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    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 1 of 4

    Week 7: Leading through Relationships

    As Jack counsels, leading is not about power and control; leading is about achieving results through

    others. These others include, not only your employees, but also your boss and colleagues. Your

    colleagues, especially in large multinational organizations, can be widespread and may be located in

    different business units and different countries. Further, in businesses of any size, you may have to exert

    influence over employees of other companies that are part of your supply chain, or you may have to deal

    with virtual teams. As such, our focus this week is on achieving results through leading upwards and

    laterally, and on getting work done in situations where you don’t have formal authority.

    Lateral Leadership and Persuasion

    Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

    in today's organizations. The key capabilities include:

     Networking

    Determine whose support you will need to achieve your current and potential initiatives, and

    build those relationships.

     Persuasion and Negotiation

    When bargaining, focus on mutual benefit. This will increase your influence and build solid

    professional relationships.

     Consultation

    Talk to people whose buy-in you need for an initiative about the best processes to achieve

    results, and what will create support for the initiative and its implementation.

     Coalition Building

    Alliances are more powerful than attempting to influence by oneself, so gather together the

    people you need to support the initiative.

    Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

    one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

    building relationships. Developing solid and enduring relationships is the surest way of building the trust

    required to effectively influence.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 2 of 4

    The Art of Persuasion

    The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

    necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

    What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

    for failure.

    There are four factors necessary for effective persuasion (Conger, 1998):

    1. Credibility

    To persuade someone, they need to trust you. Be aware that you might think you are more

    credible than you really are; this factor is about expertise. If you do not have a history of being

    knowledgeable and making sound decisions, you need to learn more about your position, hire

    someone who has the expertise needed, or support your position with respected outside sources.

    Reflect on your relational history and, if there are gaps in your relationships, you may need to

    meet personally with key individuals or gather groups of allies who have relationships with those

    you want to persuade.

    2. Shared Benefits

    It is important to understand your audience and how they will perceive the issue presented to

    them. This depth of understanding requires asking questions and carefully listening to feedback

    from those impacted by the issue. Persuasion may transform during this process; some

    adjustment is a positive step toward a successful outcome. Once the audience is understood, the

    issue must be presented so that the advantages for your audience are clear.

    3. Memorable Evidence

    To effectively persuade, present the audience with a story that will make a meaningful impact and

    be memorable. One of the most effective approaches is to vividly describe a comparable situation.

    4. Show Emotion

    Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

    is also important for effective persuasion. It is essential to show an emotional connection to the

    issue presented – the audience must feel it. It is equally important to understand the mood and the

    emotional state of the audience, so you can adjust tone accordingly.

    Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

    week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

    what you will learn about leading an organization that executes to win.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 3 of 4

    The Five Laws of Managing Up

    If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

    as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

    effective leaders know how to make the most of this. They know how to manage up.

    In an age when you spend the majority of your waking hours at work, bosses can have an enormous

    impact on your daily life and self-esteem. They hold power over your compensation and career. They can

    make or break your ability to do your job well in terms of resources and coaching. In sum, a good

    relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

    cause misery. Either way, remember that upward relationships require special tending. With that in mind,

    we now turn to five laws for effectively influencing your boss, developed by management expert Michael

    Feiner (2004).

    1. Make Your Own Bed

    You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

    deeply about building a connection with each direct report, but most are too busy managing their own

    jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

    personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

    And why not? You most likely have more to gain than lose.

    2. Get Behind the Mask

    You can only influence your boss when you understand your boss. What motivates them? What

    are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

    most importantly, what are their expectations of you? So, how do you find out about your boss?

    Often, it can be as simple as asking them directly, but careful and dedicated observation also

    helps. To whom does your boss talk most often? To whom do they listen? What do they read?

    What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

    your boss's values and concerns, showing you the path to a relationship that surpasses the

    superficial.

    3. Commit to the Success of Your Boss

    This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

    to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

    yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

    Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

    Nothing is more likely to enhance your relationship with your boss than seeing that their goals

    were achieved because of you.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 4 of 4

    4. Speak Truth to Power … Carefully

    The most successful supervisors understand that people at high organizational levels are

    sometimes cut off from what people really think about them and the company. The best leaders

    do want to hear the bad news along with the good. They know that leaders cannot deliver their

    best performance if the people who work for them will not relay the information they need to

    make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

    information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

    session or a confrontation, but rather trying to raise important questions or share information you

    think your boss should have. Lastly, know when and how to begin the conversation.

    5. Act Like a Grownup

    There will be times in your career when you have done all you can and tried everything you can

    think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

    does not care about anything but their own success, that you are regarded as merely a factor of

    production or some kind of inanimate object. You may conclude that your boss has no interest in

    your personal growth and professional development. However accurate your perceptions, you

    cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

    and productive mindset, and find an equally healthy and productive solution. And do not quit

    abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

    learn more from a bad boss than from a good one.

