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So Cal Bio Keynote   Talent Development
 

So Cal Bio Keynote Talent Development

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    So Cal Bio Keynote   Talent Development So Cal Bio Keynote Talent Development Presentation Transcript

    • Leadership and Talent Development in Challenging Times
    • Costs of Turnover • $8/hour
    • Costs of Turnover • $8/hour • $3500
    • Costs of Turnover • $8/hour • $3500 • 30-50% entry level
    • Costs of Turnover • $8/hour • $3500 • 30-50% entry level • 150% middle level
    • Costs of Turnover • $8/hour • $3500 • 30-50% entry level • 150% middle level • 400% high-level
    • Even WORSE...
    • They Might NOT Quit
    • They Might NOT Quit • Passive aggressive
    • They Might NOT Quit • Passive aggressive • Purposeful errors
    • They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time
    • They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks
    • They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks • No weekends
    • They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks • No weekends • Only what they’re told
    • Chllenging Times
    • www.wintrainonline.com
    • A little bit about me... Mike Winstanley winTrain Consultants mike@wintrainonline.com www.wintrainonline.com
    • Defintion
    • Talent Development the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization.
    • Process
    • ;A:8B89'*C'$%&!'()&&)!')*++)*(,+!-*,&./ quot;<quot;8$2 :2';092 2'9 /%0%1 /%0% !quot;#$$quot;#%&'(, 12'@/ $ 802$$ 2'%'67$ /%0%1 !quot;#$$quot;#%&'(+ !quot;#$$quot;#%&'(- /%0% 12'%'> 70?98 #0 %12quot;$ !quot;#$$quot;#%&'(* 12'/%0 /%0% !quot;#$$quot;#%&'(. /%0% 12'=2 #<42 !quot;#$$quot;#%&'() 2'3245 /%0%1 0*1)'&2!3/!4(%.&)!(5,!0/ 6)*77&)8!9:;< !
    • OK. So, what can I do?
    • OK. So, what can I do?
    • Psych 101 for Managers Cliffs Notes Version
    • www.wintrainonline.com
    • Look In The Mirror www.wintrainonline.com
    • Boss or Leader?
    • win train
    • Leadership of Choice
    • Question #1
    • Do they LIKE me?
    • Likeability • 4 questions people ALWAYS ask about you... • Are you friendly? • Are you relevant? • Are you empathic? • Are you real? www.wintrainonline.com
    • How To Increase Your Likablility www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact www.wintrainonline.com
    • How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • • No “catharsis” Ask, don’t tell • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • • No “catharsis” Ask, don’t tell • • Body language Real • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • • No “catharsis” Ask, don’t tell • • Body language Real • • Relevance Open up • Frequent contact • Mutual interests www.wintrainonline.com
    • How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • • No “catharsis” Ask, don’t tell • • Body language Real • • Relevance Open up • • Frequent contact Admit your mistakes • Mutual interests www.wintrainonline.com
    • Question #2
    • Do I Trust Them? www.wintrainonline.com
    • Do I Trust Them? www.wintrainonline.com
    • Assumptions... www.wintrainonline.com
    • Assumptions... • Dislikes work • Prefers to be directed • Avoids responsibility • Little ambition • Primarily wants security www.wintrainonline.com
    • Assumptions... • • Dislikes work Work is a natural activity • • Prefers to be directed Prefers to use their creativity • Avoids responsibility • Seeks responsibility • Little ambition • Ambitious • Primarily wants security www.wintrainonline.com
    • Question #3
    • What Are My Expectations?
    • What Are My Expectations? www.wintrainonline.com
    • Communicating Expectations
    • Communicating Expectations 1. Check your attitude
    • Communicating Expectations 1. Check your attitude 2. Clearly define the tasks
    • Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards
    • Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards 4. Assess staff capabilities
    • Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards 4. Assess staff capabilities 5. Explain the reasons
    • Communicating Expectations 1. Check your attitude 6. Consider resources required 2. Clearly define the tasks 3. Develop performance standards 4. Assess staff capabilities 5. Explain the reasons
    • Communicating Expectations 1. Check your attitude 6. Consider resources required 2. Clearly define the tasks 7. Establish control procedures 3. Develop performance standards 4. Assess staff capabilities 5. Explain the reasons
    • Communicating Expectations 1. Check your attitude 6. Consider resources required 2. Clearly define the tasks 7. Establish control procedures 3. Develop performance standards 8. Define parameters 4. Assess staff capabilities 5. Explain the reasons
    • Communicating Expectations 1. Check your attitude 6. Consider resources required 2. Clearly define the tasks 7. Establish control procedures 3. Develop performance standards 8. Define parameters 4. Assess staff capabilities 9. Single task to a single person 5. Explain the reasons
    • Communicating Expectations 1. Check your attitude 6. Consider resources required 2. Clearly define the tasks 7. Establish control procedures 3. Develop performance standards 8. Define parameters 4. Assess staff capabilities 9. Single task to a single person 5. Explain the reasons 10.Support and communicate
    • Tell me about your excellent suggestion...
    • Question #4
    • What am I responsible for?
    • What am I responsible for? www.wintrainonline.com
    • Question #5
    • What’s My True Intent?
    • What’s My True Intent? www.wintrainonline.com
    • Management Myth #91 “If it wasn’t for the people, management would be easy”
    • Management Myth #91 “If it wasn’t for the people, management would be easy” www.wintrainonline.com
    • Your #1 Job as a Leader www.wintrainonline.com
    • Your #1 Job as a Leader www.wintrainonline.com
    • Do WHATEVER it takes to help your people be SUCCESSFUL www.wintrainonline.com
