Instructions

Preparation (10 minutes)

Two people are needed to play the following roles: (a) a department head, and (b) a section head who reports to the department head. Choose the role you wish to play now. Then continue reading.

Role players should read the information sheet for their roles only. The general information is known by both parties, plus there is privileged information for the specific role. Do not read the other role before doing the exercise.

Study your role so that you can play it without referring to the written material. Familiarise yourself with the facts on your information sheet. Prepare to carry out your role as if you were in this position, with the facts, attitudes, and feelings involved. Use your imagination to expand on the facts when necessary to successfully complete the exercise. However, try to be as realistic as possible. Put yourself in the situation. Then, write down your learning goals before meeting with the other party. If you add information to the role description, you must inform the other person and reach an agreement before you begin the exercise.

Information known to Both Parties

In one week, your department is scheduled to make a report to the management committee on a key project. The report is particularly important because, if accepted, the department will receive a great deal of visibility. Moreover, acceptance would mean a significant change in the function and staffing of the department.

The department head and the section head whose group has been working on the project agree that one of the two professionals who have done most of the work should make the formal presentation to the management committee. However, they cannot agree on who should present. There are strong arguments in favour of each person being considered. Here is what you know about the two candidates:

B.J. Green is a young lawyer who has already gained a reputation for professional and personal abilities. Green has made a very good impression on higher management in numerous opportunities for presenting opinions and making reports. This employee is self-confident and articulate, and is also very knowledgeable and intellectually able. Occasionally, Green gives the impression of being too self-assured, to the point of appearing arrogant. B.J. Green is a high flyer, and is apparently going places in the company.

R.P. Jones is a young accountant who shows great promise professionally. Jones has made a number of innovative and useful contributions to the current project, showing an ability to apply professional expertise creatively to the solution of business problems. Personally, this employee is a bit shy and reserved, but is working hard to overcome a tendency to become somewhat quiet under pressure or in a large group. Professionally, Jones enjoys the confidence of colleagues, and is best in one-to-one situations, where this person’s sincerity and warmth come through. R.P. Jones does not appear to be quite as ambitious as is justified by the obvious intellectual and professional talents this person possesses.

Information known only to the Department Head

You and your direct report, the section head, have agreed that the report presentation of your key project should be made by one of the two professionals working on the project for the section head. Although you feel that the greatest weight should be given to your section head’s recommendation, you are very concerned that the report should be well presented, because you have a big personal stake in the outcome. You and your direct report are about to meet to decide who will present the report.

You must consider the following factors in making your decision:

A year ago, a project in which you and your section head were both involved failed to win top management acceptance. You feel the key reason was an inadequate presentation by a technically well-qualified but rather inarticulate young professional. There were some weaknesses in the report which required rather skilful handling to avoid sinking the entire project, and the needed skill was not forthcoming.

You have been department head for two years, and you feel it is about time to move on. You feel this project may give your image the boost needed to get you a promotion and transfer. You are not particularly interested in building for the department’s future, because you do not expect to be in this department very long.

Two members (Reed and Barton) of the management committee that will receive this report are known to be rather sceptical about the project. They will be demanding and critical, but probably not unfair. Three of the committee members (Edwards, Harris, and Strong) are keen supporters of the project’s concept, and they will want to see it come out well, having taken a strong supporting line. They will be disappointed in you, personally, if the presentation is not a strong one.
In reviewing what you know of B.J. Green and R.P. Jones, the two candidates to present the report, you favour Green, because of demonstrated experience and competence in making this sort of presentation. Despite your scepticism about Jones’ ability to handle the management committee, you are willing to consider Jones if your fears can be allayed.

Influence Objective(s)
Influence Style or Behaviour you intend to practise
Core Style Statement

Information known only to the Section Head

You and your supervisor, the department head, have agreed that the presentation of the report of a key project should be made by one of the two professionals working on the project for you. You view this situation as a big opportunity for one of your key people to gain visibility and receive top management credit for work well done.You and your supervisor are about to meet to decide who will present the report.

You must consider the following factors in making your decision:

A year ago, a project in which you and your supervisor were particularly interested failed to receive top management approval. There were some weaknesses in the documentation supporting your results, but you were under deadline pressure and had to release the report without complete preparation. The professional who presented the report was unable to defend your conclusions, primarily because the needed data were missing. A more skilful presenter might have done better with the same material, but you doubt that it would have made a difference.

You are deeply committed to building the competence of the people working for you. You expect to be section head for some time, and you have always felt that a manager is no stronger than that manager’s team. You try to use each project to give your people some exposure and experience in areas where they need development, though you believe you do not allow this interest to jeopardise the quality of the work.

Of the management committee who will receive this report, a majority of the members (Edwards, Harris, and Strong) are known to be keen supporters of the project. You can count on them to push for acceptance, since they have been strongly in favour all along. Two of the members (Reed and Barton) appear to be mildly sceptical. Still, you do not feel there is any basic problem. You know the work has been well done, and the report should more or less sell itself.
In reviewing what you know of B.J. Green and R.P. Jones, the two candidates to present the report, you favour Jones, who has made the largest technical contribution. You would like to give Jones the opportunity to show others that technical excellence. This employee is not inclined to volunteer, yet the opportunity is exactly suited for Jones to gain confidence.

Influence Objective(s)
Influence Style or Behaviour you intend to practise
Core Style Statement

Exercise (20 minutes)

Conduct the exercise: both parties carry out their roles in the meeting.
Enforce the time limit (choose a timekeeper, if necessary).
Remember to record the exercise!

Review (30 minutes)

Now, review and analyse your exercise. Begin by sharing your practice style and your Influence Objective.

Next, analyse the recording using a Tally Sheet to code behaviour. Look for missed opportunities to use the behaviours you wished to practice, and ways you might have been more effective in accomplishing your learning goal for this exercise.

Give the other person constructive feedback: how effective he or she was in accomplishing objectives, practicing specific influence skills and so on.

If you have time, you may repeat the role play. Modify your behaviour based on the feedback you have given or received. Keep in mind that the opening few minutes are the most important. It is not necessary to reach a decision in this exercise replay, as long as each participant has several opportunities to speak.

At the end of the session take time to record useful feedback and learning in your Journal.

15 Report Presentation