The document provides guidance on coaching employees through management by objectives including tutoring techniques, challenging performance, counseling behaviour, mentoring, assigning tasks, developing personal objectives, effective communication, handling responses to questions, and understanding motivation using Maslow's hierarchy of needs. It also includes examples of balancing scorecards, product roadmaps, workload planning, and other management tools. The overall focus is on coaching employees to achieve both individual and group objectives.
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
This document discusses dimensions of work integrated assessment. It recommends introducing multiple assessment points including surprises, using peer feedback and review, setting different audiences, providing light structure for problems using real world data, and encouraging collaborative work in teams to mirror employment tasks.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Most managers can easily identify an employee performance issue, but what is difficult is effectively communicating this information. From the employee's perspective when their manager does initiate a discussion it can come across as finger-pointing and disciplinary. Naturally this approach causes most people to react defensively, leading to a confrontational exchange and a strained relationship. It can seem easier to avoid these conversations altogether, particularly when the issue relates to difficult to quantify and discuss behavior based issues. This session will teach an intuitive process for crafting hearable sayable performance feedback talking points to drive the change you are seeking while avoiding the difficulties that usually accompany these exchanges.
Gain practical skills to confidently take on those seemingly awkward yet critical exchanges in a far less stressful way.
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
This document discusses dimensions of work integrated assessment. It recommends introducing multiple assessment points including surprises, using peer feedback and review, setting different audiences, providing light structure for problems using real world data, and encouraging collaborative work in teams to mirror employment tasks.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Most managers can easily identify an employee performance issue, but what is difficult is effectively communicating this information. From the employee's perspective when their manager does initiate a discussion it can come across as finger-pointing and disciplinary. Naturally this approach causes most people to react defensively, leading to a confrontational exchange and a strained relationship. It can seem easier to avoid these conversations altogether, particularly when the issue relates to difficult to quantify and discuss behavior based issues. This session will teach an intuitive process for crafting hearable sayable performance feedback talking points to drive the change you are seeking while avoiding the difficulties that usually accompany these exchanges.
Gain practical skills to confidently take on those seemingly awkward yet critical exchanges in a far less stressful way.
Rob Mclean provides a summary of his career in corporate communications and public relations. Over the past 15+ years, he has held Director level roles at several technology companies, including CounterPath, NewHeights, and Mitel, where he established PR departments, increased media coverage, launched marketing initiatives, and improved brand awareness. Mclean believes effective communication is crucial for connecting parties, establishing understanding, and imparting trust. He highlights several ways PR can provide tangible returns for organizations, such as increased sales, brand equity, and internal morale.
Ahrd Presentation 2012 Awareness And CommunicationTemaltbia
This paper examines the concepts of awareness and communication as core competencies in executive coaching. It reviews literature related to awareness, communication, and learning from experience. The literature provides definitions and frameworks for awareness and communication that inform coaching practice and can guide future research. It indicates that awareness and effective communication skills, as facilitated by reflection, support clients' development of insight and productive coach-client relationships. This allows clients to learn from their experiences and achieve desired outcomes.
This document discusses the concept of "effectual reasoning" as an alternative form of rationality used by entrepreneurs. It outlines 3 key principles of effectual reasoning:
1) The affordable loss principle - entrepreneurs focus on reaching the market with minimum resources rather than expected return.
2) The strategic partnerships principle - entrepreneurs build partnerships from the start rather than doing competitive analyses.
3) Leveraging contingencies - entrepreneurs leverage unexpected events and surprises that come their way rather than relying solely on pre-existing knowledge. Effectual reasoning focuses on imagination and action over elaborate planning.
The document discusses how HR can promote self-knowledge to drive leadership development. It suggests that HR take on a strategic role by understanding new productivity drivers like the talent mismatch between skills needed and supplied. This will help develop a new breed of leaders. HR can install a coaching culture, conduct values assessments, and promote 360-degree feedback to stimulate self-reflection. Developing self-awareness is key to emotional intelligence and allows leaders to understand their strengths, weaknesses, and impact on others.
This document discusses leadership in complex systems and provides three key points:
1) It outlines various components and models of leadership, including roles, requirements, personality traits, cognitive resources, skills, and different leadership styles.
2) It describes characteristics of complex systems and how they pose challenges for leadership, such as self-organizing structures, non-linear relationships, and overlapping cultures.
3) It presents frameworks for analyzing sources of competitive advantage, dimensions of excellence, determinants for coordinating transnational corporations, and value-based leadership models centered around mission, vision, and strategy.
