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Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Harry Brull IEEE-USA.

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Presentation on theme: "Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Harry Brull IEEE-USA."— Presentation transcript:

1 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Harry Brull IEEE-USA Careers Conference - San Jose, California 3 November, 2000 Growing Your Own: The Truth About Employee Development

2 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

3 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT PDI Global Presence

4 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Where Were Going n Build a case n Talk conceptually n Challenge some assumptions n Provide some tools n End up with wisdom!

5 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Organizational Imperatives n Improve performance n Help people do things better and faster n Do more with less n Attract and retain people n Build bench strength n Create agile, adaptable organization

6 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Personal Incentives n Helps people contribute more n Boosts interest and motivation n Keeps people alive and growing Without compelling personal incentives, people are unlikely to invest significantly in self- development!

7 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

8 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Finding Your Incentives for Developing Others n What are the personal incentives for you to develop others? n What are your organizations compelling incentives for developing others?

9 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 youre gettin just keep doin what youre doin Ron Brown

10 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 Shared Values Strategy Vision

11 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Its easier to change people than it is to change people.

12 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Learner OrganizationCoach

13 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.

14 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Discussion n What makes a good coach? n Think back to someone in your life who was particularly good as a coach. What made him/her good?

15 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Theres no sledgehammer in her tool-kit. Shes 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

16 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Developmental Targets n Hi Pos - Prepare for advancement n Hi Pros - Expand role n Po Pos - Engineer meaningful contributions

17 Coaching Strategies 1. Forge a Partnership Persistence 4. Promote Environment 5. Shape The 3. Grow Skills 2. Inspire Commitment Copyright © 1999, Personnel Decisions International Corporation. All rights reserved.

18 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

19 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Leading in the 21st Century G Helps team members increase their share of responsibility G Invites discussion & dissent G Facilitates employee commitment to problem solving G Finds satisfaction helping employees develop & succeed G Leads breakthrough change Coach vs. Manager FHolds authority FStrongly presents positions FIs committed to solving employee & team problems FFinds satisfaction in helping employees do the job well FSupports incremental change

20 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.

21 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.

22 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? n The conventional wisdom n What people take for granted n May have worked well in the past

23 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT What Do We Mean by Real Truth? n Taps into principles of human nature n A guide for designing development

24 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Development Takes a Lot of Time n I know its important, but I dont have the time. n It sounds like a great course, but can you do it in half a day? Half- truth:

25 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

26 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Development Requires Conscious Effort and Attention n Recognize and take advantage of natural opportunities at work n Treat development like exercise: Brief, regular investments n Five minutes a day: Small change Real truth:

27 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT People are Responsible for Their Development n Employees must take responsibility for their own employability. Half- truth:

28 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Development Requires Partnership n Organizations need to set clear expectations, and provide resources, support, and incentives to develop n Individuals need to commit to relevant development goals and invest the necessary time and effort Real truth:

29 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.Employees opinions seem to count. 4.Employees have the opportunity to learn and grow.

30 Education is not the filling of a pail, but the lighting of a fire. William Butler Yeats

31 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Experience is the Best Teacher n The lessons of experience n Rotational assignments n On-the-job training n Stretch assignments Half- truth:

32 Experience is the worst teacher; it gives the test before presenting the lesson. Vernon Law

33 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Whats Wrong With the Lessons of Experience? n People might not learn the right lesson n Experience is slow and inefficient n Right experiences are in limited supply n Based on the past, not best practices

34 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Discussion: n What experience have you learned the most from? n What made it a learning experience?

35 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Meaningful Challenge is the Best Teacher n Meaningful Personally relevant Real consequences n Challenge Some stretch and risk of failure Encourages new thinking and behavior Real truth:

36 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 n People learn from their failures. Rarely do they learn anything from success. Half- truth:

37 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: n What worked n What didnt work n What you might do differently Real truth:

38 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT People Resist Change n How do you overcome resistance? n HBR May-June, 1996: Why do employees resist change? Half- truth:

39 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Discussion: Personal Change n When was the last time someone asked you to change or do something you didnt want to do? n What were your reasons for not doing what they asked? n How did they respond?

40 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Related Half-truths n Leaders have to motivate people n You need a burning platform to get people to change Half- truth:

41 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Change Must Have a Personal Payoff n People are motivated to change when they see how it is in their best interest n To work with resistance, leaders need to understand how people view the world and what they value Real truth:

42 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Lesson n 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 dont trust your intentions The timing isnt right

43 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Organizational Application Teach leaders to: n Personalize responses instead of redoubling the institutional message n Take responsibility to explore reasons instead of blaming n Build on existing buy-in

44 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Feedback From Others is Essential for Development n Coaching often defined as giving feedback n Learners say feedback is valuable n 360 feedback is centerpiece of many change initiatives n Their problem is they dont listen to feedback. Half- truth:

45 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Relevant Information is Essential for Development n Help people increase their insight into what is important Real truth:

46 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 isWhere they want to go Their View Others Views

47 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 G oals View Others Views

48 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 A bilities G oals View Others Views

49 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 A bilities G oals View Others P erceptions Views

50 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 A bilities G oals View Others P erceptions S tandards Views

51 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Sources of GAPS Information Where person isWhere they want to go P erceptions Direct feedback and conversation with others 360 feedback Customer feedback Performance review S tandards Roles and responsibilities Respected role models Competency models Organizational vision, values Organizational goals, strategies Core competencies Competitive challenges Market demands Others Views

52 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership

53 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior S3 S2 S4S1

54 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior Directing Style Initiating Structuring Providing Instructions Telling S3 S2 S4S1

55 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior Coaching Style Involving Explaining Coordinating Collaborating Directing Style Initiating Structuring Providing Instructions Telling S3 S2 S4S1

56 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior Encouraging Style Facilitating Sharing Understanding Reinforcing Coaching Style Involving Explaining Coordinating Collaborating Directing Style Initiating Structuring Providing Instructions Telling S3 S2 S4S1

57 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior Encouraging Style Facilitating Sharing Understanding Reinforcing Coaching Style Involving Explaining Coordinating Collaborating Empowering Style Turning Over Leaving Alone Letting Go Being Available Directing Style Initiating Structuring Providing Instructions Telling S3 S2 S4S1

58 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Versatile Leadership: Styles and Processes High Low Task Behavior Relationship Behavior Encouraging Style Coaching Style Empowering Style Directing Style S3 S2 S4S1

59 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.

60 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Support Intelligent Risk Taking n What can you do to minimize fear of failure and support intelligent risk taking with the people you are coaching?

61 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT Emphasize On-the-Job Activities What people tend to do when planning development: What people should do to develop:

62 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

63 Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT What is Wisdom? n W hat n I n S hall n D o n O n n M onday


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