{e0d418a3 Dd50 40b0 a491 7b15b9d7485c} Citrix Leadership Handbook

7/27/2019 {e0d418a3 Dd50 40b0 a491 7b15b9d7485c} Citrix Leadership Handbook

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The 2013Leadership

Handbook

Learn the new meaning

o leadership and how

to better communicate

with your team.


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1 Leadership

1.1 The meaning o leadership

The word lead originally meant to set in motion, to accompany someone. Missing rom this denition is

any indication o hierarchy: above/below categories or control and censorship. Like a captain, a leader notonly sets the direction, they also make sure the ship stays on course.

Leading means moving people toward an objective, or the long term.

A leader provides the necessary ramework and makes it available to employees so they can perorm theirtasks independently and eciently within this given ramework.

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1.2 Is there a correct leadership style?

Leadership style is deeply aected by the complexity o the tasks that the employee needs to ulll and theemployees personal maturity.

Economic value or social value? Perormance or people? However you phrase it, many corporate leaders haveseen these as opposing goals, believing that a company cant serve both masters.

Authoritarian The leader makes decisions and inorms the sta accordingly. This orm o leadership is

useul with immature employees and when implementing strategic decisions.

Authoritarian with

selective integration

The leader is interested in the employees opinion so that decisions can be made on the

basis o that inormation. This is a variant o authoritarian leadership.

Collaborative leadership The leader is an equal among equals. The leader seeks solutions together with mature

employees. This leadership style is however not to be conused with an exaggerated

participatory leadership style.

Conscious laissez aire The leader delegates a comprehensive task package to employees. The competent

employees pursue the set o objectives in a solution-oriented manner.

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1.3 Leadership roles

In the role o leader, you think and act dierently than you would as a co-worker or subordinate.

Role Values in Role

Communication manager Fosters the community; behaves in an integrative manner and is respectul o

others.

Perormance-oriented

manager

Applies proessional management tools to generate perormance value.

Team manager Initiates and structures changes and, where it makes sense, makes those

aected into stakeholders.

1.4 How do you motivate your employees?

There are several ways to boost your employees motivation, or to inhibit it. Motivation is strengthened byproviding employees with the necessary authority to perorm their jobs. A leaders task is to identiy theauthority required or the completion o certain tasks.

A good ormula or motivation is:Ability + Permission = Desire

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2 Leaders as perormance managers

The ollowing basic leadership tools can help you to lead in a structured and ecient manner.

2.1 Setting objectives: What is their meaning and purpose?

Objectives provide

orientation

Mature employees personally set their own paths within the given ramework

(deadlines, budgets, equipment, etc.). Insecure employees are provided with

coaching and support on their way to achieving objectives.

Objectives provide security

and perspective

You need to know your objectives beore you can validate whats been achieved.

Objectives provide a sense

o achievement

Only when employees are aware o the destination can they celebrate their

arrival.

2.2 Objectives are quantifable

Objectives need to be ormulated in a positive manner. They dene a uture state o aairs that needs to bemet and measurable. When dening objectives, the SMART rule acts as a quality criterion.

S = specifc

M= measurable

A = ambitious

R = realisticT = timed

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2.3 Checking progress toward objectives

Regularly checking your progress toward the achievement o your objectives is essential to theimplementation process. Employees and leaders should periodically report on the extent that they haveattained objectives. Then, leaders should appropriately adjust tactics to ensure success. This approach

helps employees remain motivated and ocused on team priorities.

2.4 Providing inormation: Emails arent the problem; its how you write them

There arent very many rules that apply to writing internal emails. The most important one is: Emails shouldbe brie. Orient yoursel toward your recipients, speak in images and in a language that your employeesunderstand. Bear the KISS principle in mind: Keep It Short and Simple.

Dealing with emails is one aspect o time management. A structured approach is important.

Blocks o time per day should be allocated or processing emails. Its entirely sucient to check your inboxand answer your emails twice a day or 30 minutes, or three times a day or 20 minutes.

