Leadership 101 - Part 4


Published on

Published in: Education
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Leadership 101 - Part 4

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