2013 03-07-culture of analytics-enabled agilitySTRIMgroup
Find more infos: http://blog.strimgroup.com/?p=385
Presentation given during Oracle Solutions Summit Geneva. Theme: Predictive Analytics in HR - creating a culture of analytics-enabled agility.
1. The document discusses a study of over 250 executives in India's largest vehicle manufacturing company to validate a model of "techno-managerial competencies" that assesses both technical and managerial skills.
2. The validated model consists of four factors: technical skills, group problem-solving skills, managerial skills, and aptitude.
3. Technical skills include knowledge of engineering fundamentals, drawings, materials, and emerging trends. Aptitude includes analytical ability, creativity, and risk-taking orientation.
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
This document provides an overview of the Yale Graduate Student Consulting Club's interview bootcamp. It discusses the key steps in the interview process, including resume and cover letters, problem solving tests, and interviews. It then outlines the case interview structure and provides tips for each step, such as prioritizing issues, developing testable hypotheses, and managing client reactions. The goal is to prepare students for the long journey to securing a job offer at a consulting firm.
6 Ways To Realize Your Potential Rex Bothwellbyeakey
1) The document outlines six steps to manage employees' full potential: define goals to guide hiring, use behavioral interviews to assess fit for goals, thoroughly review performance with 360 feedback, invest in developing strengths and weaknesses, determine positions based on competencies, and recognize both individual and group contributions.
2) It emphasizes defining company goals and vision to guide hiring of employees with critical competencies. Behavioral interviews assess how applicants demonstrate needed skills through examples.
3) 360 reviews provide employees feedback from multiple perspectives to identify development areas and align goals, improving engagement and retention.
Delivering the “Internal Customer” ExperienceSrikanth Dhondi
While organizations make all kinds of efforts to enhance the experience of their external customers by investing in numerous training programs and marketing initiatives, the outcome is most often disappointing to say the least.
Customer loyalty continues to elude us and “Customer advocacy” remains a distant dream. More often than not its sheer “inertia” that prevents customers from switching.
One key aspect that could perhaps unlock the door to conquering the above challenge is by having a robust set of practices that will boost the level of “Internal Customer Centricity”.
This is because empirical research conducted by leading industrial psychologists clearly establish the link between the two aspects. In other words, it emphatically states that the extent of external customer centricity can never exceed the extent of internal customer centricity.
As a part of our endeavor to constantly partner with organizations such as yours to create customized customer centric solutions to business challenges. I am pleased to share a framework that I believe will serve as a useful filter to evaluate the relevance and efficacy of the numerous employee engagement efforts you are already making.
The framework is a synthesis of the best research that has been conducted in this area.
Tags: customer experience,internal customer,customers,training programs,Customer loyalty,Customer advocacy,Internal Customer Centricity,external customer centricity, customer centric,employee engagement,framework
Application Form For PGPBM Program :
http://www.aegisglobalacademy.com/application/application-form
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
The document summarizes a training program from Social Fluency that aims to promote collaboration and communication skills for technology employees. The program focuses on developing self-awareness, building rapport, influencing skills, storytelling, and techniques for teams and managing projects. It discusses using interactive exercises and feedback to help participants immediately apply their new skills at work in a positive learning environment. The goal is to boost innovation, productivity, engagement and retention for technology companies.
Tech industry social fluency @ work trainingJeffrey Barnes
This document summarizes a social fluency training program called "@ Work for Tech Employees" that aims to promote collaboration and communication skills for technology companies. The program teaches interpersonal skills like self-awareness, rapport building, influence, storytelling, and techniques for teams. It uses hands-on exercises and games to help participants practice new behaviors and see immediate benefits in their workplace relationships and success. The goal is to boost innovation, productivity, engagement, and retention for technology companies by enhancing employees' social skills.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
Knowing me knowing you client evening 29 feb 2012Huntswood
Huntswood uses psychometric assessments like the Thomas International suite of tools to help clients succeed through understanding strengths, limitations, and behaviors. These tools provide insights into aptitude, personality, emotional intelligence, and how individuals and teams operate. Huntswood helps clients interpret results to improve performance across the employee lifecycle from recruitment to development to retention. The presentation discussed how assessments identify strengths and development areas to build high-performing teams and coach individuals effectively.
