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Personal Development Planning
 

Personal Development Planning

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The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses ...

The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses on setting personal objectives for the coming year.

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    Personal Development Planning Personal Development Planning Presentation Transcript

    • Personal Development PlanningProfessor Margaret Ormiston, Organisational Behaviour
    • • Examine how your personal development ties into the club’sobjectives• Consider potential personal development goals• Strategize on how to actualize your personal development goal.2Agenda
    • How does the club objective’s affect your objective?3What’s ourclub’s objective? LeaderCritical tasksPeopleDecision makingstructureCultureSource: Tushman & O’Reilly, 1997
    • How does the club objective’s affect your objective?46 events in springand summer termsCritical tasks: eventplanning, marketing eventsPeople: Experiencewith event planning,industry contacts, canwork with othersDecision makingStructure: decentralizedCulture: Peopleoriented, action-oriented, organizedSource: Tushman & O’Reilly, 1997Leader
    • • What is my club objective?What are the critical tasks to achieve this objective?What kind of people do I need (not just technical skills)?What kind of decision making structure do I need (mostly suggest democratic)?What kind of culture do I need?• What will be the key expectations of me to accomplish the above?5What are some potential areas for development?
    • 6GAPS Grid6YourviewHowothersview youWhere you are now What’s required of you in this roleAbilitiesMission in work (3-5years): What is yourdesired role?Perceptions of othersStandards the clubexpects you to meet (indesired role)
    • 7GAPS Grid7YourviewHowothersview youWhere you are now What’s required of you in this roleAbilitiesSelf-assessment (e.g., NEO)Track recordProfessional assessmentMission in workWork & life interestsWork reward valuesBusiness skillsPersonal valuesPersonal goalsPerceptions of othersPeer and management feedback360 feedbackCustomer feedbackPerformance reviewsStandards the clubexpects you to meetCulture and normsRespected role modelsConversations
    • • Determine the gaps between where you are now and where you aregoing:• Focus on: Relevance: What can I work on as a leader of my club? Importance: Rock the boat or sink the ship? Urgency: Is the house on fire? Do-ability: How likely is it that I can fix it?8Personal developmentNowWhat isneeded forthis role?
    • What are some potential areas fordevelopment?9
    • • Leadership style: We often tend towards micromanaging, considerdemocratic and/or visionary• Listening: instant empathy formula (ask question, actively listen,clarify)• Team management: Don’t avoid conflict; encourage the right kindand deal with the wrong kind, succession planning10Personal development: Previous student leaders
    • What motivates your team?11
    • Existing research suggests that these are the key levers:1. Job Design: Can you redesign or tailor jobs to fit specificindividuals?2. Training: What skills does this person need or want that you couldprovide?3. Participation in Decision Making: Can you include members of theteam in decision making in the group?4. Strong Selection: Do they respect, value or even admire theirteammates and want to work with them?5. Dealing With Poor Performers: Are those who are not able movedout?6. Clear and Transparent Rules: Is everyone held to the same rules asrewards are given (e.g., clear human resource policies)? Do yourpeople feel a sense of fairness?7. Financial rewards: Can actually undermine intrinsic motivation(the over-justification effect)!– But use other forms of recognition!12What can you provide that will improve performance of your teamand/or key people in it?
    • • Interpersonal differences can impede not only an individual’ssuccess, but also the group’s success.• A team contract culture has been found to help teams succeed.• What do we need to consider in a team culture?13Managing teams
    •  What is our key goal/objective? How shall we work together in order to maximize the probability of reaching our goals? How do we want to address social loafing? How do we want to handle lack of performance and failure to meet teamcommitments? How will we manage conflict? How do we handle disruptive behaviour (physical, verbal, nonverbal)? What will the punishment be if a team member violates the agreement? How will we conduct ourselves at meetings? How will we reward ourselves as a team? What will be our plan to revisit our culture?14Questions to answer
    • Personal development: How will Ido it?15
    • • Learning Goal Orientation: Emphasize performance improvementrather than outcomes• Performance Goal Orientation: Emphasize the outcome (e.g., goodgrades, promotion)• Learning orientation leads to more realistic goal setting, persistingthrough adversity, seeing failure as a learning opportunity, seekingfeedback, learning strategies (e.g., rehearsing)• Often seen as a trait but can be induced (values, framing,preparation).16Personal development success: FramingSource: Gist & Stevens, 1997
    • • What is your strategy for development?– Use multiple methods to develop self– SMART goals can provide a general structure– Focus on what the method, your timeline is, the specific action you will take• Who/what can I learn from?– LBS career centre– LBS electives– Mentors– Peers (feedback)– Books• Cognitive Behavioural Therapy:– Antecedents– Behaviours– Consequences– Specific action plan17Personal development: How will I do it?
    • 18Antecedent Behavior ConsequenceNew Opportunities Intense/Action-Oriented Overwhelmed EmployeesSteps:– Recognize the trigger (New opportunities)– Recognize the cues from others (Changes in employee behaviour, e.g., morestressed)– Develop a specific, alternative behaviour
    • 19Obstacles
    • • Biggest obstacle in changing yourself is self-control; need to makethis easy so self-control is not depleted.• Cognition: Direct yourself– Set goals– Point yourself to destination (clarity, not too many, not far off, achievable)– Recognize your limitations• Motivation: Sense of purpose (Why is this important? What are thelong-term ROIs?)• Road map:– Remove/create obstacles– Go public– Restore depleted energy/self-control: Positive mood stimulus (Baumeister)20Making change possible
    • • Encourage a learning orientation within your team, that allowsfeedback. And when you get negative feedback…….• What can I learn from this situation? What are the benefits of thisnegative situation?• Instead of ruminating, write about your experiences. Really dissectthe antecedents and consequences to your behavior.21Managing setbacks
    • • Student leadership role is an excellent time to practice leadershipbehaviors• Take time to align your personal objectives with your club objectives• Proactively manage your team22Takeaways