Senior Forecaster Workshop -- June 2008

**Leadership Training**

Your role and responsibility: Shift leader, Role model, Team player,
Scientist (tech expert), Communicator

**Office Priorities**

Many activities need to be managed on shift (AWIPS/IFPS, CRS, HMT
training, other staff training, focal point duties, research,
proficiency training, office improvements (e.g. software)

Adjust staffing to the weather (on slow days only staff to get the
required work done)...spring people free to work on focal duties,
projects, etc.

> Senior forecasters provide leadership in setting priorities for work
> assignments on shift
>
> Senior forecaster "leads" discussion on product and activity
> priorities with all other staff assigned to the shift

Use judgment when 2 or more critical events occur at the same time --
PRIORITIZE as needed (some lower priority items may have to fall off the
plate) -- be sure to document, document, document

**Interpersonal Relations**

Take the time to build rapport with coworkers

Treat each other with respect as individuals

Work together to achieve the common goal

**Establish the Effectiveness Foundations**

#1 -- Build ROR (Relationship of Rapport)

> Rapport: the experience of compatibility, affinity (its hard to work
> with strangers)
>
> Rapport means that people admire you, see the best of themselves in
> you, perceive in who they want to be
>
> The root of 50% of organizational problems: poor relationships
>
> Continually develop comfortable working relationships with others

#2 -- Clarify Expectations

Expectations drive our perception and our behavior

What people expect is what they get

> The root of 30% of organizational problems: unclear, unmet,
> unexpressed expectations
>
> Clarify your expectations to others; understand and meet others
> positive expectations; explain organizational expectations to others;
> create positive expectations

#3 -- Awareness Guides Actions

*Lead the Way Every Day:* Requires heightened awareness

Know your strengths, weaknesses and assumptions

> Be "self-referred" -- refer back to your level of consciousness; how
> are you processing information
>
> What more do you need to know, do, believe to be effective? Over what
> time frame?

**Natural Laws of Leadership (leaders vs managers)**

Leaders set the vision, define the goal, make the final decision. A
leader is a person who gains willing followers. Managers direct
subordinates, make the final goal.

Anyone who gains followers is leading.

**Conflict**

> Conflict arises when you want something and another person wants
> something else
>
> Conflict occurs due to differences in perception and interdependence
> in the work place
>
> Conflict is inevitable and MUST be resolved!

**Strategies to Manage Conflict:**

Force : Win -- Lose

Accommodate: Lose -- Win

Avoid: Lose -- Lose

Compromise: Lose-Lose

Collaborate: Win-Win

NOTE: Every strategy can be appropriate

The motivation for COLLABORATION is:

**What does it take to collaborate?**

Adopt 2 basic beliefs:

1.  You need the other person and they need you to get what they want

2.  There is a win-win result available if you search for it: It may be
    a bumpy ride

> Remember...people communicate through: Tone 38%, Body Language 55%,
> Words 7% (email not too effective, telcon not much better, VTC better
> still, face to face is best)

**Sources of Motivation**

Internal -- based on the person

External -- driven by the organization

**Chain of Command in Alaska Region**

1.  MIC

2.  WCM or SOO

3.  Senior Forecaster

**Kiersey's Temperment Tool**

*Prerequisite: Everyone needs to go to this site and register. Read the
directions...take the 70 question tool. Please share your temperament
with the group for discussion.*

[*http://kts2.personalityzone.com/user/register.aspx*](http://kts2.personalityzone.com/user/register.aspx)

*Prerequisite: Read the book "Raving Fans".*

**Reading Assignment**

Read the book "Raving Fans" by Ken Blanchard, Sheldon Bowles

**Learning to Work Together**

"Teams" are complicated creatures

Need to work out personal differences

Find strengths on which to build

Balance commitments to the project against the demands of their everyday
jobs

When a team runs smoothly, members can concentrate on their primary
goals. In contrast, when members fail to build relationships among its
members will waste time on struggles for control and endless discussions
that lead nowhere.

**Tools for Making Team Decisions**

Brainstorming -- freewheelin', no discussion, no judgement, "let folks
hitchhike", write all ideas on a flipchart so all can see them

**Brainstorming Tips**

Be creative

Generate as many ideas as possible

Don't judge or evaluate ideas

Add to someone else's idea

Everyone play, no benchwarmers

**Consensus**

Is...finding a proposal acceptable enough that all members can support
it; no member opposes it, can everyone live with it?

Is not...a unanimous vote, a majority vote, everyone is totally
satisfied

Consensus requires...

Time, Active participation from all group members, Skills in
communicating, listening, conflict resolution, discussion, facilitation,
creative thinking and open-mindedness