    We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

    are good or even great, and, surely, most strive to be. But the quality of your boss's management is

    something you have little control over. You can only control the quality of your relationship. Own that

    responsibility, and you’re managing up.

    Your Leadership Journey

     If you are new to leadership, learn about why lateral leadership works

     If you are a team leader, consider how to solidify your boss-subordinate relationship

     If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

    them build the skills they need to appropriately manage up to you

    **Week7Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7discussion-jpeg)

    **Week7Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7discussion-jpeg)

    **## JWI510_WK7_LectureNotes_1206.pdf**

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 1 of 4

    Week 7: Leading through Relationships

    As Jack counsels, leading is not about power and control; leading is about achieving results through

    others. These others include, not only your employees, but also your boss and colleagues. Your

    colleagues, especially in large multinational organizations, can be widespread and may be located in

    different business units and different countries. Further, in businesses of any size, you may have to exert

    influence over employees of other companies that are part of your supply chain, or you may have to deal

    with virtual teams. As such, our focus this week is on achieving results through leading upwards and

    laterally, and on getting work done in situations where you don’t have formal authority.

    Lateral Leadership and Persuasion

    Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

    in today's organizations. The key capabilities include:

     Networking

    Determine whose support you will need to achieve your current and potential initiatives, and

    build those relationships.

     Persuasion and Negotiation

    When bargaining, focus on mutual benefit. This will increase your influence and build solid

    professional relationships.

     Consultation

    Talk to people whose buy-in you need for an initiative about the best processes to achieve

    results, and what will create support for the initiative and its implementation.

     Coalition Building

    Alliances are more powerful than attempting to influence by oneself, so gather together the

    people you need to support the initiative.

    Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

    one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

    building relationships. Developing solid and enduring relationships is the surest way of building the trust

    required to effectively influence.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 2 of 4

    The Art of Persuasion

    The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

    necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

    What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

    for failure.

    There are four factors necessary for effective persuasion (Conger, 1998):

    1. Credibility

    To persuade someone, they need to trust you. Be aware that you might think you are more

    credible than you really are; this factor is about expertise. If you do not have a history of being

    knowledgeable and making sound decisions, you need to learn more about your position, hire

    someone who has the expertise needed, or support your position with respected outside sources.

    Reflect on your relational history and, if there are gaps in your relationships, you may need to

    meet personally with key individuals or gather groups of allies who have relationships with those

    you want to persuade.

    2. Shared Benefits

    It is important to understand your audience and how they will perceive the issue presented to

    them. This depth of understanding requires asking questions and carefully listening to feedback

    from those impacted by the issue. Persuasion may transform during this process; some

    adjustment is a positive step toward a successful outcome. Once the audience is understood, the

    issue must be presented so that the advantages for your audience are clear.

    3. Memorable Evidence

    To effectively persuade, present the audience with a story that will make a meaningful impact and

    be memorable. One of the most effective approaches is to vividly describe a comparable situation.

    4. Show Emotion

    Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

    is also important for effective persuasion. It is essential to show an emotional connection to the

    issue presented – the audience must feel it. It is equally important to understand the mood and the

    emotional state of the audience, so you can adjust tone accordingly.

    Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

    week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

    what you will learn about leading an organization that executes to win.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 3 of 4

    The Five Laws of Managing Up

    If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

    as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

    effective leaders know how to make the most of this. They know how to manage up.

    In an age when you spend the majority of your waking hours at work, bosses can have an enormous

    impact on your daily life and self-esteem. They hold power over your compensation and career. They can

    make or break your ability to do your job well in terms of resources and coaching. In sum, a good

    relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

    cause misery. Either way, remember that upward relationships require special tending. With that in mind,

    we now turn to five laws for effectively influencing your boss, developed by management expert Michael

    Feiner (2004).

    1. Make Your Own Bed

    You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

    deeply about building a connection with each direct report, but most are too busy managing their own

    jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

    personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

    And why not? You most likely have more to gain than lose.

    2. Get Behind the Mask

    You can only influence your boss when you understand your boss. What motivates them? What

    are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

    most importantly, what are their expectations of you? So, how do you find out about your boss?

    Often, it can be as simple as asking them directly, but careful and dedicated observation also

    helps. To whom does your boss talk most often? To whom do they listen? What do they read?

    What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

    your boss's values and concerns, showing you the path to a relationship that surpasses the

    superficial.

    3. Commit to the Success of Your Boss

    This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

    to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

    yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

    Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

    Nothing is more likely to enhance your relationship with your boss than seeing that their goals

    were achieved because of you.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 4 of 4

    4. Speak Truth to Power … Carefully

    The most successful supervisors understand that people at high organizational levels are

    sometimes cut off from what people really think about them and the company. The best leaders

    do want to hear the bad news along with the good. They know that leaders cannot deliver their

    best performance if the people who work for them will not relay the information they need to

    make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

    information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

    session or a confrontation, but rather trying to raise important questions or share information you

    think your boss should have. Lastly, know when and how to begin the conversation.

