11-1 Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

11-2 Skills for Developing Others Chapter 1111

11-3 Introduction This chapter will concentrate on skills related to the leader’s relationship with others: Setting goals. Providing constructive feedback. Team building for work teams. Building high-performance teams—the Rocket Model. Delegating. Coaching.

11-4 Setting goals For goals to be achievable, they should have the following characteristics: Specific Observable Attainable Challenging Based on top-to-bottom commitment Designed to provide feedback to personnel about their progress toward them.

11-5 Providing constructive feedback The development of good feedback skills is related to developing good communication, listening, and assertiveness skills. To give good feedback, the provider must: Be clear on purpose of feedback Choose appropriate context and medium Send proper nonverbal signals Try to detect emotional signals from recipient Be assertive in providing it

11-6 Improving feedback skills To improve feedback skills, leaders should work to ensure that when they give feedback, they are: Giving feedback that is helpful Being direct Being specific Being descriptive Being timely Being flexible Giving both positive and negative feedback Avoiding blame and embarrassment

11-7 Team building for work teams Figure 11.1: A Rationale for Individual, Interpersonal, Team, and Organizational Training

11-8 Building high-performance teams— the Rocket Model The Rocket Model is a prescriptive model of team building: It tells leaders what steps to take and when to take them when building new teams The Rocket model is also a diagnostic model of team building: Helps in understanding where existing teams are weak and what needs to be done to get them back on track.

11-9 The Rocket Model Figure 11.2: The Rocket Model

11-10 Components of the Rocket Model The Rocket Model is comprised of the following components: The Mission Talent Norms Buy-In Power Morale Results

11-11 Team Assessment Results for a Dysfunctional Health Care Team Figure 11.3

11-12 Team Assessment Results for a High-Performing Retail Team Figure 11.4

11-13 Delegating Delegation gives the responsibility for decisions to those individuals most likely to be affected by or to implement the decision. It is more concerned with autonomy, responsibility, and follower development than with participation. Research shows that businesses are more frequently high-performing when leaders delegate authority.

11-14 Delegation is Important Delegation is important for a number of reasons including: It frees time for other activities It develops followers It strengthens the organization

11-15 Why Leaders Avoid Delegation Some common reasons leaders avoid delegation include: It takes too much time It is risky Fear the job will not be done properly The task is desirable People are already too busy

11-16 Effective Delegation The six principles of effective delegation: Decide what to delegate Decide who to delegate to Make assignments clear and specific Assign objectives, not procedures Allow for autonomy while monitoring performance Give credit, but don’t blame

11-17 Coaching According to Peterson and Hicks: Coaching is the “process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful.” Good coaches: –Orchestrate rather than dictate development. –Help followers clarify career goals. –Identify and prioritize development needs –Create and stick to development plans –Create environments that support learning and coaching

Steps in the Coaching Process The coaching process involves 5 steps. 1.Forging a Partnership 2.Inspiring Commitment: Conducting a GAPS Analysis 3.Growing Skills: Creating Development and Coaching Plans 4.Promoting Persistence: Helping Followers Stick to Their Plans 5.Transferring Skills: Creating a Learning Environment

11-19 Developmental Plan Checklist TABLE 11.1 Development Plan Checklist Source: G. J. Curphy, The Leadership Development Process Manual (Minneapolis, MN: Personnel Decisions International, 1998).