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First Break All the Rules Review Workshop <ul><li>Written by </li></ul><ul><li>Marcus Buckingham & Curt Coffman </li></ul>
First Break All The Rules Marcus Buckingham & Curt Coffman <ul><li>The Measuring Stick </li></ul><ul><li>The Wisdom of Gre...
The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep t...
The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep t...
The Wisdom of Great Managers <ul><li>  “ People don’t change that much. </li></ul><ul><li>  Don’t waste time trying to put...
The First Key:  Select for Talent <ul><li>Talent is defined as, “a recurring pattern of thought, feeling, or behavior that...
The First Key:  Select for Talent – The why, how & who <ul><li>Talents </li></ul><ul><ul><li>Striving talents explain the ...
The First Key:  Select for Talent – ACTIVITY <ul><li>We can coach “skills” and “knowledge” </li></ul><ul><li>We can not co...
The Second Key:  Defining the Right Outcomes <ul><li>Define the right outcomes and then let each person find their own rou...
The Second Key:  Defining the Right Outcomes - ACTIVITY <ul><li>List best practices or ideas to define the right outcomes ...
The Third Key:  Focus on Strengths <ul><li>Great managers identify each person’s talents & cultivate those talents. </li><...
The Third Key:  Focus on Strengths - ACTIVITY <ul><li>List best practices we utilize to identify each sales professional’s...
The Third Key:  Focus on Strengths - ACTIVITY <ul><li>Do we spend the most of our time with our best people?  </li></ul><u...
The Fourth Key:  Find the Right Fit <ul><li>Best practices </li></ul><ul><ul><li>Hold up the mirror: Excel at giving perfo...
The Fourth Key:  Find the Right Fit <ul><li>Create heroes in every role (Ideas, best practices) </li></ul><ul><ul><li>6 di...
Turning the Keys: A Practical Guide <ul><li>Every great manager has his or her own style.  </li></ul><ul><li>Goal of a gre...
The Art of Interviewing for Talent <ul><li>Make sure the talent interview stands alone </li></ul><ul><ul><li>One purpose: ...
The Strengths Interview <ul><li>What did you enjoy most about your previous work experience?  What keeps you here? </li></...
Interviewing <ul><li>Key Take-Aways </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Best Pract...
Performance Management <ul><li>The routine is simple. </li></ul><ul><li>The routine forces frequent interaction between th...
Performance Management:  Performance Planning Meeting <ul><li>What actions have you taken? (Details of their performance)....
Performance Management:  Career Discovery Questions <ul><li>The employee needs to become increasingly clear about their sk...
Performance Management <ul><li>Key Take-Aways </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>...
Keys of Your Own <ul><li>Look in the mirror </li></ul><ul><ul><li>Feedback tools provided by your sanofi-aventis </li></ul...
Keys of Your Own <ul><li>Build your constituency </li></ul><ul><ul><li>Identify which kinds of relationships tend to work ...
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First Break All The Rules Managers Workshop

  1. 1. First Break All the Rules Review Workshop <ul><li>Written by </li></ul><ul><li>Marcus Buckingham & Curt Coffman </li></ul>
  2. 2. First Break All The Rules Marcus Buckingham & Curt Coffman <ul><li>The Measuring Stick </li></ul><ul><li>The Wisdom of Great Managers </li></ul><ul><li>The First Key: Select for Talent </li></ul><ul><li>The Second Key: Define the Right Outcomes </li></ul><ul><li>The Third Key: Focus on Strengths </li></ul><ul><li>The Fourth Key: Find the Right Fit </li></ul><ul><li>Turning the Keys: A Practical Guide </li></ul>
  3. 3. The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. <ul><li>1. Do I know what is expected of me at work? </li></ul><ul><li>Do I have the materials and equipment I need </li></ul><ul><li>to do my work right? </li></ul><ul><li>3. At work, do I have the opportunity to do what I do best everyday? </li></ul><ul><li>4. In the last 7 days, have I received recognition or praise for doing good work? </li></ul><ul><li>5. Does my supervisor, or someone at work, seem to care about me as a person? </li></ul><ul><li>6. Is there someone at work who encourages my development? </li></ul>
  4. 4. The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. <ul><li>7. At work, do my opinions seem to count? </li></ul><ul><li>8. Does the mission/purpose of my company make me feel my job is important? </li></ul><ul><li>9. Are my co-workers committed to doing </li></ul><ul><li>quality work? </li></ul><ul><li>10. Do I have a best friend at work? </li></ul><ul><li>11. In the last 6 months, has someone talked </li></ul><ul><li>to me about my progress? </li></ul><ul><li>12. This last year, have I had opportunities at </li></ul><ul><li>work to learn & grow? </li></ul>
