• Make no assumptions
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Rules (2) Price is determined by pain
• Pain: the real reason you are at the negotiation table• Companies do not buy technologies but a solution to take away the pain they have
• Pain examples:– Costs are increasing faster than sales – Our technology is not competitive with Mr. Competitor’s technology– Our supplier cannot meet certain specs that our customer demands– I promised to deliver 5 contracts this year but finished only 1 by fourth quarter– I want to be promoted to become vice president and I need to demonstrate my ability to bringin
successful technology– I want to buy a red Porsche/ a sailing boat/ house from the license fees
• The clearer the vision of pain the adversary has the higher the price he/she will pay.
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Pain: examples
• Example: if you have a house built, what will the builder ask?– When do you need it by? (are you expecting a baby?,
do you need to move from your current place?)– How uncomfortable is it to live with parents (or inlaws)?
• These factors determine the price more than the cost. The real reason you want to move: you want to get out of your current situation.
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How can the FC help?
• Help the client to ➔ formulate at least 3 open ended questions that can clarify the vision of
pain of the adversary.➔ determine what was his/her own pain in negotiation situations.➔ Discuss KFS
● Ask open ended questions which help to build a vision of that pain.
● Take responsibility on circumstances (timeframe, venue, documentation etc.
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Preparation for negotiations
identify and define:(1) the problem that needs to be discussed, (2) any assumptions that you may have about
the opponent, (3) any assumption that the opponent may
have about you, (4) what you want, and (5) what happens next.
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Closing
• Sales and negotiation trainings often include some typical closing methods:– Can you agree to this? Why do not we split the
difference and finish it up?• Tricks and “bulletproof” closing tactics have no place
in technology negotiation• Nothing kills a negotiation faster than a rush to close• Leave the door open for renegotiation
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