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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

•   ...
Chllenging Times
www.wintrainonline.com
A little bit about me...

     Mike Winstanley
       winTrain Consultants
     mike@wintrainonline.com




              ...
Defintion
Talent Development
 the process of changing an organization, its
  employees, its stakeholders, and groups of
people withi...
Process
;A:8B89'*C'$%&!'()&&)!')*++)*(,+!-*,&./




                                                   quot;<quot;8$2
            ...
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?
 ...
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.wintr...
How To Increase Your Likablility

•   Friendliness
    •   Stop Unfriendliness
    •   No “catharsis”




                ...
How To Increase Your Likablility

•   Friendliness
    •   Stop Unfriendliness
    •   No “catharsis”
    •   Body languag...
How To Increase Your Likablility

•   Friendliness
    •   Stop Unfriendliness
    •   No “catharsis”
    •   Body languag...
How To Increase Your Likablility

•   Friendliness
    •   Stop Unfriendliness
    •   No “catharsis”
    •   Body languag...
How To Increase Your Likablility

•   Friendliness
    •   Stop Unfriendliness
    •   No “catharsis”
    •   Body languag...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •   Stop U...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •         ...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •         ...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •         ...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •         ...
How To Increase Your Likablility

•                             •
    Friendliness                  Empathy
    •         ...
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

•   Primaril...
Assumptions...
•                              •
    Dislikes work                  Work is a natural activity
•           ...
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


...
Communicating Expectations
1.   Check your attitude


2.   Clearly define the tasks


3.   Develop performance standards


...
Communicating Expectations
1.   Check your attitude             6. Consider resources required

2.   Clearly define the tas...
Communicating Expectations
1.   Check your attitude             6. Consider resources required

2.   Clearly define the tas...
Communicating Expectations
1.   Check your attitude             6. Consider resources required

2.   Clearly define the tas...
Communicating Expectations
1.   Check your attitude             6. Consider resources required

2.   Clearly define the tas...
Communicating Expectations
1.   Check your attitude             6. Consider resources required

2.   Clearly define the tas...
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.wi...
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
...
Who’s Motivating Who?
               Us
1. Good wages
2. Job security
3. Promotion and growth
4. Good working conditions
5...
Who’s Motivating Who?
               Us                                 Them
1. Good wages                        1. Full ...
Who’s Motivating Who?
               Us                                 Them
1. Good wages                        1. Full ...
Who’s Motivating Who?
               Us                                 Them
1. Good wages                        1. Full ...
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...
Recognition? We don’t NEED
  No Stinking Recognition!
• Iclose with my people
    don’t want to get too


• WIIFM?
• Don’t...
Recognition? We don’t NEED
  No Stinking Recognition!
• Iclose with my people      • If I recognize them too
    don’t wan...
Recognition? We don’t NEED
  No Stinking Recognition!
• Iclose with my people      • If I recognize them too
    don’t wan...
Recognition? We don’t NEED
  No Stinking Recognition!
• Iclose with my people      • If I recognize them too
    don’t wan...
Recognition? We don’t NEED
  No Stinking Recognition!
• Iclose with my people      • If I recognize them too
    don’t wan...
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
  doin...
Still No Recognition...
• They’ll want more             •    I don’t know what to
  money                             rewa...
Still No Recognition...
• They’ll want more             •    I don’t know what to
  money                             rewa...
Still No Recognition...
• They’ll want more             •    I don’t know what to
  money                             rewa...
Different Approaches
Different Approaches
• Recognition and praise
• Challenging work/added responsibility
• Independence/freedom (empowerment)...
Doing it right...
1. Everyone eligible     6. “Manager Select”
                           trap
2. Specific
                ...
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...
Leadability Taboos
• Going around end
• Becoming Teacher’s Pet
• Socializing indiscreetly
• Communicating your complaint c...
Thank You!
Mike Winstanley
     winTrain Consultants
   mike@wintrainonline.com
www.wintrainonline.com
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
So Cal Bio Keynote   Talent Development
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So Cal Bio Keynote Talent Development

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Transcript of "So Cal Bio Keynote Talent Development"