    5. Act Like a Grownup

    There will be times in your career when you have done all you can and tried everything you can

    think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

    does not care about anything but their own success, that you are regarded as merely a factor of

    production or some kind of inanimate object. You may conclude that your boss has no interest in

    your personal growth and professional development. However accurate your perceptions, you

    cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

    and productive mindset, and find an equally healthy and productive solution. And do not quit

    abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

    learn more from a bad boss than from a good one.

    We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

    are good or even great, and, surely, most strive to be. But the quality of your boss's management is

    something you have little control over. You can only control the quality of your relationship. Own that

    responsibility, and you’re managing up.

    Your Leadership Journey

     If you are new to leadership, learn about why lateral leadership works

     If you are a team leader, consider how to solidify your boss-subordinate relationship

     If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

    them build the skills they need to appropriately manage up to you

    **Week7Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7discussion-jpeg)

    **## JWI510_WK7_LectureNotes_1206.pdf**

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 1 of 4

    Week 7: Leading through Relationships

    As Jack counsels, leading is not about power and control; leading is about achieving results through

    others. These others include, not only your employees, but also your boss and colleagues. Your

    colleagues, especially in large multinational organizations, can be widespread and may be located in

    different business units and different countries. Further, in businesses of any size, you may have to exert

    influence over employees of other companies that are part of your supply chain, or you may have to deal

    with virtual teams. As such, our focus this week is on achieving results through leading upwards and

    laterally, and on getting work done in situations where you don’t have formal authority.

    Lateral Leadership and Persuasion

    Lateral leadership focuses on the particular capabilities all leaders must hone to ensure their effectiveness

    in today's organizations. The key capabilities include:

     Networking

    Determine whose support you will need to achieve your current and potential initiatives, and

    build those relationships.

     Persuasion and Negotiation

    When bargaining, focus on mutual benefit. This will increase your influence and build solid

    professional relationships.

     Consultation

    Talk to people whose buy-in you need for an initiative about the best processes to achieve

    results, and what will create support for the initiative and its implementation.

     Coalition Building

    Alliances are more powerful than attempting to influence by oneself, so gather together the

    people you need to support the initiative.

    Honing these skills requires a leader to focus on the organization of the system, rather than focusing on

    one functional silo. Clearly, all lateral leadership capabilities revolve around a conscious focus on

    building relationships. Developing solid and enduring relationships is the surest way of building the trust

    required to effectively influence.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 2 of 4

    The Art of Persuasion

    The key capabilities of lateral leadership are closely tied to effective persuasion. Persuasion is a

    necessary approach to achieving results in today’s flat, multi-generational, team-oriented organization.

    What you may think of as persuasion – a one-time, hard sell, well-reasoned, firm approach – is a recipe

    for failure.

    There are four factors necessary for effective persuasion (Conger, 1998):

    1. Credibility

    To persuade someone, they need to trust you. Be aware that you might think you are more

    credible than you really are; this factor is about expertise. If you do not have a history of being

    knowledgeable and making sound decisions, you need to learn more about your position, hire

    someone who has the expertise needed, or support your position with respected outside sources.

    Reflect on your relational history and, if there are gaps in your relationships, you may need to

    meet personally with key individuals or gather groups of allies who have relationships with those

    you want to persuade.

    2. Shared Benefits

    It is important to understand your audience and how they will perceive the issue presented to

    them. This depth of understanding requires asking questions and carefully listening to feedback

    from those impacted by the issue. Persuasion may transform during this process; some

    adjustment is a positive step toward a successful outcome. Once the audience is understood, the

    issue must be presented so that the advantages for your audience are clear.

    3. Memorable Evidence

    To effectively persuade, present the audience with a story that will make a meaningful impact and

    be memorable. One of the most effective approaches is to vividly describe a comparable situation.

    4. Show Emotion

    Just as Jack advocates for passion as an essential quality of great leaders and good employees, it

    is also important for effective persuasion. It is essential to show an emotional connection to the

    issue presented – the audience must feel it. It is equally important to understand the mood and the

    emotional state of the audience, so you can adjust tone accordingly.

    Persuasion is difficult. It takes time, but it is a powerful force that can move an organization forward. Next

    week, we will explore the topic of getting results. Try and weave what you have learned about persuasion into

    what you will learn about leading an organization that executes to win.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 3 of 4

    The Five Laws of Managing Up

    If you are working, you are either self-employed and the owner of your business, or you have a boss. Just

    as your lateral relationships are a central focus, so, too, is your relationship with your boss. The most

    effective leaders know how to make the most of this. They know how to manage up.

    In an age when you spend the majority of your waking hours at work, bosses can have an enormous

    impact on your daily life and self-esteem. They hold power over your compensation and career. They can

    make or break your ability to do your job well in terms of resources and coaching. In sum, a good

    relationship with your boss can make work, not just deeply rewarding, but downright fun. A bad one can

    cause misery. Either way, remember that upward relationships require special tending. With that in mind,

    we now turn to five laws for effectively influencing your boss, developed by management expert Michael

    Feiner (2004).