2.5 Managing yoursel: Delegation and time management

Concentrate on the essentials. A successul leader selects the most important tasks and ocuses on them.This process o deciding which tasks should be given precedence recurs every day. In this case, A - B - Canalysis, a classic time management tool, can help.

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The A-B-C Analysis

A denotes the important and urgent tasks. These A tasks have a high priority and must thereore be promptlydealt with by the leader.

B denotes the important, but not so urgent tasks. B tasks are scheduled.C denotes the less important, yet urgent tasks. These tasks pose a great threat to leaders, because C tasks,which may be un to deal with, are very addictive. C tasks must be delegated by all means.

B tasks

Schedule time to deal with them yoursel or delegate

portions o them.

A tasks

Deal with them promptly yoursel.

D tasks

Relegate these to the trash basket.

C tasks

Delegate these to be dealt with promptly by others.

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2.6 Controlling and control

Control is closely connected with delegation. In this case, control doesnt mean to look over someonesshoulder, but to steer and direct. Control means supporting employees in their perormance o clearly denedtasks and objectives. Control is an opportunity or correction and conrmation o action and oers the

employee orientation. In this sense, control is a motivating actor. Its necessary to demonstrate the benets ocontrol to the employee.

3 Communications management

O course, everyone can communicate, but the way you communicate greatly infuences the outcome o aconversation. What you say and when and how you say it determines the conversations success or ailure.

The dierence between the right word and the almost right word

is the dierence between lightning and a lightning bug.

Mark Twain

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3.1 Human communication and perception flters

Our communication is continually infuenced by individual lters. Weve developed these lters in the processo socialization and through our experience. These lters crucially aect communication and interaction andcan sometimes lead us astray or lead us to believe in a alse reality. One example: Youve purchased a new

automobile. Only now do you notice how prevalent this type o vehicle is. Your perception lter has changed toocus on this type o vehicle.

Consciousness o perception lters can help us to avoid biases and blindspots.

3.2 Communication models: Factual and personal levels

Every communication consists o a actual and a relationship level. The successul outcome o a conversationdepends on appreciation at the relationship level.

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Factual Level

Relationship

Level

Feelings

Values

Motives


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3.3 The Four-Channel or Four-Ear Communication Model

Communication can be divided into our receptive channels. The outcome o a discussion or meeting dependson which ear the employee mostly hears with.

Factual ChannelThis receptive channel is mindul o the content o a message. Whats it about? Whats the matter? or Whaprecise inormation do we have at our disposal? Many recipients tend to pounce on the actual side o themessage, attempting to discover its meaning solely in a discussion o the acts.

Self-Revealing ChannelThis channel is an important ear or leaders because it can discern hidden inormation in a message. What isthe employee trying to tell me? or What is the employees real concern?

Relationship Channel

This receptive channel is widespread. Accusations or allegations are perceived in messages where there arenone. This ear hears messages in terms o How is he dealing with me? Some employees are oversensitiveto this receptive channel. As a result, neutral messages may be interpreted as personally derogatorywith thecorresponding consequences.

Appeal ChannelEmployees who seek recognition and always seek to show their best side tend to interpret messages with thisear. They hear a challenge in a neutrally worded statement in the sense o What should I do? The danger isthat because o their overzealousness they may miss important inormation.


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3.4 Two ideal conversation techniques

There are two main ways to eectively control conversation.

Who has the problem?

Who has a concern?

I have a problem with the employeesbehavior

I message and feedback

You, the employee, dont know howyou can solve a problem

Non-directive conversation


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3.5 What is an I Message? The Five-Step Feedback Model

The I message or eedback directed toward an employee consists o several components that can be variedamong themselves:

Step 1: Describe the situationThe description o the situation is a crucial component o eedback. Through it, the other person participatingin the discussion learns what actually occurred. To illustrate, the ollowing is a comparison o I messages and

you messages:

Situation I message describes a

situation

You message judges a

situation

Your colleague interrupts you. Im still not nished with my

remarks.

Dont interrupt me.

