Service Champion Characteristics Plan

Service Champion Characteristics Plan

Service Champion Characteristics

Assess your thoughts and behaviors as you reflect on your role as a service champion and the characteristics you need to embody while leading your team. After assessing yourself, solicit input from a colleague on how he or she sees you exhibiting the characteristics you outlined. Have your peer review the Service Champion Checklist and provide you with feedback on your top three growth opportunities, then summarize their input (providing examples when possible).

Service champion checklist: courage, openness,

Flexibility, positive affect, enthusiasm, proactive orientation, resilience, high emotional intelligence, self-efficacy, humility, trustworthy, emotional stability, inner-directed, internal locus of control

Become a Service Champion

Service champion characteristics:

How can you develop as a service champion in your organization? What service champion characteristics can you exhibit more frequently in your leadership role? Please note the characteristics and explain.

In what ways are you already a strong service champion? Outline the characteristics you and others see you exemplify on a regular basis as you lead your service team. Please note the characteristics and provide one or more examples.

Curious discovery and your assumptions:

When and where should you practice curious discovery more often? Think of the service your organization provides and give at least one example where you can practice (or have practiced) curious discovery. Summarize your experience.

Did you make any assumptions about the service example you just outlined? What were they and how did your observation confirm or negate your assumptions?

What role do assumptions play in your current interactions with your service employees? To what degree do you feel you are aware of your assumptions? How do you check them? Will you do anything different in your next interaction with an employee you’ve held assumptions on?

Empathy and nonverbal communication:

In what ways do you already empathize with others? How can you balance empathy with your business needs? Please provide an example of how you have exhibited empathy in your organization.

What nonverbal cues do you give off to your employees and customers? How can you change your nonverbal communications to foster more empathy toward others? Ask a colleague what nonverbal cues you give off as you communicate. Note your findings.

Part One, B: Reflections on Reading Assignment

Instructions:

For this part of your project, you will reflect on the module’s required reading in the Leading at a Higher-Level textbook. As a reminder the required reading for this module is:

Leading at a Higher-Level: Chapter 5 Self-Leadership: The Power Behind Empowerment, pp. 69 – 80.

Complete the questions provided below.

Identify one of your personal “assumed constraints.” How does it affect you? How might it be overcome?

The need to collaborate with colleagues and ask for help is emphasized throughout this course. Do you find this difficult to implement? In what specific situation would you benefit from seeking assistance from your colleagues?

Do you consider yourself a proactive person? What recent proactive behavior has resulted in some clear benefit to your colleagues or customers?

Develop Your Competencies

Assertive communication:

What happens to assertive employees in your organization—are they heroes or threats? How can you best work within that culture?

Plan your assertive approach:

Think of a goal you need to achieve in your organization that relates to your service culture. Identify the specific people you need to engage with to achieve this goal then outline the following steps:

1) Initiating a conversation: Will it be difficult for you to propose your ideas as a service champion with key colleagues?

2) Expressing ideas concisely: What message will you convey to your colleagues and service team?

3) Problem ownership—not allowing others to give you their problems: What reasons or excuses might your colleagues bring up for not being able to help out?

4) Expressing feelings—personalize the conversation: When appropriate, verbalize your emotional response by using phrases such as “I get frustrated when…” or “I am excited about…”

5) Saying “no” when you disagree—standing up for unpopular ideas: Will you have trouble disagreeing with colleagues if several of them do not support your plan?

6) Receiving criticism: How will you handle the situation if you are criticized? If others strongly disagree with you?

Execute your communication plan:

Once you have outlined your communication plan, it is time to take action. Communicate with at least one of the colleagues you identified using the plan you outlined above, then summarize and explain how assertive you were.

State your goal and briefly describe what it means for your organization as well as your colleague.

How closely did you follow your plan? What did you do differently? Why?

What went well? What did not go well? Please explain.

What progress have you made in terms of your assertiveness?

Identify one growth opportunity:

Based on your work with empowerment, credibility, and assertiveness, please outline at least one way you can improve as a service champion:

Please provide specific examples, if possible.

Part Two, B: Reflections on Reading Assignment

Instructions:

For this part of your project, you will reflect on the module’s required reading in the Leading at a Higher-Level textbook. As a reminder the required reading for this module is:

Leading at a Higher Level: Chapter 8 Building Trust, pp. 119 – 130.

Complete the questions provided below.

Describe how you demonstrate each of the four elements of trust that encourage your colleagues to view you as credible and honest?

What do you consider your key “trust-building” behaviors?

Consider the discussion of “transparency” that is provided and then describe how an organization fits—or doesn’t fit–the definition.

Do you believe that lost trust can ever be regained completely? Explain.

Part Three, A: Select Your Communication Channels

Instructions:

For this part of your project, you will revisit the goal you outlined in Part Two of your project. Consider how you will communicate this goal on a wider scale to your department or throughout your organization. Identify the formal and informal networks you will tap into in order to disseminate your message effectively.

Select Your Communication Channels

Identify your formal and informal communication channels:

What formal channels will you use to communicate your message and why?

What challenges do you anticipate in using these channels? How will you address these challenges or strive to prevent them from occurring?

What informal networks will you use to convey your message? How and with whom (opinion leaders, other colleagues, department heads)?

How can you improve your use of communication channels with this message? How can you develop your channel selection in general?

For this part of your project, you will reflect on the module’s required reading in the Leading at a Higher-Level textbook. As a reminder the required reading for this module is:

Leading at a Higher Level: Chapter 15 Leading People Through Change, pp. 225 – 248.

Complete the questions provided below.

When thinking about organizational communication channels, what do you think it means to say leaders should “Listen to the whispers to avoid the screams”? Do you agree?

Select any organization you feel is struggling and create a vision that could potentially inspire positive change.

Considering both the course and your reading, what do you believe are the two most effective ways to communicate important information about an organizational change?

Save your work on Part Three.

Part Four: Outline Your Service Champion Development Plan

Instructions:

In this final part of your course project, you will create an action plan to personally develop further as a service champion. Use the information you acquired from your Service Champion Competency Assessment. Reflect on your findings from this activity then outline your top three priorities for development.

Service Champion Development Plan

Developmental priorities:

Identify the top three competencies you would like to develop as a service champion.

1.

2.

3.

Goals:

State a specific goal for each priority you plan to develop that will help you focus on how you will develop and to what degree.

1.

· Specific

· Measurable

· Attainable

· Relevant

· Time-bound

2.

· Specific

· Measurable

· Attainable

· Relevant

· Time-bound

3.

· Specific

· Measurable

· Attainable

· Relevant

· Time-bound

Strategies:

Describe the action steps you will use to address the gap(s) you noted. Indicate who will complete each step you note.

What strategies will you apply in order to reach your goals?

Who will you collaborate with as you strive to develop?

How will you assess your progress?

What other steps will you take?

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