Hart L.B., Waisman C.S. - The leadership training activity book (2005)(en)

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37

TOOT YOUR OWN HORN!

Sell Yourself and Your Ideas

Overview of Activity

Leaders must be sure to share their successes with others. This module helps leaders practice the skills necessary for self-promotion.

Objectives

To identify the pros and cons of self-promotion.

To create a self-promotion plan.

Setting Up the Activity

GROUP SIZE

20 participants, comfortably

ESTIMATED TIME

1 hour

TRAINING METHODS

Discussion

Card-sort activity

Writing

EQUIPMENT AND SUPPLIES

Flipchart and markers

Sets of cards

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MATERIALS

Handout 37.1: Introduction to Self-Promotion

Prepared sets of self-promotion cards (see Job Aid 37.1: Self-Promotion Cards)

Handout 37.2: My Personal Board of Directors

ROOM SET-UP

Tables; chairs arranged so they are facing the flipcharts

Comments

Leaders need to exude confidence and contribute appropriate information. The art of self promotion ensures that just the right amount of information is shared and it is done in a professional manner. This activity helps participants to recognize and use that fine line between saying too little or too much.

RESOURCES

Self-Assertion for Women by Pamela Butler, Ph.D. (NY: Harper Collins, 1992).

Trainer’s Notes for Activity 37

STEP-BY-STEP PROCEDURE

Step 1: Introduce the concept of self-promotion by asking participants to list reasons why people should not engage in self-promotion. (Write them on a flipchart.) Tell them to look at the challenge from the standpoint of a prosecuting attorney trying to do away with the practice. Possible arguments include:

–Working hard should be enough.

–My good work will be recognized without me bragging about it.

–It feels like bragging.

–I don’t know how to go about it.

–I never thought of it as a necessary part of my career.

–It wastes my time.

–Why would I choose to do this when I have real work to do?

–Others will think I am acting like a politician.

–Others will think I am too aggressive.

Step 2: Divide participants into groups of 4 to 5. Distribute Handout 37.1: Introduction to Self-Promotion and ask people to discuss their responses to the questions.

SET AN EXAMPLE

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Review the differences among Passive, Aggressive, and Assertive behaviors:

–Passive: Say nothing, hint around the subject, and do nothing directly.

–Aggressive: Attack the person, moralize, and use put-downs.

–Assertive: Directly and honestly express your own feelings and opinions.

Step 3: Now explore the advantages of self-promotion by making a defense lawyer’s case as to why self-promotion is a good thing. Write the ideas on a flipchart. Possible answers include:

–We need to be able to ask for what we want.

–There is value in having allies in the workplace.

–Appropriate self-promotion is a proactive strategy that enhances our careers.

–We need to display our skill because others may not be observant.

–The more I know about the business and its leaders the more effective my contribution will be.

–Self-promotion is an important skill and might be a necessary part of my overall plan as a leader.

–Other successful leaders are political.

–I can be appropriately political and assertive.

Step 4: Remind participants that they have heard prosecution and defense arguments. Now ask them for their “verdict.” “How do we find on the issue of self-promotion—for the Prosecution or for the Defense?” (Note: In all the times we’ve done this activity, the Defense has won!)

Step 5: Summarize the verdict, and return to the arguments in favor of using it as a leadership strategy. “Because we agree that self-promotion has some value, we will now take time to develop a plan to promote ourselves.”

Steps to develop a Self-Promotion plan

1.Review which aspects of self-promotion will contribute to leadership development. Pass out sets of cards each one bearing a different title from the list below. Ask participants to put the cards in three piles: the

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things they do well already; the things that are critical to develop immediately; and those to consider in the future.

2.Set goals that are specific and measurable.

Provide an example: My goal is to “get noticed” twice as often for my exceptional work. This could include a verbal mention to the Board or management, a write-up in the company newsletter, or a congratulatory note sent by the boss.

Ask participants to write goals for those categories in the “Critical” pile.

3.Develop a “Personal Board of Directors” for yourself.

Facilitator: Distribute Handout 37.2: My Personal Board of Directors, telling participants:

“Think about all the people you know from work: colleagues, managers, administrative assistants, customers, vendors, industry experts, trade association members, and leaders who influence others. Identify key people who have a broad base of knowledge that can complement your own. Use the handout to make your lists.

“Develop a plan for enhancing a relationship with these people. Get on a committee they chair, join a community organization they are interested in, ask them to speak to your team or professional trade organization, or call and ask for a meeting to learn more about their area of the business.”

Develop a set of questions around industry trends, technology innovation, or regulatory impact, and ask for their opinions. When you ask good questions and they do all the talking, you become known as a great conversationalist.

“Write down what you plan to do with the people on your lists.” (Allow 25 minutes for this step.)

Step 6: Bring the activity to a summary close, asking the group: “What other ideas do you have for increasing your visibility?”

Remind people that the goal is to form a permanent Board of Directors for your personal use that includes people who want a collaborative exchange.

SET AN EXAMPLE

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Relate the idea of self-promotion to leadership. Ask participants to review how self-promotion can be a useful leadership tool.

POST-ACTIVITY REVIEW

Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions they raised. Then, make notes that include how much time you actually spent on the activity.

HANDOUT 37.1

Introduction to Self-Promotion

The “case” against self-promotion must be made. Answer the following questions:

1. Why do I think I should not engage in self-promotion?

2. What is it about self-promotion that makes me uncomfortable?

3. How might I look at self-promotion from a new perspective?

4.What new information would help me reconsider my assumptions regarding the practice of blowing my own horn?

5.Does completing this review change my thinking about whether or not I should promote myself?

© 2005 AMACOM, A DIVISION OF AMERICAN MANAGEMENT ASSOCIATION. This handout is available in PDF form at www.amacombooks.org/leadershipact.

JOB AID 37.1

Self-Promotion Cards

Knowledge

Information

Get noticed

Support

Influence

Get promoted

Awareness

Internal reputation

Skills are utilized

© 2005 AMACOM, A DIVISION OF AMERICAN MANAGEMENT ASSOCIATION. This handout is available in PDF form at www.amacombooks.org/leadershipact.

HANDOUT 37.2

My Personal Board of Directors

Identify people in key positions or with key expertise whom you currently know.

Name My plan for contact with them

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

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Identify people in key positions or with key expertise whom you do not know.

Name My plan for more contact with them

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

© 2005 AMACOM, A DIVISION OF AMERICAN MANAGEMENT ASSOCIATION. This handout is available in PDF form at www.amacombooks.org/leadershipact.

38

PRESENTING WITH PIZZAZZ!

Overview of Activity

Leaders always present their ideas to others. In this activity, many ideas are offered to enhance the public speaking opportunity.

Objectives

To review proven techniques that will enhance presentations.

To provide an opportunity to use these techniques to deliver short presentations.

Setting Up the Activity

GROUP SIZE

Up to fifteen participants

ESTIMATED TIME

1 hour for tips

10 minutes per person to practice deliveries

TRAINING METHODS

Presentation

Assessment

Demonstration

Discussion

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