  5. 5. The Wisdom of Great Managers <ul><li> “ People don’t change that much. </li></ul><ul><li> Don’t waste time trying to put in what was left out. </li></ul><ul><li> Try to draw out what was left in. </li></ul><ul><li> That is hard enough.” </li></ul><ul><li>When selecting someone, select for talent …not simply experience, intelligence, or determination. </li></ul><ul><li>When setting expectations, define the right outcomes … not the right steps. </li></ul><ul><li>When motivating someone, focus on strengths …not on weaknesses. </li></ul><ul><li>When developing someone, help them find the right fit …not simply the next rung on the ladder. </li></ul>
  6. 6. The First Key: Select for Talent <ul><li>Talent is defined as, “a recurring pattern of thought, feeling, or behavior that can be productively applied.” </li></ul><ul><li>Skills, Knowledge, and Talents - What is the difference? </li></ul><ul><li>Skills and knowledge can be taught, talents cannot. </li></ul><ul><li>Skills are the “how to’s” of a role and can be transferred. </li></ul><ul><li>Knowledge is simply “what you are aware of.” </li></ul><ul><ul><li>Factual knowledge is things you know. </li></ul></ul><ul><ul><li>Experimental knowledge is understandings picked up along life. </li></ul></ul>
  7. 7. The First Key: Select for Talent – The why, how & who <ul><li>Talents </li></ul><ul><ul><li>Striving talents explain the why of a person. Why do they get out of bed each day. Intensely competitive or intensely altruistic. </li></ul></ul><ul><ul><li>Thinking talents explain the how of a person. How do they think, weigh alternatives, and come to a decision. </li></ul></ul><ul><ul><li>Relating talents explain the who of a person. Who they trust, build relationships with, who they confront, who they ignore. </li></ul></ul>
  8. 8. The First Key: Select for Talent – ACTIVITY <ul><li>We can coach “skills” and “knowledge” </li></ul><ul><li>We can not coach “talents” </li></ul><ul><li>List best practices to discover the “talents” of candidates during interview process </li></ul><ul><ul><li>Targeted Selection Interviewing </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>List best practices to discover the “talents” of our current sales professionals </li></ul><ul><ul><li>Strengths Finder 2.0 survey </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  9. 9. The Second Key: Defining the Right Outcomes <ul><li>Define the right outcomes and then let each person find their own route toward those outcomes. </li></ul><ul><li>Temptations: </li></ul><ul><ul><li>“ Perfect People” = There is no one best way. </li></ul></ul><ul><ul><li>“ My People Don’t Have Enough Talent” = Select for talent first. </li></ul></ul><ul><ul><li>“ Trust Is Precious, It Must Be Earned” = If you expect the best from people, then more often than not the best is what you get. </li></ul></ul><ul><ul><li>“ Some Outcomes Defy Definition” = Refer to the first 6 questions. </li></ul></ul><ul><li>There Are No Steps Leading to Customer Satisfaction </li></ul><ul><ul><li>Level 1: Accuracy-Ex:Bank statements expected to be accurate. </li></ul></ul><ul><ul><li>Level 2: Availability-Ex: ATMs are everywhere. (1&2 must occur). </li></ul></ul><ul><ul><li>Level 3: Partnership-Ex: Wal-Mart greeter; frequent flier clubs </li></ul></ul><ul><ul><li>Level 4: Advice-Ex: Amazon.com customer recommended reading list </li></ul></ul><ul><li>What is Right for Your: Customers, Company, & Individual </li></ul>
  10. 10. The Second Key: Defining the Right Outcomes - ACTIVITY <ul><li>List best practices or ideas to define the right outcomes that allow each sales professional find their own route </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>List best practices or ideas that will Lead to Customer Centricity </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>What is Right for Your: Customers, Company, & Individual </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  11. 11. The Third Key: Focus on Strengths <ul><li>Great managers identify each person’s talents & cultivate those talents. </li></ul><ul><li>Casting is everything: Everyone has talent to be exceptional at something. The trick is to find that “something”. </li></ul><ul><li>Manage by exception: Break the “Golden Rule” </li></ul><ul><ul><li>Don’t treat others the way you want to be treated, but treat them the way they want to be treated </li></ul></ul><ul><li>Spend the most time with their best people </li></ul><ul><ul><li>Create unique set of expectations, highlight & perfect each person’s unique style, run interference-they can focus on what they do best. </li></ul></ul><ul><li>Investing in your best people is… </li></ul><ul><ul><li>The fairest thing to do . Humans crave attention. Spend time and attention on your best performers. Reward their performance. </li></ul></ul><ul><ul><li>The best way to learn . Don’t evaluate & monitor, but observe. </li></ul></ul><ul><ul><li>The only way to reach excellence . Top performers have the most potential for growth. </li></ul></ul>