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
This document defines management by objectives (MBO) as a process where managers and subordinates jointly set goals and define responsibilities. It lists the key characteristics of MBO as being goal-oriented, participative, focused on key result areas, using a systems approach, optimizing utilization, being dynamic, practical, ensuring multiple accountability, and taking a total approach. The document also outlines the types of objectives used in MBO, including external, internal, qualitative, and quantitative objectives. It discusses the benefits and advantages of MBO, as well as potential disadvantages, and provides suggestions for improving its effectiveness.
Rob Mclean provides a summary of his career in corporate communications and public relations. Over the past 15+ years, he has held Director level roles at several technology companies, including CounterPath, NewHeights, and Mitel, where he established PR departments, increased media coverage, launched marketing initiatives, and improved brand awareness. Mclean believes effective communication is crucial for connecting parties, establishing understanding, and imparting trust. He highlights several ways PR can provide tangible returns for organizations, such as increased sales, brand equity, and internal morale.
Ahrd Presentation 2012 Awareness And CommunicationTemaltbia
This paper examines the concepts of awareness and communication as core competencies in executive coaching. It reviews literature related to awareness, communication, and learning from experience. The literature provides definitions and frameworks for awareness and communication that inform coaching practice and can guide future research. It indicates that awareness and effective communication skills, as facilitated by reflection, support clients' development of insight and productive coach-client relationships. This allows clients to learn from their experiences and achieve desired outcomes.
This document discusses the concept of "effectual reasoning" as an alternative form of rationality used by entrepreneurs. It outlines 3 key principles of effectual reasoning:
1) The affordable loss principle - entrepreneurs focus on reaching the market with minimum resources rather than expected return.
2) The strategic partnerships principle - entrepreneurs build partnerships from the start rather than doing competitive analyses.
3) Leveraging contingencies - entrepreneurs leverage unexpected events and surprises that come their way rather than relying solely on pre-existing knowledge. Effectual reasoning focuses on imagination and action over elaborate planning.
The document discusses how HR can promote self-knowledge to drive leadership development. It suggests that HR take on a strategic role by understanding new productivity drivers like the talent mismatch between skills needed and supplied. This will help develop a new breed of leaders. HR can install a coaching culture, conduct values assessments, and promote 360-degree feedback to stimulate self-reflection. Developing self-awareness is key to emotional intelligence and allows leaders to understand their strengths, weaknesses, and impact on others.
This document discusses leadership in complex systems and provides three key points:
1) It outlines various components and models of leadership, including roles, requirements, personality traits, cognitive resources, skills, and different leadership styles.
2) It describes characteristics of complex systems and how they pose challenges for leadership, such as self-organizing structures, non-linear relationships, and overlapping cultures.
3) It presents frameworks for analyzing sources of competitive advantage, dimensions of excellence, determinants for coordinating transnational corporations, and value-based leadership models centered around mission, vision, and strategy.
2013 03-07-culture of analytics-enabled agilitySTRIMgroup
Find more infos: http://blog.strimgroup.com/?p=385
Presentation given during Oracle Solutions Summit Geneva. Theme: Predictive Analytics in HR - creating a culture of analytics-enabled agility.
1. The document discusses a study of over 250 executives in India's largest vehicle manufacturing company to validate a model of "techno-managerial competencies" that assesses both technical and managerial skills.
2. The validated model consists of four factors: technical skills, group problem-solving skills, managerial skills, and aptitude.
3. Technical skills include knowledge of engineering fundamentals, drawings, materials, and emerging trends. Aptitude includes analytical ability, creativity, and risk-taking orientation.
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
This document provides an overview of the Yale Graduate Student Consulting Club's interview bootcamp. It discusses the key steps in the interview process, including resume and cover letters, problem solving tests, and interviews. It then outlines the case interview structure and provides tips for each step, such as prioritizing issues, developing testable hypotheses, and managing client reactions. The goal is to prepare students for the long journey to securing a job offer at a consulting firm.
6 Ways To Realize Your Potential Rex Bothwellbyeakey
1) The document outlines six steps to manage employees' full potential: define goals to guide hiring, use behavioral interviews to assess fit for goals, thoroughly review performance with 360 feedback, invest in developing strengths and weaknesses, determine positions based on competencies, and recognize both individual and group contributions.
2) It emphasizes defining company goals and vision to guide hiring of employees with critical competencies. Behavioral interviews assess how applicants demonstrate needed skills through examples.
3) 360 reviews provide employees feedback from multiple perspectives to identify development areas and align goals, improving engagement and retention.
