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Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Harry BrullIEEE-USA Careers Conference - San Jose,
California3 November, 2000
Growing Your Own:
The “Truth” About Employee Development
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Who is PDI?
Atlanta
Austin
Boston
Chicago
Dallas-Ft. Worth
Denver
Detroit
Houston
Los Angeles
Minneapolis
New York City
San Francisco
Washington, D.C.
Bratislava
Brussels
Bucharest
Budapest
Hong Kong & Shanghai
London
Paris & Geneva
Prostejov
Singapore
Stockholm
Sydney & Melbourne
Tokyo
Tublingen
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
PDI Global Presence
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Where We’re Going
Build a case Talk conceptually Challenge some assumptions Provide some tools End up with wisdom!
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Organizational Imperatives
Improve performance
Help people do things better and faster
Do more with less
Attract and retain people
Build bench strength
Create agile, adaptable organization
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Personal Incentives
Helps people contribute more
Boosts interest and motivation
Keeps people alive and growing
Without compelling personal incentives, people are unlikely to invest
significantly in self-development!
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Your Competitive Edge
The ability to learn faster than your competitors may be the only sustainable competitive advantage.
Arie De Geus
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Finding Your Incentives for Developing Others
What are the personal incentives for you to develop others?
What are your organization’s compelling incentives for developing others?
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Insanity is doing the same thing over and over again and expecting different results
Albert Einstein
OR
If you want to keep gettin’ what you’re gettin’ — just keep doin’ what you’re doin’
Ron Brown
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Transforming the Organization
Core Compe-tencies
Staffing
Systems
Structure
Style
Tech-nology
SharedValues
StrategyVision
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
It’s easier tochange people
than it is tochange people.
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Learner
OrganizationCoach
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
What Is Coaching?
Coaching is
the process of equipping people with the tools, knowledge, and
opportunities they need to develop themselves and become more
effective.
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Discussion
What makes a good coach?
Think back to someone in your life who was particularly good as a coach. What made him/her good?
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
There’s no sledgehammer in her tool-kit. She’s got a really great needle-nosed pliers. But sometimes she needs to hit
people upside the head.
-- Deborah Chandler --
Coaches often draw from a limited tool-kit
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Developmental “Targets”
“Hi Pos” - Prepare for advancement
“Hi Pros” - Expand role
“Po Pos” - Engineer meaningful contributions
Coaching Strategies
1. Forge a
Partnership
PersistencePersistence
4. Promote
Environment
5. Shape The
3. Grow
Skills
2. Inspire
Commitment
Copyright © 1999, Personnel Decisions International Corporation. All rights reserved.
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Six Motivating Factors
Achievement Autonomy Relationship
Safety Status Comfort
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Leading in the21st Century
Helps team members increase their share of responsibility
Invites discussion & dissent
Facilitates employee commitment to problem solving
Finds satisfaction helping employees develop & succeed
Leads breakthrough change
Coach vs. Manager
Holds authority
Strongly presents positions
Is committed to solving employee & team problems
Finds satisfaction in helping employees do the job well
Supports incremental change
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
True or False?
1. Experience is the best teacher.
2. People resist change.
3. People are responsible for their own development.
4. Feedback from others is essential for development.
5. People learn more from their mistakes than from their successes.
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
True or False?
6. Development takes a lot of time.
7. Development is hard work.
8. Leaders must motivate people to change.
9. You need a burning platform to get people to change.
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
What Do We Mean by “Half-Truth”?
The conventional wisdom
What people take for granted
May have worked well in the past
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
What Do We Meanby “Real Truth”?
Taps into principles of human nature
A guide for designing development
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Development Takes a Lot of Time
“I know it’s important, but I don’t have the time.”
“It sounds like a great course, but can you do it in half a day?”
Half- truth:
Nothing great is created suddenly, any more than a
bunch of grapes or a fig.
If you tell me you desire a fig,
I answer you that
there must be time.
Let it first blossom,
then bear fruit, then ripen.
Epictetus
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Development Requires Conscious Effort and Attention
Recognize and take advantage of natural opportunities at work
Treat development like exercise: Brief, regular investments
Five minutes a day: Small change
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
People are Responsible for Their Development
“Employees must take responsibility for their own employability.”
Half- truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Development Requires Partnership
Organizations need to set clear expectations, and provide resources, support, and incentives to develop
Individuals need to commit to relevant development goals and invest the necessary time and effort
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Inc. Magazine Gallup Survey:Critical Success Factors in Satisfaction and Performance
1. Employees have the opportunity every day to do their best.
2. A supervisor or someone seems to care about them as people.
3. Employee’s opinions seem to count.
4. Employees have the opportunity to learn and grow.
Education is not
the filling of a pail,
but the lightingof a fire.
William Butler Yeats
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Experience is the Best Teacher
“The lessons of experience”
Rotational assignments
On-the-job training
Stretch assignments
Half- truth:
Experience is theworst teacher;
it gives the test before
presenting the lesson.
Vernon Law
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
What’s Wrong Withthe Lessons of Experience?
People might not learn the right lesson
Experience is slow and inefficient
Right experiences are in limited supply
Based on the past, not best practices
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Discussion:
What experience have you learned the most from?
What made it a learning experience?
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Meaningful Challenge is the Best Teacher
Meaningful Personally relevant Real consequences
Challenge Some stretch and risk of failure Encourages new thinking and
behavior
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
People Learn More From Failure Than Success
“People learn from their failures. Rarely do they learn anything from success.”
