Student Workbook PDF

Student Workbook
Rev. 06/09/2011
An Emotional Intelligence (EQ) course to develop your ability to Identify, understand and more effectively
work with negative and challenging people and their behaviours.
vLeader Workbook - Page 1 vLeader Workbook - Page 1

To Be Completed Before Session One
Complete the following Self Assessment
You can use non-business situations just as valuably as those with a business context. At this
time, only answer the question of how often you find yourself performing that behavior in the
“Pre” column. Use the following scale of 1-7.
1 2 3 4 5 6 7
Never Sometimes Always
Question Pre Post
1 How often do you find yourself focused on your agenda rather than that of others?
How often should you be focused on your agenda rather than that of others?
2 How often do you look for ways to praise others?
How often should you look for ways to praise others?
3 How often do you specifically try to access new ideas and thoughts from others?
How often should you specifically try to access new ideas and thoughts from others?
4 How often do you look for the signs of buy-in to a new initiative?
How often should you look for the signs of buy-in to a new initiative?
5 How often do you discuss differences of opinion openly?
How often should you discuss differences of opinion openly?
6 How often do you express your thoughts assertively?
How often should you express your thoughts assertively?
7 How often do you direct others towards goal directed work?
How often should you direct others towards goal directed work?
8 How often do you display stubbornness or inflexibility?
How often should you display stubbornness or inflexibility?
9 How often do you remain calm when presented with different points of view?
How often should you remain calm when presented with different points of view?
10 How often do you advance the attitude of dealing with others as equals?
How often should you advance the attitude of dealing with others as equals?
DO NOT SKIP THIS ACTIVITY.

How things Get Done
Between communication and the results we achieve is an invisible social system. This
system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows
you through intuition to not think about this social system. The goal of this program is
to get you to think more about the social system to further develop your EQ.
A higher emotional intelligence is associated with your ability to handle your automatic
response (putting your own emotions aside or knowingly using them) and to use your
understanding of other people‟s emotions to achieve better results.
IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF

WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS
YOUR THOUGHTS WITH YOUR INSTRCUTOR OR COACH@SIMULEARN.NET

Session One
Pre-Work
How to use this Workbook

• Where ever you see a checkbox  , complete the activity and check it off
• Wherever you see this icon, write down your thoughts and emotions as you use
vLeader
• Wherever you see this icon, make sure you have emailed your coach with real
world reflections
• Use the workbook as a guide to efficiently use your time and optimize your
learning. The help icon will give you tips to accomplishing your goal.
• Bring this workbook to your discussion sessions

Schedule Your Time

The time commitment is a minimum of 15 hours.
You will have at least five hours of formal facilitation and/or group discussion, and at
least ten hours of self-paced practice time in the vLeader simulator.
Schedule out the time when you plan to do this work and remember the following:
• This is a commitment to yourself and those who benefit from your development
• Not completing the work IS one of the negative behaviors we are dealing with
• Plan to do a little at a time, give real life a chance to get in the way
 If you are having any difficulty in scheduling, please contact coach@simulearn.net
Using this workbook is an important way for you to reflect upon what you are doing.
For anybody taking this course for credit or a certificate of completion, you must
complete this workbook.
This learning is not designed to be incremental; if you are unsure what you are
learning, ask your instructor or coach@simulearn.net.
Self–paced Introduction
 Install vLeader
• Make sure your computer meets the minimum requirements: Windows XP, Vista
or 7.
• Select the option “Install vLeader” and follow the on screen prompts. The
installation will take approximately 5 minutes
Need technical help? Go to:
• http://www.simulearn.net/LeadershipSupport/supportfaq.html
• Or e-mail your questions to www.simulearn.net/hesk20
 Complete the pre-work activities:

• The New Core of Leadership: http://simulearn.net/pdf/tdmarch03.pdf
• Using Leadership to Implement Leadership:
http://simulearn.net/pdf/Using%20Leadership%20to%20Implement%20Leadership.pdf
• Virtual Leader Orientation Video (watch 10 minutes):
www.simulearn.net/leadershipsimulationsdemo.html
• You can also view a 4 minute recorded orientation session:
www.simulearn.net/video/FLV/vLBC1/vLBC1.html
 Click on the “Launch vLeader” icon on your desktop and review the “Leadership
Fundamentals” section. This exercise will take approximately 20 minutes
 Put on headphones, if appropriate
You are now ready for the next group discussion.

