"Leadership and Learning are indispensable to each other..." John F. Kennedy
5 Government Tensions:
1. Efficience vs. Equity
2. Growth vs. Quality of Life
3. Short-run vs. Long-run
4. General interest vs. Special Interest
5. Security/stability vs. Change
Saturday, September 4, 2010
Thursday, August 12: Day 19
Rudy Guilani
Instructor: Hannah Riley Bowles
Key Take Aways:
- Direct Effects of Acute Stress: 1. Decreased ability/time to collect info. (Result: Narrowed attention to possibilities.) 2. Interferes with our "inner speech". (Result: Reduced working memory.) 3. Distraction by physical stress. (Result: Reduced working memory.)
- What can we do to help people perform better under stress: Reliance on pattern recognition. Practice drills/table tops.
- Communication in crisis.
- People are: Experiencing fear. Seek truth and meaning. Sink into despair. Reflect on better times. Feel helplessness. Fell alone.
- Communicate to: Inspire. Acknowledge gravity. Be optimistic with a forward vision. Share examples of other harder times. Call people to duty. Create a sense of unity towards and overarching objective.
- Green Grass/Brown Grass Approach. In good times people want to hear about the green grass (good times). In crisis, people want to hear about where it was worse. At 911, Rudy Guilani compared NYC to London being bombed in WWII.
Negotiations IV
Deeport I
Negotiations V
Deeport II
Instructor: Guhan Subramanian. We did a mock negotiation, Deeport.
Key Takeaways...
1. Build a winning coalition. Identify likely and possible allies and potential blockers. Don't assume that everyone wants the deal to happen. 2. Maintain a blocking coalition. Determine who can block the deal. Work to devise commitments. 3. In general, process matters! Note timing, caucusing and sequencing shape substance. A big room is a dangerous place; don't go there too early. Finally, "Think strategically but act opportunistically." Expect to be surprised and to have to modify you initial approach.
Suggested Reading:
On complex, multi-party deal making: New Deal making Strategies for a Competitive Marketplace.
On deal setup: 3D Negotiation
On persuasion strategies: Negotiation Genius
On Interpersonal Tactics: Difficult Conversation
On negotiation across cultures: The Global Negotiator
How do you think this negotiation went based upon this letter....
Dear President of American Airlines, Eastern Airlines, American Export Airlines, Colonial Airlines, Transcontinental, and United Airlines:
This is the last call on the matter of the runway layout at the new airport.
Thursday, February 3rd, 1944, at my office, City Hall, at 2:30 p.m. o’clock, come prepared to make any suggestion or forever hold your peace. I have heard some grousing about the present layout which I know is not justified. If you have any cockeyed ideas on tangent runways that have not been tried out, save them for some other time.
I am willing to hear constructive criticism and to receive helpful suggestions. I cannot compete against white tablecloths and soft pencils. Everyone who gets two drinks under his belt is now designing runway layouts on restaurant tables.
We will have a map here, our consulting engineer will be here, and I expect to have the matter finally, completely and definitely settled.
You may bring anyone you desire from your engineering, technical and piloting staff. Lawyers cannot contribute anything. This is not a legal matter.
Very truly yours,
F. H. LaGuardia, Mayor
Farewell Dinner @ Harvard's Faculty Club
Wednesday, August 11: Day 18
NAACP, Gandhi's Salt March
Instructor: Hannah Riley Bowles
Key Take Aways:
- Gandhi Salt March. Protest against the British salt tax in colonial India which began with the Salt March to Dandi on March 12, 1930. Very, very powerful. It played to 2 strengths...Duration/Speed. The march was planned to take weeks to complete. This allowed the march to gain momentum and allow the foreign press to get to India to see the event (think this was 1930 and time/speed was much different.) I think the powerful picture were critical in making this successful. Over the weeks the number of people marching continued to grow. Simplicity. Taxing of salt. Salt is such a basic need--everyone can relate to. It made the British appear greedy taxing a poor country on a basic need.
- John Kotter's 8 Steps to Transforming Your Organization. 1. Establish a Sense of Urgency. 2. Form a Powerful Guiding Coalition. 3. Create a Vision and Strategies for Change. 4. Communicate Vision and Lead by Example. 5. Empower Others to Act to Fulfill Vision. 6. Plan for and Create Visible, Short-term Wins. 7. Leverage Progress for More Change. 8. Institutionalize New Approaches. Leading Change by John Kotter is a great book!
- Elements of transformational leadership: Charisma, Optimism/Excitement, New Perspective & Mentoring.
Negotiating with the Govt. Wells Fargo, Citigroup, Wachovia
Instructor: Guhan Subramanian
Key Take Away:
- Set up Deal. What process will you use. Very important is successful negotiations.
- Types of Negotiations: Interests, Rights, and Power. As you move down this list, it is almost impossible to move back up the list when negotiating a deal.
Communicating Your Message
Instructor: David Gergen CNN. Worked for 4 US Presidents: Richard Nixon, Gerald Ford, Ronald Reagan, and Bill Clinton.
Key Take Aways: 1. "Get it first, but first get it right." 2. Deadlines are a serious matter for the press. 3. Consider: Headline, Picture and Lead Graph when developing press releases. 4. Anticipate tough questions and be ready with answers. 5. Thought on adverse publicity "The higher the monkey climbs the tree, the more you see of its rear end." 6. The government doesn't have the right to lie, it does have a right to remain silent.Gergen thought Colin Powell, Elizabeth Dole, Mike McCurry and Donna Shala have received good press over the years. They play straight with reporters. They are accessible. They speak with authority. They treat reporters with respect. And they combines a good sense of humor with a thick hide.
Tuesday, August 10: Day 17
Economic Policy II
Instructor: Roger Porter
Negotiating Corporate Change
Negotiations II
Fraisier: Deal Setup, Design, and Implementation
Dinner at John F. Kennedy Library and Museum
View of Boston from JFK Museum and Library.
JFK Quote...encouraging leaders to be forward looking. "All this will not be finished in the first 100 days. Nor will it be finished in the first 1,000 days, nor in the life of this Administration, nor even perhaps in our lifetime on this planet. But let us begin."
Instructor: Roger Porter
- 3 Key Areas of Govt. Spending. 1) Net Interest Payments. 2) Discretionary Spending. Examples: Military, Parks, Education. 3) Mandatory Spending. Entitlements. Social Security, Medicare, etc.
- Mandatory Spending. % of GDP spend: 1960...34%; 1970...41%; 1980....52%; 1990...63%; and 2000...71%.
- Military Spending....in the 1960 we spent 10% of GDP on the military. Now 3-4%.
- Major changes. Need.......1. Case for change 2. Present a plan that people believe will work and 3. The plan needs to be "fair." Fair needs to consider:
How do we treat current receipts?
How gradually or rapidly to make the changes?
How broadly or narrowly do you want changes to take place? Spread the burden?
Provide a series of outlet values?
Formulas that make adjustments automatically with trends?
Negotiating Corporate Change
- Sequencing...critical and always consider!
- Deal Fatique and Deal Frustration are factors to always consider.
Negotiations II
Fraisier: Deal Setup, Design, and Implementation
Dinner at John F. Kennedy Library and Museum
View of Boston from JFK Museum and Library.
JFK Quote...encouraging leaders to be forward looking. "All this will not be finished in the first 100 days. Nor will it be finished in the first 1,000 days, nor in the life of this Administration, nor even perhaps in our lifetime on this planet. But let us begin."
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