    1. Make Your Own Bed

    You are 100% responsible for the quality of your relationship with your boss. Sure, some bosses care

    deeply about building a connection with each direct report, but most are too busy managing their own

    jobs and their own bosses to care nearly as much as you do about forging a healthy and productive

    personal bond. Do not expect your boss to jump in and “own” your relationship. You must jump first.

    And why not? You most likely have more to gain than lose.

    2. Get Behind the Mask

    You can only influence your boss when you understand your boss. What motivates them? What

    are their priorities, objectives, goals, and ambitions? What are their points of contention? And,

    most importantly, what are their expectations of you? So, how do you find out about your boss?

    Often, it can be as simple as asking them directly, but careful and dedicated observation also

    helps. To whom does your boss talk most often? To whom do they listen? What do they read?

    What makes them laugh? What drives them nuts? Each one of these details will open your eyes to

    your boss's values and concerns, showing you the path to a relationship that surpasses the

    superficial.

    3. Commit to the Success of Your Boss

    This law is easy if you really like your boss. In such cases, of course, you'll do everything you can

    to assure their admiration and assent. But, even if you do not like your boss, you have to discipline

    yourself to respect the position that they hold. That’s professionalism. That’s doing the right thing.

    Keep your boss continually informed. Meet your obligations. Make sure you are dependable.

    Nothing is more likely to enhance your relationship with your boss than seeing that their goals

    were achieved because of you.

    JWI 510: Leadership in the 21st Century

    Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 510 – Lecture Notes (1206) Page 4 of 4

    4. Speak Truth to Power … Carefully

    The most successful supervisors understand that people at high organizational levels are

    sometimes cut off from what people really think about them and the company. The best leaders

    do want to hear the bad news along with the good. They know that leaders cannot deliver their

    best performance if the people who work for them will not relay the information they need to

    make good decisions. You can confront your boss with unpleasant news by, first, ensuring the

    information you want to convey is accurate. Next, make it clear that you are not seeking a gripe

    session or a confrontation, but rather trying to raise important questions or share information you

    think your boss should have. Lastly, know when and how to begin the conversation.

    5. Act Like a Grownup

    There will be times in your career when you have done all you can and tried everything you can

    think of to build a solid relationship with your boss to no avail. It may seem to you that the boss

    does not care about anything but their own success, that you are regarded as merely a factor of

    production or some kind of inanimate object. You may conclude that your boss has no interest in

    your personal growth and professional development. However accurate your perceptions, you

    cannot feel sorry for yourself. You cannot play the victim. Confront your problem with a healthy

    and productive mindset, and find an equally healthy and productive solution. And do not quit

    abruptly, leaving your team in the lurch. If you are tempted to quit, remember that you can often

    learn more from a bad boss than from a good one.

    We do not want to leave you with the impression that most bosses bring you down. Indeed, many bosses

    are good or even great, and, surely, most strive to be. But the quality of your boss's management is

    something you have little control over. You can only control the quality of your relationship. Own that

    responsibility, and you’re managing up.

    Your Leadership Journey

     If you are new to leadership, learn about why lateral leadership works

     If you are a team leader, consider how to solidify your boss-subordinate relationship

     If you are a senior/veteran leader, think about how to ask the right questions of your managers to help

    them build the skills they need to appropriately manage up to you

    **Week7Discussion.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7discussion-jpeg)

  • [Solved] Human Resource Management Wk 6 assignment- Organizational layoff

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    ## Overview One of the more challenging tasks facing human resources managers is navigating employee layoffs. Managers will often play a central role in both planning and executing the workforce reduction while mitigating its impact on employees and the organization. In this assignment, you will exa…

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    ## Overview

    One of the more challenging tasks facing human resources managers is navigating employee layoffs. Managers will often play a central role in both planning and executing the workforce reduction while mitigating its impact on employees and the organization. In this assignment, you will examine the HR manager’s role and determine the strategic planning around layoffs. This includes understanding laws and regulations, completing documentation, logistical planning, and addressing concerns of the existing employees and the remaining workforce. Having a plan for this process is critical, so you will be presenting your plan to the other HR professionals on your team.

    ## Scenario

    You are the human resources manager for a company with 750 employees and you are creating a presentation for other members of your department that can be used as a resource for potential layoffs or reduction in force that may occur in the future. The presentation will include processes, timelines, and strategies that will become a strategic guide for HR personnel to comply with any state and federal regulations and ensure due process and fairness for the impacted employees.

    ## Instructions

    **Before you begin:**

    – Review the resources listed at the bottom of the assignment.
    – Review the assignment rubric.
    – Review the [Strayer Writing Standards (SWS): Rules when working on a PowerPoint](https://library.strayer.edu/sws/slideshow).