Session One
Leadership and the Communication Lens
Checklist – Have you?
 Installed vLeader
 Read the articles “The New Core of Leadership” and
“Using Leadership to Implement Leadership”
 Watched the vLeader Orientation Video

To Be Completed Before Session Two
Interface and Practice Sessions

 Watch “Leadership Fundamentals” if you have not already done so
 Select “Learning the Principles”
• You will see a “Login” Screen
 Select the “Start Here” Button and enter all the user registration information
requested then select OK (create your own password)
• Write down your password here :
 Enter the password you created (case sensitive) and select “Login”
 Launch Practice Session One (Try Doing Work)
It is suggested that you take a break at least every 60 minutes

Play each scenario up to two times. Check each off if you get a „Congratulations‟ message
 Complete Practice Session One (Try Doing Work)
 Select and Complete Practice Session Two (Try Encouraging Creativity)
 Select and Complete Practice Session Three (Try Moderating Tension)
 Select and Complete Practice Session Four (Try Using Power)
• These exercises will familiarize you with the communication framework
• Have these prompted any new thoughts? Write them here:
• Select and Review Session Five (Understanding the Feedback Screen)

•The program accesses www.simulearn.net/metrics.html and so you will need to be
internet connected when you use it. This training module will be referenced and is
useful throughout the program.
•NOTE: vLeader is minimized while accessing this module, you can access
vLeader by clicking on it in the task bar at the bottom of your screen
 Quit vLeader from the Main Menu
The closed captions tell you

who is speaking, whether the
Tip: Click on “Pause” to
comment is towards a person
stop the simulation at any
or an idea, and the intent
time.
(positive, negative or neutral)
as well as what is being said.

A Communication Framework
Let‟s start by looking at how we communicate. In the real world there are many ways to
express ourselves and we have a lot of the control (higher EQ means more control).
Communication can always be represented as a level of support or opposition towards
people and ideas. Leadership involves the skill of knowing how and when to
communicate in order to get the best results.
Idea
Oppose Support Oppose Support

(Red click) (Green click) (Red click) (Green click)
Look at the following quotations and circle the area on either the personal or idea
opinion bar which best describes the opinion used.
Personal Idea
Keep going you’re on a roll
You don’t seem to be prepared for this meeting
I really like that idea
What else are you thinking?
I’d like to know more about that
I don’t think we should do that
How could this pragmatic way of thinking about communication help you in real life?

Reflection
In your real world, when have you “red-clicked” a person in the last week? Who was the
person, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you “green-clicked” a person in the last week? Who was
the person, and what was the situation? What was the impact on your power (influence
and popularity), tension, ideas and work?
In your real world, when have you “red-clicked” an idea in the last week? What was the
idea, and what was the situation? What was the impact on your power (influence and
In your real world, when have you “green-clicked” an idea in the last week? What was
the idea, and what was the situation? What was the impact on your power (influence and
In your real world, when have you chosen to be silent in the last week? Why? What was
the impact on your power (influence and popularity), tension, ideas and work?
The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you
on the fact that how you communicate impacts a social system which impacts what results we get.
Practice exploring and using this framework to develop experience rapidly.

