SPOT AND NURTURE PART II PREPARING THE BEST MANAGERS FROM YOUR STAFF MAY 21, 2014 RON PICKETT LAB MANAGER MAGAZINE 2

OBJECTIVES CONTINUE REVIEW OF COMPETENCY MODEL BEGIN ASSESSING STAFF LIST OPPORTUNITIES FOR OBSERVATION AND EVALUATION LIST OPPORTUNITIES FOR “NURTURING.” 3

REVIEW SHORT REVIEW OF THE MATERIAL IN SESSION I. MANAGEMENT COMPETENCY MODEL SELECTION PROCESS. CONTINUE WITH COMPETENCIES MODEL 4

5 SHARING RESPONSIBILITY SHARES RESPONSIBILITY WITH INDIVIDUALS AND GROUPS TO INCREASE THEIR SENSE OF COMMITMENT AND OWNERSHIP. ASSISTS IN THE COACHING, LEARNING, AND DEVELOPMENT OF OTHERS.

6 CONCERN FOR POLITICAL IMPACT IS AWARE OF HOW DEPARTMENTAL ISSUES, PROGRAM POLICIES, AND DECISIONS IMPACT OTHERS WHILE BEING SENSITIVE TO THE DIFFERING NEEDS/AGENDAS OF VARIOUS STAKEHOLDERS.

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8 ORGANIZATIONAL AWARENESS ACTS WITH AN UNDERSTANDING OF THE DEPARTMENT AND ORGANIZATIONAL PURPOSES AND PROCESSES AND MAKES DEPARTMENTAL CHANGES TO RESOLVE ISSUES OR PROBLEMS.

9 EMOTIONAL INTELLIGENCE POLITICAL AWARENESS ACCURATELY READ KEY POWER RELATIONSHIPS. DETECT CRUCIAL SOCIAL NETWORKS. UNDERSTAND THE FORCES THAT SHAPE VIEWS AND ACTIONS OF CLIENTS, CUSTOMERS, OR COMPETITORS. ACCURATELY READ ORGANIZATIONAL AND EXTERNAL REALITIES. DANIEL GOLEMAN WORKING WITH EMOTIONAL INTELLIGENCE

10 STAFF ASSESSMENT LIST THE STAFF MEMBERS YOU NEED TO CONSIDER. IDENTIFY POSITIVE ATTRIBUTES OF EACH. CONSIDER DEVELOPMENT OPPORTUNITIES. WHAT DON’T YOU KNOW?

COMPARE THE CANDIDATES IN YOUR RECRUITING POOL WITH THE APPROPRIATE MANAGEMENT COMPETENCIES. SELECT THE LABORATORY PROFESSIONALS WITH THE BEST MANAGEMENT POTENTIAL. DEVELOP THE ELEMENTS OF A PLAN FOR INDIVIDUAL ASSESSMENT, COACHING, AND NURTURING. 11 STAFF ASSESSMENT

12 THE FUTURE THE SELECTIONS YOU MAKE NOW MAY MANAGE A FAR DIFFERENT ORGANIZATION THAN CURRENTLY EXISTS. WHAT TRENDS WILL HAVE THE GREATEST IMPACT ON YOUR SUCCESSOR?

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14 STAFF ASSESSMENT COMPETENCY PERSON STRATEGIC ORIENTATION NETWORKING SHARING RESPONSIBILITY CONCERN FOR POLITICAL IMPACT ORGANIZATIONAL AWARENESS

15 OPPORTUNITIES FOR OBSERVATION

16 OPPORTUNITIES FOR OBSERVATION  ASSIGN STAFF MEMBERS TO COMMITTEES, TASK FORCES, OR PROJECTS.  GIVE THEM LEADERSHIP RESPONSIBILITIES AT DEPARTMENT-WIDE MEETINGS.  ASK THEM TO ATTEND A RELEVANT ASSOCIATION MEETING.

17 OPPORTUNITIES FOR OBSERVATION (CONT.)  DISCUSS THEIR OFF-THE-JOB ACTIVITIES, INCLUDING EDUCATION, CLUBS, CHURCH, ETC.  SEND THEM TO A MANAGEMENT DEVELOPMENT OR TRAINING ACTIVITY.  ASSIGN THEM A WRITTEN PROJECT REPORT ON A TOPIC RELATED TO THE LABORATORY.