Your employee didnt meet a

deadline.

Contrary to our agreement, you

didnt meet this deadline

Youre not dependable.

A colleague speaks loudly. Its too loud... Youre too loud...


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Step 2: Express your eelings

I we refect upon a situation, we notice that certain behaviors can trigger certain emotions: Im verydisappointed. Im uncertain. Im worried. Im angry. Im very pleased. Naming a eeling is like icing onthe cake and reinorces the message.

Step 3: Explain the impact and consequences

Detail the consequences and eects o the employees behavior in concrete terms. These may be both positiveand negative eects. Either a benet has emerged or damage has occurred. Here, its necessary to realisticallyand graphically describe the impact.

Step 4: Identiy needs and values

In order to lend weight to the eedback, its helpul to identiy the values and needs that are important to the

leader, e.g., reliability, punctuality, initiative, organization, sel-reliance, etc.Step 5: Express wishes and expectations

This eedback element expresses the realistic behavior that you desires and expects rom your employee.


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3.6 Example o a comprehensive I Message according to the Five-Step Model

The crucial element o the I message is the description o the situation; all the other elements can becombined. The combination o individual elements aects the meaningulness o the I message.

Situation We had agreed that your employee Franz will work 100% or our weeks andbe ully engaged with this project. Youre now violating this agreement by simply

removing him rom the project team.

Feelings Im surprised and even upset by this.

Impact and consequences

or me

Because I now have to talk to the client and inorm him that there will be a delay,

its very embarrassing or me and it will cost me an additional day.

Impact and consequences

or others

In addition, our company now has to pay an estimated $20,000 penalty or

breach o contract.

Needs and values Its very important to me that agreements are respected so I can trust you whenmaking uture plans.

Wishes and expectations Thereore, in uture I dont want to be aced with a situation where I can only

react. I want you to look or solutions together with me whenever your capacity

planning changes.


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3.7 Non-directive conversation techniques

Non-directive conversation techniques are an integral part o management training.The ollowing are some important techniques.

3.8 ParaphrasingAn important approach to understanding what the other person really meant is active understanding. Duringthis type o conversation, the receiver provides the sender with active proo that they not only received themessage, but have also understood it. This is accomplished by paraphrasing. The counterparts utterancesare briefy paraphrased in ones own words. Utilizing this technique, mutual understanding is improved andmisunderstandings are minimized.

Employee: In my opinion, there should be a general speed limit on the motorway, since that would reduce thenumber o serious accidents.

Paraphrase: You believe that speed limits would prevent many serious accidents?

3.9 Matching

To build a quick rapport with the employee, its useul to incorporate the counterparts principle words inparaphrases and questions. Matching consists o incorporating the principle words uttered by the counterpartin paraphrases and questions.

Employee: I dont want to hear about this problem anymore!

Matching: What exactly dont you want hear about?


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3.10 How to lead with smart questions

Using questioning techniques, you can ollow twoobjectives: Firstly, questions help to clariy, substantiateand dierentiate. Secondly, you can pose your

questions so logically and cleverly that the conversationis steered in the desired direction.

Here, you need to distinguish between open andclosed questions. Useul in a conversation are open

W questions: What, When (and How). Why shouldbe avoided, as this oten leads to justications. Mostuseul are questions such as What in your opinion arethe advantages and disadvantages?

3.11 The Funnel Model: From general to specifc

This questioning process goes rom a general to a clearunderstanding. Begin with a broad question: Whatdoes your company manuacture? Then ollow upwith a somewhat narrower question: What productionprocesses do you utilize or product X? Subsequentquestions are even more specic: What processdo you utilize to connect the tin sheets? What

experience have you had with that? When can youactually have it completed?

General - Unspecifc

Figures - Data - Facts

Hypothetical question - More ood or thought

Detailed questions

Alternative questions


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3.12 Clarifcation questions

Type of Vague Statement Sample Sentence Questioning Technique

Non-specic nouns I lead my employees as a role model. What precisely do you mean by that?