  1. 1. Leadership and Talent Development in Challenging Times
  2. 2. Costs of Turnover • $8/hour
  3. 3. Costs of Turnover • $8/hour • $3500
  4. 4. Costs of Turnover • $8/hour • $3500 • 30-50% entry level
  5. 5. Costs of Turnover • $8/hour • $3500 • 30-50% entry level • 150% middle level
  6. 6. Costs of Turnover • $8/hour • $3500 • 30-50% entry level • 150% middle level • 400% high-level
  7. 7. Even WORSE...
  8. 8. They Might NOT Quit
  9. 9. They Might NOT Quit • Passive aggressive
  10. 10. They Might NOT Quit • Passive aggressive • Purposeful errors
  11. 11. They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time
  12. 12. They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks
  13. 13. They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks • No weekends
  14. 14. They Might NOT Quit • Passive aggressive • Purposeful errors • Sick time • Longer breaks • No weekends • Only what they’re told
  15. 15. Chllenging Times
  16. 16. www.wintrainonline.com
  17. 17. A little bit about me... Mike Winstanley winTrain Consultants mike@wintrainonline.com www.wintrainonline.com
  18. 18. Defintion
  19. 19. Talent Development the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization.
  20. 20. Process
  21. 21. ;A:8B89'*C'$%&!'()&&)!')*++)*(,+!-*,&./ 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:;< !
  22. 22. OK. So, what can I do?
  23. 23. OK. So, what can I do?
  24. 24. Psych 101 for Managers Cliffs Notes Version
  25. 25. www.wintrainonline.com
  26. 26. Look In The Mirror www.wintrainonline.com
  27. 27. Boss or Leader?
  28. 28. win train
  29. 29. Leadership of Choice
  30. 30. Question #1
  31. 31. Do they LIKE me?
  32. 32. Likeability • 4 questions people ALWAYS ask about you... • Are you friendly? • Are you relevant? • Are you empathic? • Are you real? www.wintrainonline.com
  33. 33. How To Increase Your Likablility www.wintrainonline.com
  34. 34. How To Increase Your Likablility • Friendliness www.wintrainonline.com
  35. 35. How To Increase Your Likablility • Friendliness • Stop Unfriendliness www.wintrainonline.com
  36. 36. How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” www.wintrainonline.com
  37. 37. How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language www.wintrainonline.com
  38. 38. How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance www.wintrainonline.com
  39. 39. How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact www.wintrainonline.com
  40. 40. How To Increase Your Likablility • Friendliness • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
  41. 41. How To Increase Your Likablility • • Friendliness Empathy • Stop Unfriendliness • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
  42. 42. How To Increase Your Likablility • • Friendliness Empathy • • Stop Unfriendliness Improve listening skills • No “catharsis” • Body language • Relevance • Frequent contact • Mutual interests www.wintrainonline.com
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. 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
  47. 47. Question #2
  48. 48. Do I Trust Them? www.wintrainonline.com
  49. 49. Do I Trust Them? www.wintrainonline.com
  50. 50. Assumptions... www.wintrainonline.com
  51. 51. Assumptions... • Dislikes work • Prefers to be directed • Avoids responsibility • Little ambition • Primarily wants security www.wintrainonline.com
  52. 52. 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
  53. 53. Question #3
  54. 54. What Are My Expectations?
  55. 55. What Are My Expectations? www.wintrainonline.com
  56. 56. Communicating Expectations
  57. 57. Communicating Expectations 1. Check your attitude
  58. 58. Communicating Expectations 1. Check your attitude 2. Clearly define the tasks
  59. 59. Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards
  60. 60. Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards 4. Assess staff capabilities
  61. 61. Communicating Expectations 1. Check your attitude 2. Clearly define the tasks 3. Develop performance standards 4. Assess staff capabilities 5. Explain the reasons
  62. 62. 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
  63. 63. 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
  64. 64. 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
  65. 65. 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
  66. 66. 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
  67. 67. Tell me about your excellent suggestion...
  68. 68. Question #4
  69. 69. What am I responsible for?
  70. 70. What am I responsible for? www.wintrainonline.com
  71. 71. Question #5
  72. 72. What’s My True Intent?
  73. 73. What’s My True Intent? www.wintrainonline.com
  74. 74. Management Myth #91 “If it wasn’t for the people, management would be easy”
  75. 75. Management Myth #91 “If it wasn’t for the people, management would be easy” www.wintrainonline.com
  76. 76. Your #1 Job as a Leader www.wintrainonline.com
  77. 77. Your #1 Job as a Leader www.wintrainonline.com
  78. 78. Do WHATEVER it takes to help your people be SUCCESSFUL www.wintrainonline.com
  79. 79. www.wintrainonline.com
  80. 80. Management Myth #1 “They work for you” www.wintrainonline.com
  81. 81. Adapt www.wintrainonline.com
  82. 82. 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
  83. 83. 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
  84. 84. 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
  85. 85. 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
  86. 86. 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
  87. 87. Talent “Development”
  88. 88. Recognition and Motivation
  89. 89. Recognition? We don’t NEED No Stinking Recognition!
  90. 90. Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too
  91. 91. Recognition? We don’t NEED No Stinking Recognition! • Iclose with my people don’t want to get too • WIIFM?
  92. 92. 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
  93. 93. 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
  94. 94. 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
  95. 95. 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
  96. 96. 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
  97. 97. 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
  98. 98. Still No Recognition...
  99. 99. Still No Recognition... • They’ll want more money
  100. 100. Still No Recognition... • They’ll want more money • They’ll expect more recognition
  101. 101. Still No Recognition... • They’ll want more money • They’ll expect more recognition • Otheritcompanies aren’t doing
  102. 102. 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?
  103. 103. 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?
  104. 104. 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?
  105. 105. 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?
  106. 106. Different Approaches
  107. 107. Different Approaches • Recognition and praise • Challenging work/added responsibility • Independence/freedom (empowerment) • Leadership opportunities • Contacts with others • Job enrichment (greater variety) • Learning opportunities
  108. 108. 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
  109. 109. Leadability How to get ahead by being a more effective follower
  110. 110. 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
  111. 111. 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
  112. 112. Thank You!
  113. 113. Mike Winstanley winTrain Consultants mike@wintrainonline.com www.wintrainonline.com
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