  12. 12. The Third Key: Focus on Strengths - ACTIVITY <ul><li>List best practices we utilize to identify each sales professional’s talents & how we cultivate those talents </li></ul><ul><ul><li>IDP </li></ul></ul><ul><ul><li>Leaning Gateway </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Manage by exception: Break the “Golden Rule” </li></ul><ul><ul><li>Do we know how each rep wants to recognized, rewarded, or coached? </li></ul></ul><ul><ul><li>Utilize the “Strengths Management Keys” unique to each rep’s strengths </li></ul></ul><ul><ul><li>Performance Central </li></ul></ul><ul><ul><li>Regional or District recognition </li></ul></ul>
  13. 13. The Third Key: Focus on Strengths - ACTIVITY <ul><li>Do we spend the most of our time with our best people? </li></ul><ul><li>List best practices or suggestions </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Do we invest in our best people? </li></ul><ul><li>List best practices or suggestions </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  14. 14. The Fourth Key: Find the Right Fit <ul><li>Best practices </li></ul><ul><ul><li>Hold up the mirror: Excel at giving performance feedback </li></ul></ul><ul><ul><ul><li>eFCR, mid year review, year-end review, </li></ul></ul></ul><ul><ul><ul><li>? </li></ul></ul></ul><ul><ul><li>Getting to know you: Listen without judgment </li></ul></ul><ul><ul><ul><li>Reflective Listening </li></ul></ul></ul><ul><ul><ul><li>? </li></ul></ul></ul><ul><ul><li>Create a safety net: Trial periods encourage career learning </li></ul></ul><ul><ul><ul><li>DST, Preceptorship, MDC </li></ul></ul></ul><ul><ul><ul><li>? </li></ul></ul></ul>
  15. 15. The Fourth Key: Find the Right Fit <ul><li>Create heroes in every role (Ideas, best practices) </li></ul><ul><ul><li>6 different titles for sales professionals </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Best practices or ideas for “The Art of Tough Love”-uncompromising focus on excellence with a genuine need to care </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  16. 16. Turning the Keys: A Practical Guide <ul><li>Every great manager has his or her own style. </li></ul><ul><li>Goal of a great manager: To turn each employee’s talent </li></ul><ul><li>into performance. </li></ul><ul><li>The Four Keys reveal how to attack the goal above. </li></ul><ul><li>The Keys are not steps, not a structured series of actions. </li></ul><ul><li>Each Key is simply a way of thinking, a new perspective on a familiar set of challenges. </li></ul><ul><li>Pick and choose these following actions, refine them, improve them, and fashion them into a form that fits you. </li></ul>
  17. 17. The Art of Interviewing for Talent <ul><li>Make sure the talent interview stands alone </li></ul><ul><ul><li>One purpose: to discover whether the candidate’s recurring patterns of thought, feeling, or behavior match the job. </li></ul></ul><ul><li>Ask a few open-ended questions & then try to keep quiet </li></ul><ul><ul><li>If they ask you to explain, say you are more interested in what they mean. Most important, when they answer, believe them. </li></ul></ul><ul><li>Listen for specifics-by time, by person, or by event </li></ul><ul><ul><li>Past behavior is good predictor of future behavior. </li></ul></ul><ul><ul><li>Give credit only to the person’s top-of-mind response . </li></ul></ul><ul><li>Clues to Talent </li></ul><ul><ul><li>Ask the candidate what kinds of roles have they been able to learn quickly. Ask what activities come easily to them now. </li></ul></ul><ul><ul><li>Ask what is their greatest personal satisfaction, what gives them strength, what do they find fulfilling. </li></ul></ul><ul><ul><li>“ How do you feel when someone doubts what you have to say?” </li></ul></ul>
  18. 18. The Strengths Interview <ul><li>What did you enjoy most about your previous work experience? What keeps you here? </li></ul><ul><li>What do you think are your strengths? (skills, knowledge, talent) </li></ul><ul><li>What about your weaknesses? </li></ul><ul><li>What are your goals for your current role? (timeline) </li></ul><ul><li>How often would you like to meet with me to discuss your progress? Will you share your feelings or do I need to ask? </li></ul><ul><li>Do you have any personal goals or commitments you would like to tell me about? </li></ul><ul><li>What is the best praise you have ever received? (details) </li></ul><ul><li>Have you had any really productive partnerships or mentors? </li></ul><ul><li>Are there any particular skills or challenges you want? </li></ul><ul><li>Anything to discuss that might help us work well together? </li></ul>