    – This will help you with best practices when incorporating appropriate visuals. Remember, this is a professional presentation presented by a manager to their department.
    – _Note:_ You may make all necessary assumptions to complete this assignment.

    **Create a 10-15 slide PowerPoint presentation for your layoff/RIF plan that includes the following:**

    1. Recommend a general timeline for the process including consultation with other stakeholders, required meetings, and employee notifications. ( _Note:_ This week’s discussion will be helpful here.)

    – Address the following in your recommendation:
    – Legal considerations such as protected classes and age discrimination.
    – Due process strategies to ensure the layoff is fair and transparent.
    – Applicable federal and state laws or regulations.

    2. Outline a communication plan for employees and stakeholders. This should include documentation requirements and strategies for emotional support and morale.

    3. Outline a severance package and benefit plan for the impacted employees. Considerations include exempt/non-exempt, full-time/part-time, hourly/salaried, FLSA, EEOC, etc. ( _Note:_ use your textbook and the resources provided at the bottom of the assignment for additional help.)

    – Include the following in your outline:
    – Identify two best practices for determining fair and equitable compensation for a separated employee.
    – Create a compensation chart depicting a fair and equitable timeline for the disbursement of the compensation.
    – Applicable state or federal laws or regulations.

    4. Recommend two strategies for minimizing the impact of the layoff on remaining employees.

    5. Outline a plan for rehiring employees if the company’s financial situation improves.

    6. Describe two ways an organizational layoff can affect a company’s future strategic direction.

    7. Conclusion: Summarize the value of an HR strategic plan during an organizational layoff or reduction in force. Address the importance of adequate planning, communication, and legal compliance in reducing employee stress and improving morale.

    **Formatting requirements:**

    – Include detailed speaker’s notes for each slide. ( _Note:_ see resources below if you need assistance with speaker notes).

    – Speaker’s notes should adequately explain, expand, and express your main points for each slide.
    – Include a cover page slide and a source page slide, they will not count toward the minimum 10 slides of content.

    Use at least **three** quality academic sources. Suggested resources are listed below.

    – 2 years ago

  • [Solved] Human Resource Management Unit 6 Assignment: Decision Making

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    READ PDF When faced with a difficult decision or set of decisions, as in teen pregnancy, creating a decision-making worksheet can be a valuable tool. This is similar to making a pros and cons list which you may already do. For this assignment, you will all be writing about teen pregnancy – [\ \ HS…

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    READ PDF

    When faced with a difficult decision or set of decisions, as in teen pregnancy, creating a decision-making worksheet can be a valuable tool. This is similar to making a pros and cons list which you may already do. For this assignment, you will all be writing about teen pregnancy

    – [\
    \
    HSV368Unit6Assignment.pdf](https://www.sweetstudy.com/files/hsv368unit6assignment-pdf-10192483 "HSV368Unit6Assignment.pdf")

    – 2 years ago

  • [Solved] Wk 6 discussion- layoff legalities

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    Executive Solution Overview

    ## **Context** In this discussion, you will examine some of the terminology and legal guidelines around layoffs. It is helpful to begin with foundational knowledge about how layoffs and reduction in force (RIF) differ. Read this brief article, [RIF vs Layoff: Know the Difference](https://careerminds…

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    Assignment Prompt & Instructions

    ## **Context**

    In this discussion, you will examine some of the terminology and legal guidelines around layoffs. It is helpful to begin with foundational knowledge about how layoffs and reduction in force (RIF) differ. Read this brief article, [RIF vs Layoff: Know the Difference](https://careerminds.com/blog/rif-vs-layoff), to learn more. HR managers must have a deep understanding of state and federal employment laws, ensuring that the layoff process complies with regulations. One requirement, depending on the circumstances, is to provide impacted employees with advance notice of their impending job loss.

    ## **Post a Response:**

    The most common layoff advance notice law is the Federal Worker Adjustment and Retraining Notification Act (WARN Act).

    1. Visit the [WARN Act Compliance Assistance page](https://www.dol.gov/agencies/eta/layoffs/warn) on the Department of Labor website and review the employer’s guide.

    – After reviewing the employer’s guide, consider the employer's responsibilities under the WARN Act and the liabilities for not following the law. Concisely articulate what you believe are the most important guidelines for HR managers and why. **Do not simply copy and paste information**.

    1. Identify one law or regulation in your state that would be important for an HR manager to be familiar with when preparing for a layoff.

    – Suggested resource: State Department of Labor Websites [State Labor Offices | U.S. Department of Labor (dol.gov).](https://www.dol.gov/agencies/whd/state/contacts)

    – 2 years ago

  • [Solved] Unit 6.2 DB: Messages About Gender

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    – 2 years ago **files (1)** – ## db.pdf **## db.pdf** Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long way. Write your birth year on the left side and today’s date on the right. Between those two points write at least three key events in your life…

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    – 2 years ago

    **files (1)**

    – ## db.pdf

    **## db.pdf**

    Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long
    way. Write your birth year on the left side and today’s date on the right. Between those two points
    write at least three key events in your life that brought awareness to you about your gender. For
    example, a male may recall not being invited to play with neighbor girls or a female may recall
    having more rules than her brothers. Share these three events in your discussion post and answer
    the following questions:

    How are the lifelines of males and females different or similar?

