26. 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.
45. Likeability
• 4 questions people ALWAYS ask about you...
• Are you friendly?
• Are you relevant?
• Are you empathic?
• Are you real?
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47. How To Increase Your Likablility
• Friendliness
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48. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
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49. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
www.wintrainonline.com
50. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
www.wintrainonline.com
51. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
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52. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
www.wintrainonline.com
53. How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
www.wintrainonline.com
54. How To Increase Your Likablility
• •
Friendliness Empathy
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
www.wintrainonline.com
55. How To Increase Your Likablility
• •
Friendliness Empathy
• •
Stop Unfriendliness Improve listening skills
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
www.wintrainonline.com
56. 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
57. 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
58. 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
59. 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
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64. Assumptions...
• Dislikes work
• Prefers to be directed
• Avoids responsibility
• Little ambition
• Primarily wants security
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65. 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
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73. Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
74. Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
75. 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
76. 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
77. 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
78. 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
79. 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
97. 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
98. 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
99. 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
100. 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
101. 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
106. Recognition? We don’t NEED
No Stinking Recognition!
• Iclose with my people
don’t want to get too
107. Recognition? We don’t NEED
No Stinking Recognition!
• Iclose with my people
don’t want to get too
• WIIFM?
108. 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
109. 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
110. 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
111. 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
112. 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
113. 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
117. Still No Recognition...
• They’ll want more
money
• They’ll expect more
recognition
• Otheritcompanies aren’t
doing
118. 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?
119. 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?
120. 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?
121. 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?
123. Different Approaches
• Recognition and praise
• Challenging work/added responsibility
• Independence/freedom (empowerment)
• Leadership opportunities
• Contacts with others
• Job enrichment (greater variety)
• Learning opportunities
124. 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
127. 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
128. 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