How Things Get Done
Be ready to discuss these in your class or webinar:
Where do you click to gain influence? To Use Influence?
Where do you click to increase tension? To decrease tension?
Where do you click to improve people‟s opinion of you? oppose support
Where do you click to generate new ideas?
Why should you sometimes be silent?
Why do you need power (formal and informal)?
Idea
Why do you need to adjust tension?
Why do you need ideas? oppose support

Scenario One (One–on–One)

 From your computer‟s desktop, double click on “Launch vLeader”
 Select “Applying the Principles” and then login
 Select Scenario One (One-on-One)
 After the introduction, select the “Practice” mode
• Do not yet select “Resume” to begin the Scenario
• While the simulation is paused, click on Oli and each idea to see more information
 Think about what you need to get done, plan your approach
 You will need to continuously demonstrate your skill to:
• Communicate and actively listen
• Make decisions aligned with business objectives
• Build rapport
• Foster creativity
 Upon completion, remain on the Leadership Score Screen 1 (do not press the space
bar yet)
 Debrief scenario 1 (14 minutes) www.simulearn.net/video/FLV/vLBC2/vLBC2.html

Scenario One Results

When you have completed Scenario One, you will be taken to the results screens. Do not
hit the space bar. Click the  arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below
Given the total number of dialog turns, was your scenario short or long? Check the length
of your play below:
 Short Scenario (less than 40 turns)
 Medium Scenario (40 to 60 turns)
 Long Scenario (greater than 60 turns)
Given the % of your dialog turns for Scenario One, were you passive, active, or
dominating? Check your style below:
 Passive/Delegating (less than 30%)
 Active/Participative (30% to 65%)
 Dominating/Directive ( greater than 65%)
What do you think these two scores convey about your leadership style during this play?
To help self-diagnose your performance after each scenario and to better understand the
feedback screens, view
• http://www.simulearn.net/metrics.html
Non-Verbal Communication In vLeader

Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as
a guide to the gestures displayed.
Tense Neutral Relaxed
Click pen quickly Examine pen
Rest chin in one hand
Strum fingers rapidly Look at finger-nails
Tension-Driven Pick up cup
Gestures Cough several times Slump in seat
Stroke chin
Squirm in chair Yawn, Stretch
Oppose Neutral Support
Opinion-Driven Shake head Smile broadly
Shrug
Gestures Exhale deeply Take notes
Drink coffee
Walk behind chair Lean forward to listen
Scratch nose
Bang fist on table Nod in agreement

What challenging or negative behaviors did you see in this scenario and
how did you deal with them?
Describe a leadership challenge or team performance issue working with

people in the real-world. Describe it in terms of people, ideas, opinions
and impact on the business results (financial performance, customer
satisfaction, employee morale). If possible comment on where the
personal influence lies, the group’s opinion of you, and the tension level
of each person.
Do you know anyone like Oli in your workplace? What motivates or de-motivates this type
of person? What can you try differently when interacting with your real-world “Oli”? How
can you lower tension, build rapport, increase your influence in this type of situation?
Have you ever felt like “Oli?” How could you have changed your own behavior?
What Kind of Leadership Style Did You Use in Scenario One?
Directing Participating Delegating

You spoke most of the time You spoke far less often than Oli
The scenario was short The scenario was long
You spoke about half of the time
You did most of the work on every idea You did some of the work on some ideas
You tightly controlled the conversation Oli seemed in control of the ideas

Session Two
Leadership and the Communication Lens
 Completed all plays of „Learning the Principles‟

 Completed all reflection activities on pages 8 to 13 for course
credit

To Be Completed Before Session Three
“Rules” for Scenario One

vLeader has “rules”; use the most effective and ethical methods to get the best possible
business results. To understand an idea‟s value to an organization, you can look at its
impact on the three stakeholders of the business – the shareholder, the customer and the
employee. Satisfying these three equally tends to lead to well balanced, successful
organizations. This table has been completed but subsequent scenarios will require your
input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact).
Consider passing Look for Apartment because of the

Pass these ideas because they have a effect on the balanced scorecard
very strong Idea Net Value
Do not pass this idea because it will pre-empt strong ideas
like Get Nortic Cards and Computer Set Up
Team Coffee
Get Nortic Cards Computer Set Up Do Filing Today Look for Apartment Finish Meeting
Break
Financial
+20 +25 -15 0 -10
Performance
Customer +20
+25 +10 +5 -5
Satisfaction
Employee Morale -5 -5 +5 +15 +15
Idea Net Value +40 +40 0 +20 0
Complete this Idea?