    How does cultural background influence gender lines?

    What is the source of the strongest messages about gender?

    **## db.pdf**

    Keeping in mind what you’ve learned about gender, grab a sheet of paper and fold it in half, the long
    way. Write your birth year on the left side and today’s date on the right. Between those two points
    write at least three key events in your life that brought awareness to you about your gender. For
    example, a male may recall not being invited to play with neighbor girls or a female may recall
    having more rules than her brothers. Share these three events in your discussion post and answer
    the following questions:

    How are the lifelines of males and females different or similar?

    How does cultural background influence gender lines?

    What is the source of the strongest messages about gender?

  • [Solved] Unit 6.1 DB: Patterns of Abuse

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    Abusers use a variety of techniques in order to coerce others into behaving the way they want. Common methods of coercion are isolation, controlling perceptions, creating a state of exhaustion, threats, unpredictability, degrading the victim, and setting trivial demands. Identify behaviors that woul…

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    Abusers use a variety of techniques in order to coerce others into behaving the way they want. Common methods of coercion are isolation, controlling perceptions, creating a state of exhaustion, threats, unpredictability, degrading the victim, and setting trivial demands. Identify behaviors that would fit into each of these categories. You can use a television show or movie to identify specific coercive behaviors of abusers. How many examples can you find for each category?

    – After identifying behaviors, discuss how the empowerment model would help victims/survivors to process their trauma

    – 2 years ago

  • [Solved] Managing Organizational Change

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    Additional Information: Leroy Banks is the Director of Change Management for Red Carpet, a national hospitality and entertainment company. He has contracted you to be an OD Consultant because Red Carpet has recently acquired a movie theater company and needs to manage the change process. External fo…

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    Additional Information:

    Leroy Banks is the Director of Change Management for Red Carpet, a national hospitality and entertainment company. He has contracted you to be an OD Consultant because Red Carpet has recently acquired a movie theater company and needs to manage the change process. External forces for change are those that come from an organization’s outside environment. Internal forces for change are those that arise from employees within the organization. Leroy has asked you to begin by assessing forces for change.

    Review the Red Carpet scenario for this course and with your classmates; discuss the following in 400–600 words :

    – Identify and describe an example of an external force for change.
    – Identify and describe an example of an internal force for change.
    – In your opinion, what are the biggest challenges of being in the role of an OD Consultant at Red Carpet?

    – [\
    \
    HRMT440_Scenario.docx](https://www.sweetstudy.com/files/hrmt440-scenario-docx-10192591 "HRMT440_Scenario.docx")

    – 2 years ago

  • [Solved] week5

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    MNCs develop strategies based on analysis of both external and internal environments to identify the market environment and its competitive advantage to capture the market. ## **Post a Response** Read "Starbucks' Caffeinated Push for Global Expansion" in Chapter 8 of the textbook. Please respond to …

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    MNCs develop strategies based on analysis of both external and internal environments to identify the market environment and its competitive advantage to capture the market.

    ## **Post a Response**

    Read "Starbucks' Caffeinated Push for Global Expansion" in Chapter 8 of the textbook. Please respond to the following:

    1. Explain Starbucks' global expansion plan in China and Italy.
    2. Discuss if the expansion plans were the same or different.
    3. Justify the company's position for the strategies chosen.

    – 2 years ago

  • [Solved] 2 Peer Responses Patterns of Abuse

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    1. Abusers use different tactics to manipulate and control their victims, and we see these behaviors all the time in movies and TV shows. Here are some examples of how coercion plays out in different forms of media: 1. **Isolation** – One of the most common tactics is cutting the victim off from fa…

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    1. Abusers use different tactics to manipulate and control their victims, and we see these behaviors all the time in movies and TV shows. Here are some examples of how coercion plays out in different forms of media:

    1. **Isolation** – One of the most common tactics is cutting the victim off from family and friends. In _Sleeping with the Enemy_ (1991), the main character’s husband keeps her completely isolated, monitoring her every move and making sure she has no outside support system.
    2. **Controlling Perceptions** – This is when an abuser manipulates how the victim sees reality, often through gaslighting. A classic example is _Gaslight_ (1944), where the husband slowly convinces his wife that she’s losing her mind, making her completely dependent on him.
    3. **Creating a State of Exhaustion** – When someone is constantly drained—physically or emotionally—they have less energy to resist control. In _The Handmaid’s Tale_ (TV series), women are forced into exhausting conditions with little rest, making them more vulnerable to control and compliance.
    4. **Threats** – These don’t always have to be direct physical threats; they can be about finances, family, or even safety. In _Sleeping with the Enemy_, the abuser makes it clear that any attempt to leave will result in severe consequences, keeping the victim trapped in fear.
    5. **Unpredictability** – When an abuser’s mood and behavior are constantly shifting, the victim is left walking on eggshells. _Joker_ (2019) shows this with Arthur’s mother, who switches between affection and cruelty, making it impossible for him to feel secure or loved.
    6. **Degrading the Victim** – Verbal abuse, humiliation, and constant belittling destroy self-esteem. In _Precious_ (2009), the main character’s mother is relentlessly cruel, tearing down her daughter’s confidence to the point where she feels worthless.
    7. **Setting Trivial Demands** – Abusers often create arbitrary rules just to assert dominance. In _Sleeping with the Enemy_, the husband demands towels and canned goods be arranged in a specific way—if they aren’t, he punishes his wife, reinforcing that she has no control in the relationship.

    Recovering from coercive abuse isn’t just about leaving the situation—it’s about rebuilding a sense of self. The empowerment model, as Yip (2004) describes, helps survivors take back control of their lives in several ways:

    – **Restoring Autonomy** – Abuse takes away a person’s ability to make decisions for themselves. The empowerment model helps survivors regain confidence in their choices, whether it's deciding to go to therapy, setting boundaries, or even exploring new life opportunities.
    – **Validating Their Reality** – Many survivors struggle with self-doubt after being manipulated for so long. A key part of healing is recognizing that their experiences were real and that the abuse was not their fault (Yip, 2004).
    – **Rebuilding Control** – Setting personal goals—whether big or small—helps survivors feel a sense of agency again. Even simple actions, like choosing what to wear or where to go, can be powerful steps toward independence.
    – **Creating a Support System** – Since abusers often isolate their victims, reconnecting with safe, supportive people is crucial. Whether it’s family, friends, or support groups, having a network of people who believe in them can make a huge difference (Yip, 2004).
    – **Developing Coping Strategies** – Healing takes time, and learning new coping skills—like mindfulness, self-care, and therapy—can help survivors navigate their emotions and build resilience.

    The empowerment model shifts the focus from "what happened" to "what’s next," helping survivors reclaim their sense of self and move forward on their own terms.

    2.

    Coercive behavior/control are actions or patterns that are used to manipulate and control another person. Coercive control creates invisible chains, and fear that consist in their everyday life. Eventually, this limits their human right due to being deprived of freedom and decreases their actions. The movie Alice, Darling provides good examples of coercive behavior/control. Alice is a verbally abused and scared woman who is in a relationship where he coercively controls her. Simon isolates Alice from her friends and is always putting her down and making threats. He takes control of her life. Alice was able to get away to spend the weekend with her two close friends and they witnessed manipulation, mind games, and controlling behavior that had their friend on the verge of a breakdown. Alice starts to see things she was blinded to. She experiences flashbacks of being forced to have sex in the shower. He finds her and texts saying he is on his way to the cabin where she is with her two friends to get her. You can see the fear in her eyes and how scared she was. Polacko, (2022)

    The empowerment model helps victims process trauma by focusing on helping victims regain autonomy, and rebuild self-esteem, and independence. This is done by:

    – validation: Victims feel isolated or blamed for the abuse. The empowerment model reassures them the abuse was never their fault, and helps to reframe their experiences.
    – Rebuilding Self-Esteem: Focusing on strengths and resilience. The model helps victims rediscover their worth.
    – Encouraging Independence: The model provides tools and resources to safely escape and regain control over their lives. In the movie Alice, Darling with the support and help of her friends Alice can run after he shows up to pick her up.
    – Processing Trauma: Through counseling and support victims can relate to the emotional scars left by actions such as degradation or unpredictability.

    Coercive control is like being taken hostage and you becoming captive in a world created by your abuser where you feel trapped in a place of confusion, contradiction, and fear. When victims are empowered to make their own decisions/choices this contributes to their healing and long-term recovery. Stark, (2007)

    Question for the class: What are some red flags you would notice that a person is experiencing being in a coercive controlled relationship?

    – 2 years ago

  • [Solved] 2 Peer Responses Messages About Gender

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    1. Reflecting on my life from 1990 to today, I can pinpoint several moments that shaped my awareness of gender and how societal expectations influenced my experiences. Here are three key events that stand out: 1. **Childhood Expectations (Mid-1990s)** – Growing up, I noticed early on that boys and …

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    1.  Reflecting on my life from 1990 to today, I can pinpoint several moments that shaped my awareness of gender and how societal expectations influenced my experiences. Here are three key events that stand out:

    1. **Childhood Expectations (Mid-1990s)** – Growing up, I noticed early on that boys and girls were treated differently in school and at home. For example, while boys were encouraged to play rough, take risks, and be adventurous, girls were expected to be more reserved and responsible. I remember times when girls were scolded for being too loud or assertive, while the same behavior in boys was seen as natural. This made me aware that gender influenced behavior expectations from a young age.
    2. **Teenage Years and Gender Roles (Early 2000s)** – During my teenage years, I became more aware of how gender influenced clothing, dating, and social expectations. I recall moments where girls were expected to dress modestly and act "ladylike," while boys were encouraged to be confident and even aggressive in dating situations. This was also a time when I started noticing how double standards applied to things like curfews, emotional expression, and career aspirations—boys were pushed toward independence while girls were often expected to be more nurturing.
    3. **Professional and Social Awareness (2010s-Present)** – Entering adulthood and my career, I became even more aware of gender biases in the workplace. I noticed differences in how men and women were treated in leadership roles, with women often having to work harder to prove themselves. Additionally, through my studies in human services, I have learned how gender intersects with other social factors like race, culture, and socioeconomic status, which deepened my understanding of how gender expectations shape opportunities and barriers.

    ### **Differences and Similarities in Gender Lifelines**

    Males and females experience different social expectations, but there are also similarities. For example, both may struggle with stereotypes—males often feel pressure to be dominant and emotionally restrained, while females may feel pressure to be nurturing and accommodating. However, the restrictions placed on gender roles are often more rigid for women, especially in areas like safety, autonomy, and leadership opportunities.

    ### **Cultural Background and Gender Lines**

    Culture plays a huge role in shaping gender expectations. In more traditional cultures, gender roles are often more defined, with expectations for women to prioritize family and caregiving while men are seen as providers. In contrast, some cultures emphasize gender equality, allowing more fluidity in roles and expectations. My awareness of gender was influenced by both my personal experiences and exposure to different perspectives through education and media.

    ### **The Strongest Messages About Gender**

    The strongest messages about gender often come from family, media, and societal norms. Family is usually the first source of gender learning, as children absorb messages about what is considered "appropriate" for boys and girls. The media also plays a significant role by reinforcing stereotypes through movies, advertisements, and social media. Schools, workplaces, and religious institutions further shape gender expectations by establishing norms around behavior, dress, and career paths.

    Over time, perspectives on gender have evolved, and while progress has been made toward gender equality, many traditional expectations still persist. By continuing to challenge stereotypes and promote inclusivity, we can work toward a society where gender is not a limitation but one aspect of individual identity.

    2.

    The first key event I noticed at home was my brother and I had separate chores. I had to do all of the cleaning, such as dishes and dusting, while he only did things like taking out the garbage and occasionally vacuuming.

    The second key event was when I was younger, I played basketball and was often asked or told I should be playing another sport that girls more so played or did cheerleading or gymnastics. I also noticed how my mom supported my brother with sports more than she did with me.

    The third key event was when I was in high school, and it was time to meet with my guidance counselor to talk about colleges and what I wanted to major in. I remember her discouraging me from initially wanting to go medicine, specifically being a heart surgeon, because, according to her, that was typically something men do. Saying that girls are typically better at math while boys are better at science. This experience could be a wake-up call about how gender stereotypes limit opportunities and perpetuate inequality.

    According to Fielding(2023), gender roles are a set of expectations society has for people based on their gender. For men, this often means being tough, focused on making money, and not showing emotions. Women are typically expected to be gentle, caring, and emotional, often putting men's needs first.

    Gender roles are a set of expectations society has for people based on their gender. For men, this often means being tough, focusing on making money, and not showing their emotions. While women are typically expected to be gentle, caring, and emotional, often putting men's needs first. Looking at how men's and women’s journeys are alike or different, both experience important life events like school, relationships, and careers, though their experiences often diverge due to societal norms. Males and females face different pressures regarding looks, behavior, and career goals. For instance, women may feel more pressure to conform to certain appearances, while men might feel the need to be tough and hide their emotions.

    Cultural background significantly shapes gender roles. In some cultures, traditional roles are strongly upheld; in others, there is more openness and equality. For example, many Western societies have made great changes towards gender equality, while other cultures may still follow traditional norms closely.

    Messages about gender often come from different sources based on a person's life situation. Families play a big role in teaching gender norms from a young age. Parents, siblings, and extended family set expectations for how boys and girls should act. For example, parents may encourage boys to be independent and girls to be caring and nuturing. Children learn about gender roles at home through chores, job expectations, and even how love is shown. The media also shapes ideas about gender. Movies, TV shows, and social media create images of what it means to be male or female, influencing people's self-image and views of others. These portrayals can strengthen stereotypes, like the belief that women should be nurturing and men should be strong and assertive. Schools contribute to messages about gender as well. Teachers, lessons, and activities can affect students' views on gender roles, sometimes without meaning to. Boys might be pushed toward math and science, while girls might be guided toward reading and social studies. Even how students are treated based on gender can reinforce these norms as well.

    **Question to the class:** How has the way gender is represented in movies, and social media changed in the last couple of years? What effects might these changes have on how future generations view gender roles?

    – 2 years ago