  19. 19. Interviewing <ul><li>Key Take-Aways </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Best Practices </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Creative Ideas </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  20. 20. Performance Management <ul><li>The routine is simple. </li></ul><ul><li>The routine forces frequent interaction between the manager and the employee. Details on recognition needs, goals, talents, performance. </li></ul><ul><li>The routine is focused on the future. </li></ul><ul><ul><li>What do you want to accomplish in the next few months? What measuring sticks will we use? What is the most efficient route toward those goals? How can I help? </li></ul></ul><ul><li>The routine asks the employee to keep track of their performance and learnings </li></ul>
  21. 21. Performance Management: Performance Planning Meeting <ul><li>What actions have you taken? (Details of their performance). </li></ul><ul><li>What discoveries have you made? </li></ul><ul><ul><li>Training classes, new insights, a book read </li></ul></ul><ul><li>What partnerships have you built? </li></ul><ul><ul><li>New or existing relationships, with colleagues or clients, personal or professional. It is up to the employee to decide. They are responsible for building their constituency, inside & outside company </li></ul></ul><ul><li>What is your main focus? </li></ul><ul><ul><li>What is their primary goal(s) for next 3 months </li></ul></ul><ul><li>What new discoveries are you planning? </li></ul><ul><ul><li>What specific discoveries are they hoping to make in next 3 months? </li></ul></ul><ul><li>What new partnerships are you hoping to build? </li></ul><ul><ul><li>How are they planning to grow their constituency in next 3 months? </li></ul></ul>
  22. 22. Performance Management: Career Discovery Questions <ul><li>The employee needs to become increasingly clear about their skills, knowledge, and talents. </li></ul><ul><li>The employee needs to understand, in detail, what the next step would entail & why they think they would excel at it. </li></ul><ul><li>How would you describe success in your current role? </li></ul><ul><li>What do you actually do that makes you as good as you are? What does this tell you about your skills, knowledge & talents? </li></ul><ul><li>Which part of your current role do you enjoy the most? Why? </li></ul><ul><li>Which part of your current role are you struggling? </li></ul><ul><ul><li>What can we do to manage around this? </li></ul></ul><ul><ul><li>Training, support system, positioning, partnering </li></ul></ul><ul><li>What would be the perfect role for you? </li></ul><ul><ul><li>Imagine it is 3 pm on Thursday, what are you doing? </li></ul></ul><ul><ul><li>Why would you like it so much? </li></ul></ul>
  23. 23. Performance Management <ul><li>Key Take-Aways </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Best Practices </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Creative Ideas </li></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  24. 24. Keys of Your Own <ul><li>Look in the mirror </li></ul><ul><ul><li>Feedback tools provided by your sanofi-aventis </li></ul></ul><ul><ul><ul><li>Engagement survey </li></ul></ul></ul><ul><ul><ul><li>360 Feedback </li></ul></ul></ul><ul><ul><ul><li>Emotional Intelligence </li></ul></ul></ul><ul><li>Muse </li></ul><ul><ul><li>Play back the last few weeks in your mind </li></ul></ul><ul><ul><li>What did you accomplish? learn? love? hate? </li></ul></ul><ul><ul><li>What does this tell you about you & your talents </li></ul></ul><ul><li>Discover yourself </li></ul><ul><ul><li>Over time become more detailed of your skills, knowledge, talents. </li></ul></ul><ul><ul><li>Volunteer for the right roles, to be a better partner, guide your training </li></ul></ul>
  25. 25. Keys of Your Own <ul><li>Build your constituency </li></ul><ul><ul><li>Identify which kinds of relationships tend to work well for you </li></ul></ul><ul><ul><li>Find a mentor or colleague for feedback </li></ul></ul><ul><li>Keep track of your learnings and discoveries </li></ul><ul><ul><li>Performance journal </li></ul></ul><ul><ul><li>? </li></ul></ul><ul><li>Catch your peers doing something right </li></ul><ul><ul><li>How do we recognize this? </li></ul></ul><ul><ul><li>? </li></ul></ul>
  • melisanders

    Jun. 7, 2021
  • JuanZamora53

    May. 31, 2017
  • KellyPeck2

    Dec. 17, 2016
  • CherylPhillips3

    Feb. 13, 2016

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