Yes Yes No Yes Maybe Yes
Yes/ No
Get Nortic Cards,

Incompatible Ideas Do Filing Today Do Filing Today None None None
Computer Set Up

Using Different Leadership Styles

Understanding the principles of power, tension, ideas (the social system), and business
results is critical to recognizing and influencing what is happening in a leadership situation.
By using three very different styles of leadership, you will experience a wide spectrum
of cause and effect on the principles. Those styles are:
Directing Leadership Style

The directing leadership style is leader-centered; they have formal authority; they have all
or most of the ideas; they do not solicit ideas from subordinates; they want productive
tension and quick results; they dominate the conversation, giving detailed instructions on
how, when, and where they want a task performed. When would you use a directing
leadership style? What are the trade-offs?
Participating Leadership Style

The participating leadership style centers on the leader and team. When teams receive
assignments, the leaders encourage colleagues to participate by asking for ideas, such as
input, information, and recommendations. Leaders might push tension to an extreme
(relaxed, tense) to generate new ideas. When would you use a participating leadership
style? What are the trade-offs?
Delegating Leadership Style

In the delegating leadership style, leaders encourage colleagues to solve problems and
make decisions without clearing it through them. Leaders should only make a few decisive
comments to keep the team from straying too far. When would you use a delegating
leadership style? What are the trade-offs?
How does the social system impact getting the best business results? How do the business
results impact the social system?

See How Many Scenario One Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 7 times in
„Practice Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores
are recorded for your and your instructor‟s review.
Directive Style Delegative Style
You need a Total Score of 70 or higher, with a

scenario length (in dialog turns) between 50 and
scenario length (in dialog turns) less than 40 and
200, and where your dialog percentage is less
where your dialog percentage is 80% or higher
than 35%
Participative Style Great Scenario
You need a Total Score of 70 or higher, with a You need a Business Results Score of 90 or
scenario length (in dialog turns) between 40 and Higher
70, and where your dialog percentage is between
30 to 80%.
Master Play (optional)
You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog
turns) less than 80, and where your dialog percentage is 40% or less.
How many times did you play this scenario in PRACTICE and ADVANCE modes?
If less than 8, practice a few more times.

Reflection and Application To The Workplace

Have you ever helped someone with their priorities? Perhaps it was a colleague, a
subordinate, someone on your project team, or your boss. Consider the following
questions and check off the statement that appears consistent with your real-life scenario.
What style did you use?

Directing
Participating
Delegating
Other
How did it feel?

 You communicated more to ideas than people
 You communicated more to people than ideas
 You balanced communicating to people and ideas
 You dominated the conversation
 You listened to and discussed ideas that you did not introduce
 You listened for the intent (positive, negative, neutral communication)
 You noticed body language that was consistent with the conversation
You noticed body language that was inconsistent with the conversation
What was the outcome?

 The person or group you spoke with bought into the new priorities
 The person or group you spoke with did not buy into the new priorities
 The person or group executed the new work with high quality
 The person or group did not execute the new priority work with high quality
 The person or group tried to execute both the old and new priorities
What trade-offs did you make in your approach?

 You used formal authority in order to economize on your efforts
 You took more time to consider all options and make the decision together
 You had to compromise on the quality of work
 Other

Scenario Two (The New Person)

 From your computer‟s desktop, double click on the “Launch vLeader” icon. Select
“Applying the Principles”
 Select Scenario Two (The New Person)
 After the introduction, select the “Practice” mode button
• With the program paused, use the next page‟s grid to help you plan your work
Scenario Two Results

When you have completed Scenario Two, you will be taken to the results screens. Do not
hit the space bar. Click the  arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
 Short scenario (Less than 50)
 Medium scenario (51 to 75 turns)
 Long scenario (greater than 75 turns)
Given the % of your dialog turns for Scenario Two, were you passive, active, or
dominating?
 Passive/Delegating (less than 30%)
 Dominating/Directive (greater than 65%)
To help self-diagnose your performance after each scenario, review this link:
 Your Goal – to monitor, direct and influence the conversation and improve the
outcome.