Delivering the “Internal Customer” ExperienceSrikanth Dhondi
While organizations make all kinds of efforts to enhance the experience of their external customers by investing in numerous training programs and marketing initiatives, the outcome is most often disappointing to say the least.
Customer loyalty continues to elude us and “Customer advocacy” remains a distant dream. More often than not its sheer “inertia” that prevents customers from switching.
One key aspect that could perhaps unlock the door to conquering the above challenge is by having a robust set of practices that will boost the level of “Internal Customer Centricity”.
This is because empirical research conducted by leading industrial psychologists clearly establish the link between the two aspects. In other words, it emphatically states that the extent of external customer centricity can never exceed the extent of internal customer centricity.
As a part of our endeavor to constantly partner with organizations such as yours to create customized customer centric solutions to business challenges. I am pleased to share a framework that I believe will serve as a useful filter to evaluate the relevance and efficacy of the numerous employee engagement efforts you are already making.
The framework is a synthesis of the best research that has been conducted in this area.
Tags: customer experience,internal customer,customers,training programs,Customer loyalty,Customer advocacy,Internal Customer Centricity,external customer centricity, customer centric,employee engagement,framework
Application Form For PGPBM Program :
http://www.aegisglobalacademy.com/application/application-form
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
The document summarizes a training program from Social Fluency that aims to promote collaboration and communication skills for technology employees. The program focuses on developing self-awareness, building rapport, influencing skills, storytelling, and techniques for teams and managing projects. It discusses using interactive exercises and feedback to help participants immediately apply their new skills at work in a positive learning environment. The goal is to boost innovation, productivity, engagement and retention for technology companies.
Tech industry social fluency @ work trainingJeffrey Barnes
This document summarizes a social fluency training program called "@ Work for Tech Employees" that aims to promote collaboration and communication skills for technology companies. The program teaches interpersonal skills like self-awareness, rapport building, influence, storytelling, and techniques for teams. It uses hands-on exercises and games to help participants practice new behaviors and see immediate benefits in their workplace relationships and success. The goal is to boost innovation, productivity, engagement, and retention for technology companies by enhancing employees' social skills.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
Knowing me knowing you client evening 29 feb 2012Huntswood
Huntswood uses psychometric assessments like the Thomas International suite of tools to help clients succeed through understanding strengths, limitations, and behaviors. These tools provide insights into aptitude, personality, emotional intelligence, and how individuals and teams operate. Huntswood helps clients interpret results to improve performance across the employee lifecycle from recruitment to development to retention. The presentation discussed how assessments identify strengths and development areas to build high-performing teams and coach individuals effectively.
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
This document defines management by objectives (MBO) as a process where managers and subordinates jointly set goals and define responsibilities. It lists the key characteristics of MBO as being goal-oriented, participative, focused on key result areas, using a systems approach, optimizing utilization, being dynamic, practical, ensuring multiple accountability, and taking a total approach. The document also outlines the types of objectives used in MBO, including external, internal, qualitative, and quantitative objectives. It discusses the benefits and advantages of MBO, as well as potential disadvantages, and provides suggestions for improving its effectiveness.
Watch the companion webinar at: http://embt.co/1FTVdGF
Every year the State of Texas CIO releases the five-year State Strategic Plan with IT initiatives for government organizations to implement. How many of the items from the November 2014 plan update have you planned for or put in place? If you need help aligning with these state objectives, join this session to learn how ER/Studio can enhance your data architecture to meet these goals.
In this age of data policies and protection, Texas State agencies are required to develop controls to ensure confidentiality, integrity and availability of their data. In this webinar, we’ll show a live demonstration of ER/Studio and describe how it addresses key areas of the strategic objectives, including:
+ Data security and privacy classifications
+ Data quality and availability requirements
+ Enterprise planning and collaboration within and across organizations
Management by objectives performance appraisalcicasberli
This document discusses management by objectives (MBO) performance appraisal. MBO involves setting clear strategic and departmental goals that are then used to review individual performance results. While MBO has been widely discussed since the 1950s, surveys find that less than 10% of firms regard their MBO system as very successful. MBO implementation varies between organizations in terms of whether objectives are set for the whole organization or sub-units, and how manager and subordinate participation is approached. Effective MBO requires managers to have clearly defined objectives that contribute to overall company goals, and for subordinates to help set objectives at higher management levels.