Non-specic verbs I motivate my people. How do you do that?Comparisons Everything was better in the old days. What are you comparing?

Evaluations Obviously a lot has happened. Obvious or whom?

Possibilities I cant take responsibility or whatever

happens now.

What would happen i you did?

Necessities We should reorient ourselves again! What would happen i we didnt?

Generalizations Miller only messes things up. What precisely do you mean by that?

Equations I we restructure now, well lose our last

customers.

How does the one precisely relate to the

other?Presuppositions This IT tool is really no better than the

last.

What leads you to assume that

Mind reading Youre making a completely alse

assumption o this.

How exactly do you know that?


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3.13 The scaling question

This questioning technique is especially suitable or assessments and reviews. For example: How would yourate the current internal customer ocus o our department on a scale o one to ten? Ten points means thatour customer orientation is perect and cant be improved, whereas one point means precisely the opposite.

How would you rate our internal customer orientation now? This technique has also proven useul or staassessments.

3.14 Summarizing results

This technique is useul when the conclusions o a conversation need to be conrmed and claried.One summarizes the conversations results in ones own words and seeks conrmation rom theconversational partner.

4 The leaders toolkit or improved communication and team productivity

Citrix GoTo cloud-based solutions make it easy or leaders to communicate and optimize both perormanceand people.

Citrix GoToMyPC is the simple-to-use remote access tool that lets you instantly connect with your Mac or PCrom any Internet connection.

Citrix GoToAssist remote support, monitoring and service desk tools empower IT proessionals and supportteams to provide technical assistance and easily manage everything IT rom anywhere.


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Citrix GoToMeeting is the extremely simple, extraordinarily powerul web conerencing service rom Citrix. Holdunlimited online meetings in HD or one low fat ee.

Citrix GoToWebinar is the do-it-yoursel webinar tool that projects your message to up to 1,000 onlineattendees or one low fat ee. You can also reach thousands o attendees with GoToWebinar Premier Event.

Citrix GoToTraining is the easy-to-use online training service that allows you to move your live instructor-ledtraining programs online. Hold unlimited online training sessions with up to 200 attendees or one low fat ee.

Citrix Podio is a collaborative work platorm where you can build apps and set up workspaces to support yourpreerred workfows. Easily manage projects, reduce email, organize documents and work with people insideand outside o your organization.

Citrix ShareFile enables secure le sharing and storage, both in the cloud and on site.

For more inormation about Citrix GoTo cloud-based solutions, please call 1 888 646 0016. I you are calling

rom outside the U.S., dial +1 805 690 5780. To learn more, please visit www.citrixonline.com.

Without Citrix, it wouldnt have been possible to get to where we arebut also where we are going. Its the only way orward.

James Short

Founder

Goals Group Program
http://www.citrixonline.com/http://www.citrixonline.com/


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Additional resources

news.citrixonline.com/resourcesAccess upcoming and on-demand webinars, case studies and best practices white papers about working romanywhere with anyone.

Source: Content was adapted rom Neu als Fhrungskrat by Uwe Gremmers, published byHumboldt Verlag (2011), German language.
http://news.citrixonline.com/resourceshttp://news.citrixonline.com/resourceshttp://twitter.com/gotoassisthttp://twitter.com/citrixonlinehttps://www.facebook.com/GoToMeeting


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About Citrix

Citrix is transorming how people, businesses and IT work and collaborate in the cloud era. Its portolio o GoTo cloud

services enable people to work rom anywhere with anyone by providing simple-to-use cloud-based collaboration, remote

access and IT support solutions or every type o business. Learn more at www.citrix.com and www.citrixonline.com.

2012 Citrix Online, LLC. All rights reserved. Citrix, GoToAssist, GoToMeeting, GoToMyPC, GoToTraining, GoToWebinar,

Podio and ShareFile are trademarks o Citrix or a subsidiary thereo, and are or may be registered in the U.S. Patent and

Trademark Ofce and other countries. All other trademarks are the property o their respective owners.

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