Your Objective in each Scenario

 Assess the situation and characters
 Optimize Power, Tension and Ideas to focus the group on the Right Work
 Plan your work – Work your plan
• Select and use the most appropriate leadership skills, strategies and styles to
achieve the best possible outcome
Make decisions aligned with the strategic business goals:

• Financial Performance, Customer Satisfaction, Employee Morale
 Complete the following idea sheet to determine which ideas are best for Business
Results Stop Complaining
Fix Environment
Use Automation
Raise Retention
Crisis Looming
Finish Meeting
Coffee Shop
Fix Morale
to 65%
Financial +15 +5 -5 +15 -5 +15
-5
Performance
Customer 0 0
+15 -5 -10 0 +25
Satisfaction
Employee
+10 0 -5 +10 +5 +10 -10
Morale
Idea Net Value
Complete this Idea? Yes
Incompatible Ideas
Supported by?
Communicating Non–Verbally in vLeader (Optional)

vLeader Tip: Use the right mouse button when clicking on an opinion bar to change your
body language toward an idea or person without speaking
Non-Verbal
Verbal
Body Language

See How Many Scenario Two Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in „Practice
Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores are
recorded for your and your instructor‟s review.

than 30%
You need a Total Score of 60 or higher, with a You Need a Business Results Score of 90 or
30 to 65%
Master Play (Optional)
You need a Total Score of 90+ in Advance mode, with less than 80 dialog turns, and
where your dialog percentage is 40% or less. HINT: You might want to use non-
verbal communications to help you (see bottom of page 20).

Scenario Two – Tips for Improvement

Find common ground and avoid divisive ideas in favor of uniting ideas:
• Avoid “Stop Complaining” idea in favor of “Fix Morale”
• Avoid “Coffee Break” idea in favor of “Fix Environment”
Support “Crisis Looming” idea only when Oli and Rosa are not in conflict
Build influence and the group’s opinion and then strongly introduce
“Raise Retention to 65%”
Strongly Support “Retention to 65%” idea; use your power to support

your idea and rally the team
Remember to communicate directly to people as well as ideas

• Debrief scenario 2 (10 minutes) www.simulearn.net/video/FLV/vLBC3/vLBC3.html
The vLeader Perspective
vLeader scenarios are not real meetings

The virtual characters are not real people
The dialog is not real conversation
However:
Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader
Real characters are affected by the ideas and people involved in the discussion
Real conversations are supporting, opposing, and neutral comments towards people and ideas
negative positive
You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas
are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions,
interactions, and behaviors, the more strategically and effectively you will be thinking.

Key Learning Points - Scenario Two

The leadership styles that you have used impact the leadership principles in different ways. Use
these questions to being thinking about how you could approach a scenario.
Mission
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
What is the relationship like between Oli and Rosa?
What effect does that have on the most important idea(s) you identified above?
Strategy – Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics – Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?
Execution
If you have not completed four of the Scenario Two goals, play this scenario at least once more to
effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give
yourself time to assess the best place to click to execute that strategy.
Helpful Hint – if the virtual meeting feels confrontational or a struggle to keep on task (constantly
switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension,
Ideas or Work strategies. Try a different approach to optimize your personal influence, the group‟s
opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.

What challenging or negative behaviors did you notice in the simulator

and how did you deal with them?
Describe a situation where it is difficult to prioritize yourself or other

people, and/or a scenario where a conflict stifles the productivity of the
team.
Consider the following questions: Who are the people involved? What are
the ideas? What is the group’s opinion of you? What is the group’s tension
level? What is your level of personal influence? What is the right work?
What have you discovered about the style of leadership you most often
use?