    • www.wintrainonline.com
    • Management Myth #1 “They work for you” www.wintrainonline.com
    • Adapt www.wintrainonline.com
    • Who’s Motivating Who? • Tactful discipline • Good working conditions • Personal loyalty • Promotion and growth • Interesting work • Good wages • Job security • Help on personal problems • Feeling “in” on things • Full appreciation for work done
    • Who’s Motivating Who? Us 1. Good wages 2. Job security 3. Promotion and growth 4. Good working conditions 5. Interesting work 6. Personal loyalty 7. Tactful discipline 8. Full appreciation for work done 9. Help on personal problems 10.Feeling “in” on things
    • Who’s Motivating Who? Us Them 1. Good wages 1. Full appreciation for work done 2. Job security 2. Feeling “in” on things 3. Promotion and growth 3. Help on personal problems 4. Good working conditions 4. Job security 5. Interesting work 5. Good wages 6. Personal loyalty 6. Interesting work 7. Tactful discipline 7. Promotion and growth 8. Full appreciation for work done 8. Personal loyalty 9. Help on personal problems 9. Good working conditions 10.Feeling “in” on things 10.Tactful discipline
    • Who’s Motivating Who? Us Them 1. Good wages 1. Full appreciation for work done 2. Job security 2. Feeling “in” on things 3. Promotion and growth 3. Help on personal problems 4. Good working conditions 4. Job security 5. Interesting work 5. Good wages 6. Personal loyalty 6. Interesting work 7. Tactful discipline 7. Promotion and growth 8. Full appreciation for work done 8. Personal loyalty 9. Help on personal problems 9. Good working conditions 10.Feeling “in” on things 10.Tactful discipline
    • Who’s Motivating Who? Us Them 1. Good wages 1. Full appreciation for work done 2. Job security 2. Feeling “in” on things 3. Promotion and growth 3. Help on personal problems 4. Good working conditions 4. Job security 5. Interesting work 5. Good wages 6. Personal loyalty 6. Interesting work 7. Tactful discipline 7. Promotion and growth 8. Full appreciation for work done 8. Personal loyalty 9. Help on personal problems 9. Good working conditions 10.Feeling “in” on things 10.Tactful discipline
    • Talent “Development”
    • Recognition and Motivation
    • Recognition? We don’t NEED No Stinking Recognition!
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too • WIIFM?
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too • WIIFM? • Don’t want to play favorites
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too • WIIFM? • Don’t want to play favorites • They’ll be suspicious of my motives
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people • If I recognize them too don’t want to get too often, it’ll lose meaning • WIIFM? • Don’t want to play favorites • They’ll be suspicious of my motives
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people • If I recognize them too don’t want to get too often, it’ll lose meaning • WIIFM? • No time • Don’t want to play favorites • They’ll be suspicious of my motives
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people • If I recognize them too don’t want to get too often, it’ll lose meaning • WIIFM? • No time • Don’t want to play • It’s difficult favorites • They’ll be suspicious of my motives
    • Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people • If I recognize them too don’t want to get too often, it’ll lose meaning • WIIFM? • No time • Don’t want to play • It’s difficult favorites • for their efforts “stuff” They don’t want • They’ll be suspicious of my motives
    • Still No Recognition...
    • Still No Recognition... • They’ll want more money
    • Still No Recognition... • They’ll want more money • They’ll expect more recognition
    • Still No Recognition... • They’ll want more money • They’ll expect more recognition • Otheritcompanies aren’t doing
    • Still No Recognition... • They’ll want more money • They’ll expect more recognition • Otheritcompanies aren’t doing • They shouldn’t need recognition. They have a job, after all, don’t they?
    • Still No Recognition... • They’ll want more • I don’t know what to money reward for • They’ll expect more recognition • Otheritcompanies aren’t doing • They shouldn’t need recognition. They have a job, after all, don’t they?
    • Still No Recognition... • They’ll want more • I don’t know what to money reward for • They’ll expect more • I don’t know what gift is recognition appropriate • Otheritcompanies aren’t doing • They shouldn’t need recognition. They have a job, after all, don’t they?
    • Still No Recognition... • They’ll want more • I don’t know what to money reward for • They’ll expect more • I don’t know what gift is recognition appropriate • Otheritcompanies aren’t I hate my employees doing • They shouldn’t need recognition. They have a job, after all, don’t they?
    • Different Approaches
    • Different Approaches • Recognition and praise • Challenging work/added responsibility • Independence/freedom (empowerment) • Leadership opportunities • Contacts with others • Job enrichment (greater variety) • Learning opportunities
    • Doing it right... 1. Everyone eligible 6. “Manager Select” trap 2. Specific 7. Match reward to person and 3. Psychological value achievement 4. Above and beyond 8. Public 9. Feelings 5. Timely
    • Leadability How to get ahead by being a more effective follower
    • Leadability101 • Look in the mirror • Understand their needs • Accept responsibility • Understand them • Think like your boss • Keep up with their interests • Respect their time • Adapt to their style • Communicate • Recognition expectations • Understand their job
    • Leadability Taboos • Going around end • Becoming Teacher’s Pet • Socializing indiscreetly • Communicating your complaint candidly • Showing up the “incompetent” boss • Inflaming the “insecure” boss • Whining about the “boss” boss
    • Thank You!
    • Mike Winstanley winTrain Consultants mike@wintrainonline.com www.wintrainonline.com