Half- truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
People Learn When They Examine Their Experiences
For any significant activity, reflect on:
What worked
What didn’t work
What you might do differently
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
People Resist Change
“How do you overcome resistance?”
HBR May-June, 1996: “Why do employees resist change?”
Half- truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Discussion:Personal Change
When was the last time someone asked you to change or do something you didn’t want to do?
What were your reasons for not doing what they asked?
How did they respond?
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Related Half-truths
Leaders have to motivate people
You need a burning platform to get people to change
Half- truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
ChangeMust Have aPersonal Payoff
People are motivated to change when they see how it is in their best interest
To work with resistance, leaders need to understand how people view the world and what they value
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Lesson
People have good reasons for resistance that we need to understand: Lack of time; not a priority Fear of failure; too difficult Inconsistent with their values They don’t trust your intentions The timing isn’t right
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Organizational Application
Teach leaders to:
Personalize responses instead of redoubling the institutional message
Take responsibility to explore reasons instead of blaming
Build on existing buy-in
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Feedback From Othersis Essential for Development
Coaching often defined as giving feedback
Learners say feedback is valuable
360 feedback is centerpiece of many change initiatives
“Their problem is they don’t listen to feedback.”
Half- truth:
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Relevant Information
is Essential forDevelopment
Help people increase their insight into what is important
Realtruth:Real
truth:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
GAPS: Relevant Information for Development
Where person is Where they want to go
Their
View
Others’
Views
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GAPS: Relevant Information for Development
Where person is Where person wants to go
Their Goals
View
Others’
Views
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GAPS: Relevant Information for Development
Where person is Where person wants to go
Their Abilities Goals
View
Others’
Views
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GAPS: Relevant Information for Development
Where person is Where person wants to go
Their Abilities Goals
View
Others’ Perceptions
Views
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
GAPS: Relevant Information for Development
Where person is Where person wants to go
Their Abilities Goals
View
Others’ Perceptions Standards
Views
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Sources of GAPS Information
Where person is Where they want to go
Perceptions• Direct
feedback and conversation with others
• 360feedback
• Customer feedback
• Performance review
Standards• Roles and
responsibilities• Respected role models• Competency models• Organizational vision,
values • Organizational goals,
strategies• Core competencies• Competitive challenges• Market demands
Others’
Views
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile LeadershipVersatile Leadership
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:
Styles and Processes
Versatile Leadership:
Styles and Processes
High
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior
S3S3 S2S2
S4S4 S1S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:Styles and Processes
Versatile Leadership:Styles and Processes
High
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior Directing StyleDirecting Style
Initiating
Structuring
Providing Instructions
Telling
S3S3 S2S2
S4S4 S1S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:
Styles and Processes
Versatile Leadership:
Styles and Processes
High
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior
Coaching StyleCoaching Style
Involving
Explaining
Coordinating
Collaborating
Directing StyleDirecting Style
Initiating
Structuring
Providing Instructions
Telling
S3S3 S2S2
S4S4 S1S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:
Styles and Processes
Versatile Leadership:
Styles and ProcessesHigh
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior
Encouraging StyleEncouraging Style
Facilitating
Sharing
Understanding
Reinforcing
Coaching StyleCoaching Style
Involving
Explaining
Coordinating
Collaborating
Directing StyleDirecting Style
Initiating
Structuring
Providing Instructions
Telling
S3S3 S2S2
S4S4 S1S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:
Styles and Processes
Versatile Leadership:
Styles and Processes
High
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior
Encouraging StyleEncouraging Style
Facilitating
Sharing
Understanding
Reinforcing
Coaching StyleCoaching Style
Involving
Explaining
Coordinating
Collaborating
Empowering StyleEmpowering Style
Turning Over
Leaving Alone
Letting Go
Being Available
Directing StyleDirecting Style
Initiating
Structuring
Providing Instructions
Telling
S3S3 S2S2
S4S4 S1S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Versatile Leadership:Styles and Processes
Versatile Leadership:Styles and Processes
High
HighLow Task BehaviorTask Behavior
Relationship Relationship BehaviorBehavior
Encouraging Encouraging StyleStyle
Coaching StyleCoaching Style
Empowering StyleEmpowering Style Directing StyleDirecting Style
S3 S2
S4 S1
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Prioritizing Development Objectives
1. Clarify where they want to go: Find alignment between Goals and Standards.
2. Compare where they are now (Abilities, Perceptions) with where they want to go.
3. Find their greatest leverage: the biggest payback for their development efforts.
4. Choose one objective and get started.
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Support Intelligent Risk Taking
What can you do to minimize fear of failure and support intelligent risk taking with the people you are coaching?
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EmphasizeOn-the-Job Activities
B o o k s a n d T a p e s( 7 0 % )
S e m i n a r s( 2 0 % )
O n - t h e - j o b( 1 0 % )
B o o k s( 1 0 % )
S e m i n a r s( 2 0 % )
O n - t h e - j o b( 7 0 % )
What people tend to do whenplanning development:
What people shoulddo to develop:
Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT
Types of Development Objectives
Learning a new skill
Changing a behavior
Gaining new information
Moving to a higher level of skill
Applying skills in a new way
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What is Wisdom?
What
I Shall
Do
On
Monday