Session Three
Your Effect on the Leadership Principles
 Completed all plays of Scenario One and Two

 Completed all reflection activities on pages 16 to 24 for course
credit
 Reviewed the Metrics Analysis training module located at
www.simulearn.net/metrics.html

To Be Completed Before Session Four
Scenario Three (Status Quo)

Getting Started
 Select Scenario Three (Status Quo)
Scenario Three Results

When you have completed Scenario Three, answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
 Short Scenario (less than 40 turns)
 Medium Scenario (41 to 70 turns)
 Long Scenario (71+ turns)
Given the % of your dialog turns for Scenario Three, were you passive, active, or
dominating?
 Passive/Delegating (0% to 30%)
 Dominating/Directive (greater than 70%)
Remember that you are no longer the person with the highest authority. How
does this affect how you interact? How should it affect you when you interact?
Alan
Herman
Will
You / Corey
Rosa
Oli

Scenario Three Strategies

Ideas Strategy: Raise the group‟s tension to think of new and better ideas
Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority
figure, Herman
Work Strategy: Identify and complete the critical ideas like the Call Center Work
Results (plan your work)
To help self-diagnose your performance after each scenario, review this link:
Call
Rosa on Minutes on Cut Will's Sales Finish
Center Go to Party
Sales Call Website Expenses Retreat Meeting
Work
Financial
+20 +5 +5 0 +5 -10
Performance
Customer
+30 +10 -5 0 -5 +5
Satisfaction
Employee
Morale +20 +15 -10 +5 -10 +10
Idea Net Value
Complete Idea?
Y/N
Incompatible Ideas
Supported by
which Characters?

See How Many Scenario Three Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in „Practice
Mode‟ before selecting „Advanced Mode‟ to unlock the next scenario. All scores are
recorded for your and your instructor‟s review.

than 30%
You need a Total Score of 60 or higher, with a You need a Business Results Score of 90 or
30 to 65%
Master Play (Optional)
You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog
turns) less than 80, and where your dialog percentage is 40% or less.

Scenario Three Tips

Ideas Strategy: Excite the Group to Think of Hidden Ideas
Tactics: Introduce and Focus on “Cut Expenses”
Tactic: Raise Herman‟s tension and he will bring up “Call Center Work” idea
Power Strategy: Build Factions and Partner with Authority

Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is introduced
Work Strategy: Identify and Complete the Critical Work

Tactic: Pass “Call Center Work”, “Cut Expenses” and “Rosa on Sales Call”
Tactic: Do not let Will pass the “Sales Retreat” idea
vLeader Tips
Use the right mouse button instead of the left mouse button to introduce an idea, and you
will introduce it “negatively,” bringing it up without investing your personal influence
Positively Introduce Negatively Introduce

an Idea an Idea
Remember that your business score is impacted only by the ideas completely passed
What challenging behaviors did you see in this scenario? How did you
effectively deal with them?
Write in the space below observations about what does and does not work in this scenario
for discussion with your group:

Key Learning Points - Scenario Three
Mission:
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
Who has formal authority in this scenario?
What impact does this have on the scenario?
What non-verbal communication have you seen in this scenario?
Strategy – Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics – Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?
Execution
Play this scenario at least one more time to effectively execute this strategic approach to Scenario
Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to
execute that strategy

Scenario Four (Two Cultures)

 Select Scenario Four (Two Cultures)
Scenario Four Strategies

Power Strategy: Build Alliances and Partner with Authority
• Your Intent: You cannot pass critical ideas by yourself
• Your Intent: You need a power base that involves either Alan or Herman
• You may have to support an idea that you don‟t necessarily like (Who‟s
Downsized) to gain a critical alliance (with Alan) and increase your personal
influence to use later on. Does this ever happen in real life?
Tension Strategy: Keep tension at productive levels
Results
More Client Contact

Who’s Downsized
Keep HR Policies
Networks
Eliminate Vendor
Combine Sales
Senior Meeting
Finish Meeting
Consolidate IT
Keep Vendors
Financial
Performance +20 +10 +10 +5 -5 -5 -5 -10
Customer
Satisfaction -5 0 +10 -5 +15 0 +20 0
Employee Morale
-5 -10 +15 -5 +15 +10 0 +10
Idea Net Value
Complete Idea?
Y/N Yes
Incompatible
Ideas
Supported by?