18 What’s his day job?

19 WHAT TO OBSERVE  WATCH FOR THE INDIVIDUAL’S LEVEL OR INTENSITY OF INVOLVEMENT.  OBSERVE NONVERBAL COMMUNICATION.  PAY ATTENTION TO THE QUESTIONS THEY ASK.  SET UP CHALLENGING SITUATIONS.  ASK THEM WHAT THEY THINK ABOUT MANAGEMENT.

20 QUESTIONS TO ASK YOURSELF  DO THEY PARTICIPATE IN DISCUSSIONS DURING DEPARTMENT MEETINGS?  DO THEY COACH OR TEACH NEW SKILLS TO OTHERS?  DO THEY TAKE A LEADERSHIP POSITION?  DO THEY ASK “WHY” QUESTIONS?  USE THE SELF TEST FROM SESSION I (NEXT SLIDE)

21 SELF TEST 1.DO I LIKE COLLABORATIVE WORK? 2.DO I TEND TO BECOME THE LEADER OF GROUPS IN WHICH I FIND MYSELF? 3.HAVE I EVER VOLUNTEERED TO COACH OR TUTOR OTHERS? 4.DO I FIND IT INTRIGUING TO WORK ON THORNY, AMBIGUOUS PROBLEMS? 5.DO I COPE WELL WITH STRESS (E.G., EXTENDED HOURS, TOUGH PERSONAL DECISIONS)?

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23 POWER WHAT IS THEIR ATTITUDE ABOUT POWER? DO THEY QUESTION AUTHORITY? IN A POSITIVE OR NEGATIVE WAY? CAN THEY DIFFERENTIATE POWER THAT IS NECESSARY TO BE AN EFFECTIVE MANAGER FROM POWER THAT IS PURELY FOR SELF-AGGRANDIZEMENT?

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25 ALTERNATIVE MODELS GOOD TO GREAT HUMILITY + WILL = LEVEL 5 LEADERSHIP GOOD TO GREAT JIM COLLINS QUIET LEADERS PUT THINGS OFF TILL TOMORROW. PICK YOUR BATTLES. BEND THE RULES, DON’T BREAK THEM. FIND A COMPROMISE. WE DON’T NEED ANOTHER HERO, JOSEPH L. BADARACCO HBR SEPTEMBER, 2001

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27 WORKING THE PLAN EXPLAIN AND COACH YOUR EMPLOYEES TOWARD THE MANAGEMENT COMPETENCY MODEL. BE OBJECTIVE – SITE SPECIFIC EXAMPLES OF BEHAVIOR AND AREAS FOR IMPROVEMENT REWARD ACHIEVEMENT. EXPECT SLOW PROGRESS (IT TOOK US A LONG TIME TO GET THE WAY WE ARE).

28 WORKING THE PLAN (CONT.) DESCRIBE WHAT EMPLOYEES CAN EXPECT IF THEY DO BECOME A MANAGER. HOLD REHEARSALS AND PRACTICE SESSIONS. USE PERFORMANCE APPRAISALS TO FOCUS ON FUTURE DEVELOPMENT.

GREAT MANAGERS HAVE THE FOLLOWING TALENTS: THEY MOTIVATE EVERY SINGLE EMPLOYEE TO TAKE ACTION AND ENGAGE THEM WITH A COMPELLING MISSION AND VISION. THEY HAVE THE ASSERTIVENESS TO DRIVE OUTCOMES AND THE ABILITY TO OVERCOME ADVERSITY AND RESISTANCE. THEY CREATE A CULTURE OF CLEAR ACCOUNTABILITY. THEY BUILD RELATIONSHIPS THAT CREATE TRUST, OPEN DIALOGUE, AND FULL TRANSPARENCY. THEY MAKE DECISIONS THAT ARE BASED ON PRODUCTIVITY, NOT POLITICS. 29

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31 REFERENCES AND RESOURCES 1.BOYATZIS R. THE COMPETENT MANAGER - A MODEL FOR EFFECTIVE PERFORMANCE. NEW YORK; JOHN WILEY AND SONS: 1982.COMPETENT MANAGER 2.PETER L, HULL R. THE PETER PRINCIPLE: WHY THINGS ALWAYS GO WRONG. NEW YORK; WILLIAM MORROW & COMPANY, INC: PICKETT, R A TALE OF FOUR QUADRANTS VANTAGE POINT, APRIL 2006, VOLUME 10, NUMBER 4) 4. PICKETT, RB THE PSYCHOBARBARIAN MANAGER, LAB MANAGER OCT PICKETT, RB LEADING CHANGE. LAB MANAGER, MAY