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Leadership 101 - Part 4
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Leadership 101 - Part 4

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  • 1. Developed by Dr. David Hays
  • 2.
    • In Part 4, you will learn the answers to these questions:
      • Do you know how to set goals, provide feedback on progress, and correct performance problems?
      • What is your level of performance in the areas of statesmanship, working with and through others; achieving results; innovation, and generating new ideas?
  • 3.
      • Do you model and reinforce high standards of personal and professional conduct?
  • 4.  
  • 5.
    • Performance management is at the heart of leadership success
      • It is important to have :
        • A vision, values, leadership qualities, power of leadership position
      • Effective leadership requires :
        • Clearly communicating goals
        • Coaching others to succeed
        • Correcting poor performance
  • 6.
    • Performance planning
      • Establishes direction and clarity of assignment
      • Provides the foundation on which performance can be developed and evaluated
    • Correcting poor performance
      • Modify and improve performance when mistakes are made
  • 7.
    • According to The One Minute Manager , three leadership techniques work at all levels, in all environments:
      • One-minute goal setting for performance planning
      • One-minute praising for performance coaching
      • One-minute reprimand for correcting poor performance
  • 8.
    • Identify three to five goals that are critical to success
    • Write them on paper
    • Include the individual in goal setting
    • State why the goal is important for future success
  • 9.
    • Show appreciation for effort and accomplishments
      • Based on two ideas :
        • People need feedback as a way of tracking and sustaining progress
        • What is rewarded is repeated
      • Three characteristics :
        • Praise is immediate
        • Praise is specific
        • Praise is sincere
  • 10.
    • Saved for individuals who are trained and who know what to do , but make mistakes
      • Four characteristics :
        • Correction is immediate
        • Correction focuses on behavior
        • Correction is sincere
        • The individual is encouraged
      • By mastering one-minute secrets :
        • Effective leaders can raise the productivity of individuals and groups
  • 11.
    • Effective job performance requires:
      • Setting objectives
      • Measuring results
    • Charles Schwab example:
      • Employees had set the performance goals and enjoyed recording the results
      • Goals must be high, but achievable
  • 12.
    • Peter Drucker explains the importance of setting performance objectives:
      • Each person should have clear objectives that support an organization’s success
    • Four major areas in which to set objectives:
      • Quantity
      • Quality
      • Timeliness
      • Cost
  • 13.
    • Quantity
      • Most common method of measuring performance (output)
    • Quality
      • One of the most important areas for which standards apply (outcome)
    • Timeliness
      • Includes time factors as meeting deadlines
    • Cost
      • Manpower, material, machines, and methods
  • 14.
    • Performance objectives should high, achievable, and manageable
      • Examples of measurable objectives for improving customer service:
        • Develop and implement a system that allows tracking, following up, and resolving customer complaints
        • Achieve 98% on-time delivery by Jan. 1, 2010
        • Develop a blue-ribbon service system
  • 15.
    • Performance reviews:
      • Keep communication lines open
      • Help motivate employees
      • Give peace of mind to both employer and employee
    • Employees and supervisors should be trained in:
      • Preparation
      • Implementation
      • Follow-up
  • 16.
    • What to do before the performance review:
      • Employees should :
        • Consider your strong points and formulate a plan to utilize them fully
        • Determine the areas in which you need to improve; device a plan to strengthen your performance
        • Think about what your supervisor can do to help you improve
  • 17.
    • What to do before the performance review:
      • Supervisors should :
        • Consider your employee’s strong points
        • Think about your employee’s weak areas and consider actions for improvement
        • Think about what you can do to help your employee improve
        • Provide advance notice of the performance review; solicit employee input
  • 18.
    • What to do during the performance review:
      • Employees should :
        • Explain your strengths and weaknesses
        • Discuss issues that may not be apparent to the supervisor that hinder your performance
        • Present ideas to improve future performance; don’t dwell on past mistakes
        • Present what you think your supervisor can do to help you improve
  • 19.
    • What to do during the performance review:
      • Employees should :
        • Listen carefully to your supervisor’s reactions
        • Obtain final agreement on what each of you will do.
        • Don’t settle for “Let’s discuss this again at a later date.” Get as much commitment and agreement as possible .
  • 20.
    • What to do during the performance review:
      • Supervisors should :
        • Create a positive climate —quiet, private, and free from interruptions
        • Tailor the conversation to suit the needs of your employee. Stop talking and listen
        • Have your employee begin by explaining each strength and weakness in his/her own words. Provide ample time for full development of each point
  • 21.
    • What to do during the performance review:
      • Supervisors should :
        • Ask questions based on prior preparation, as well as on new information from the conversation
        • Be open and flexible to issues that may come up that you may not know about. Take a problem-solving versus problem-blaming approach
        • Ask how you can help your employee do a better job: listen carefully and take notes
  • 22.
    • What to do during the performance review:
      • Supervisors should :
        • Establish new performance objectives, standards, and completion dates. Make your expectations clear. Be direct and honest
        • Write down points of discussion and agreement. Review them so that both you and the employee have the same understanding
  • 23.
    • What to do during the performance review:
      • Supervisors should :
        • Remember that a performance review involves two-way communication. Be prepared to compromise and be flexible. As the supervisor, you are responsible for resolving differences.
        • End the meeting on an upbeat, positive, and future-focused note
  • 24.
    • What to do after the performance review:
      • Employees should :
        • Keep your supervisor informed of progress toward meeting objectives
        • Discuss with your supervisor as soon as possible any changes that occur that affect your objectives
  • 25.
    • What to do after the performance review:
      • Supervisors should :
        • Document everything!
        • Develop a system of checks and reminders to be sure that performance objectives are being met
        • Show your employee that you want him or her to succeed. Provide positive reinforcement for progress made toward accomplishing objectives
  • 26.
    • Watch the Winning Advice and False Kindness videos shown to the left.
    • Identify the importance of letting employees know where stand in an organization.
    • How can leaders avoid “false kindness,” the failure to let employees know where they stand.
    • RealPlayer required to watch the False Kindness video
  • 27.
    • This completes the abbreviated Leadership 101 course
    • Best of luck in your leadership “adventures”