See How Many Scenario Four Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock
the next scenario. All scores are recorded for your and your instructor‟s review.
Consensus Scenario Strategic Success
You need to build an alliance with one or more

You need all characters to agree to at least one
characters for a strategic purpose. Try to
idea
optimize your informal power
Great Scenario Great Scenario Again
You need a Business Results Score of 90 or You need a Total Score of 90 or higher
higher without the conversation (use less than immediately after a previous Business Results
40% of dialog turns) Score of 90 or higher
What trade-offs do you have to make to accomplish these goals?
If less than 6, practice more.
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32
Scenario Four Strategy and Tactics

Power Strategy: Build Factions and Support
Tactics: Introduce and support “Who‟s Downsized?” and support Alan directly (click in
Alan‟s green zone). Write down as many different places you can click to execute this.
Tactics: Introduce and support “Consolidate IT” and “More Client Contact”. Write down as
many different places you can click to execute this
Tactics: Support Herman and Will when they are tense by clicking in their green zone
Write down as many different places you can click to execute this.

Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep HR Policies”
and “Keep Vendors” ideas. Write down as many different places you can click to execute
this.
Tactic: Do not let either “Senior Meeting” or “Fire Nortic Vendors” pass. Write down as
many different paces you can click to execute this.

What challenging behaviors did you witness in this scenario? How did
you deal with them?
Describe a team situation at your workplace where others want to

continue with old ways of doing things when new ways are
required, and/or describe a situation where you are challenged
with leading people above you or from other departments.
You are now ready for the next webinar or class discussion.

Session Four
Developing Your Skills
 Completed all plays of Scenario Three and Four

 Completed all reflection activities on pages 27 to 34 for
course credit
 Reviewed the Scenario Analysis training module located
at www.simulearn.net/metrics.html

To Be Completed Before Session Five
Scenario Five (Crisis and Opportunity)

 Select Scenario Five (Crisis and Opportunity)
 After the introduction, select “Practice” mode
Scenario Five Strategies

Idea Strategy: Relax the group to think of new ideas
• Your Intent: Uncover hidden ideas
• Your Intent: Pass the right mix of ideas that best meet the organizational
objectives
Results
Downplay to Press
Alan talks to press
Low cost provider

Will talks to press
Rebuild Facility
Move to States
Finish Meeting
Best Product
Best Service
Do Nothing
Financial +15 -5 -10 +5 +25 +10 +10

0 0
Performance
Customer
-10 +10 +15 -10 +5 +5 +25 +25 +20
Satisfaction
Employee -10 +10 -10 +5 +5 +20 +25

0 0
Morale
Idea Net Value
Complete Idea? Yes

Y/N
Incompatible
Ideas
Supported by?

See How Many Scenario Five Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock
the next scenario. All plays and scores are recorded for your review.
Great Scenario Great Scenario Again
You need a Business Results Score of 90 or

You Need a Business Results Score of 90 or
higher without the conversation (use less than
Higher
40% of dialog turns)
Idea Play Efficient Play
You need to get all of the ideas on the table Complete the scenario within 85 total dialog turns
What trade-offs do you have to make to accomplish these goals?
If less than 8, practice more.

Tips for Scenario Five

Idea Strategy: Relax to think of new ideas
Tactics: Support and quickly pass either “Alan talks to press” or “Will talks to press” to get
the issue off the table so that the group can feel they are accomplishing something
Tactic: Support “Do Nothing” idea repeatedly and click on everyone‟s “green zone” until
“Low-cost provider” idea appears. Do not pass “Do Nothing” idea, just discuss it to lower
tension

Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”
Tactic: Pass either of “Rebuild Facility” or “Move to States”
Tactic: Prevent “Downplay to Press” or “Do Nothing” from passing
The last scenario is mostly about bringing the group together and lowering tension to help
the group generate new ideas. Forcing the discussion of “Do Nothing” can lower the
group‟s tension considerably, but do not let it be completed. Everyone in the room will be
annoyed at you for focusing on it, but part of being a leader is doing the right thing, even
when it is unpopular.
Try using the right click on the idea of "Do Nothing" to introduce it negatively
Do not introduce any „revealed‟ ideas until all ideas are „revealed‟ to you
Consider whether you need power (influence and alignment) in this scenario
What challenging or negative behaviors did you see in this scenario?

How did you deal with them?

Question
Describe a situation where your team has suffered a crisis, extreme

duress or chaos:
Perhaps they were immobilized by high stress or fear; perhaps they were unable to
generate new ideas; perhaps people were more worried about keeping the blame from
themselves
Describe what you have done across the entire vLeader program
What have you learned about styles, power (personal influence, group‟s opinion)
tension, ideas, the right work, and balanced business results? Did you play the
same situations from different approaches? Did you apply a communication
framework of supporting and opposing people and ideas? Did you learn about
and respond to how your communication affects the social system? Did you apply
a thought process around business results?
Are you now ready to try using what you have been practicing in the simulator in
your real world situations?

Session Five
Applying Your Skills
 Completed all plays of Scenario Five

 Completed all reflection activities on pages 36 to 39 for
course credit
 Completed the “Post” column on Page 2

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vLeader Workbook - Page 1 vLeader Workbook - Page 1

Complete the following Self Assessment

2 How often do you look for ways to praise others?

How often should you look for ways to praise others?

5 How often do you discuss differences of opinion openly?

How often should you discuss differences of opinion openly?

6 How often do you express your thoughts assertively?

How often should you express your thoughts assertively?

7 How often do you direct others towards goal directed work?

8 How often do you display stubbornness or inflexibility?

How often should you display stubbornness or inflexibility?

DO NOT SKIP THIS ACTIVITY.

vLeader Workbook - Page 2 vLeader Workbook - Page 2

How things Get Done

IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF

vLeader Workbook - Page 3 vLeader Workbook - Page 3

How to use this Workbook

• Bring this workbook to your discussion sessions

vLeader Workbook - Page 4 vLeader Workbook - Page 4

Schedule Your Time

 Complete the pre-work activities:

You are now ready for the next group discussion.

vLeader Workbook - Page 5 vLeader Workbook - Page 5

Leadership and the Communication Lens

Checklist – Have you?

vLeader Workbook - Page 6 vLeader Workbook - Page 6

Interface and Practice Sessions

It is suggested that you take a break at least every 60 minutes

• Select and Review Session Five (Understanding the Feedback Screen)

The closed captions tell you

vLeader Workbook - Page 7 vLeader Workbook - Page 7

Oppose Support Oppose Support

You don’t seem to be prepared for this meeting

I really like that idea

What else are you thinking?

I’d like to know more about that

I don’t think we should do that

vLeader Workbook - Page 8 vLeader Workbook - Page 8

vLeader Workbook - Page 9 vLeader Workbook - Page 9

How Things Get Done

Be ready to discuss these in your class or webinar:

Where do you click to gain influence? To Use Influence?

Where do you click to increase tension? To decrease tension?

Where do you click to improve people‟s opinion of you? oppose support

Where do you click to generate new ideas?

Why should you sometimes be silent?

Why do you need power (formal and informal)?

Why do you need ideas? oppose support

vLeader Workbook - Page 10 vLeader Workbook - Page 10

Scenario One (One–on–One)

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Scenario One Results

Non-Verbal Communication In vLeader

vLeader Workbook - Page 12 vLeader Workbook - Page 12

Describe a leadership challenge or team performance issue working with

Directing Participating Delegating

You are now ready for the next group discussion.

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