This document discusses management by objectives and leadership strategies. It outlines an approach called ZYX, which involves breaking barriers, having clear goals or an "end in mind," remembering past successes, and multiplying growth through strategies like templating processes, attracting and retaining customers and suppliers, batching orders, partnering, integrating systems, thinking enterprise-wide, copying best practices, exchanging ideas, and simplifying processes. The key is to predict the future by creating a clear vision and plan to get there.
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
A brief presentation about Annual Performance Management. Performance Appraisal cycle, how to set objective, how to give constructive feedback, and finally feedback Dos and Don'ts
My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.
The document discusses competency mapping, which involves identifying the key competencies required for effective performance in specific jobs or roles. It defines competencies as a combination of knowledge, skills, and attitudes. The document outlines the components and models of competency mapping, including behavioral indicators, generic vs. professional competencies, and the advantages and disadvantages of competency mapping for companies, managers, and individuals. It also describes the process of developing a competency mapping model and using it to link human resources systems.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
Revitalent provides tailored talent development solutions consisting of 3 stages:
1) Assessment and feedback to increase awareness of areas for improvement
2) Learning and practice through exercises with training, support, and experience in real situations
3) Review of results and restart of the process to continuously improve skills naturally over time.
Their approach focuses on learning rather than training by engaging participants and applying concepts to real work to better develop managers and professionals.
HR Field Guide discusses 3 methods for developing employee skills through performance-driven learning:
1. Soft skill development through e-learning modules and social learning.
2. Functional skill development using diagnostic assessments, targeted learning programs, and mobile learning for on-the-job training.
3. Compliance training via e-learning to ensure regulatory requirements are met and records are maintained.
Integrating learning and talent management systems allows organizations to link skills development to performance goals and drive business outcomes.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like change management, leading indicators, and the neurobiology of change. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations. Distinguished speakers will present case studies and advice on overcoming
Performance Strategy & Change Management Brochure 11 13 2012Claudia Rubino
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to performance management and leading organizational change through plenary and breakout sessions. Attendees can learn about creating strategic alignment, sustaining change initiatives, measuring performance, and more. High-level speakers from organizations like Deloitte, NASA, AARP, and the Wendy's Company will present. Pre-conference workshops will also be offered on topics like the balanced scorecard, change management, leading indicators, and the neurobiology of change. The goal is to provide learning opportunities to help enhance executive strategy and enable positive change within organizations.
ASTD ICE 2011 Session W316: Description: By itself, training often is not enough to improve individual or organizational effectiveness. After all, training is only an appropriate intervention when the performance gap is due to a lack of skills and/or knowledge. Solutions that affect real change and fully address business needs typically involve multiple interventions. Learning and performance professionals require basic skills to gauge and stage business readiness to support training sustainability. The speaker will present a step-by-step approach that will allow you to start adding change management tools and techniques to your existing training toolkit.
Objectives:
-Identify common change-management tasks for learning initiatives
-Implement simple tools for creating deliverables
-Integrate change-management tasks with training tasks to create an overall transition strategy.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
The document discusses competency measurement and its importance. It defines a competency as an underlying characteristic that enables superior job performance. It then outlines various methods for identifying competencies required for roles and measuring individuals' competencies, such as expert panels, surveys, and assessment centers. Competency measurement is important for objectives like performance management, learning and development, assignments, and career planning. It establishes standards and provides fact-based feedback for improvement.
This document contains information about training and performance appraisal. It discusses:
1) Key aspects of training such as needs assessment, design, implementation, transfer, and evaluation.
2) The performance appraisal process including developing standards, collecting information from various sources, and potential rater issues.
3) Factors that can affect employees' acceptance of performance evaluations like ensuring two-way communication and allowing employees to challenge ratings.
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Motivational Maps Ltd provides online personality assessments called Motivational Maps that are based on theories of human motivation. Their assessments can be used individually, with teams, and organizationally to understand people's energies, emotions, and how they are motivated. Motivational Maps has over 100 practitioners worldwide and offers their assessments and related services to charities, education, public sector, and corporate clients. Their assessments draw from theories of Maslow's hierarchy of needs, career anchors, and the Enneagram to provide accurate insights into motivation.
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Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
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BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
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- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
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For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
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• Communication Mining Overview
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Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
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The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
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Gopinath Rebala
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#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
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My slides at Nordic Testing Days 6.6.2024
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2. How to coach
Clarify performance shortfall
and expectations
Gain commitment to
2. Challenging
accepting more difficult tasks
Provide strategies and performance
techniques for improving Accurately describe problems
performance and identify root causes
Help the person develop ways Encourage the person to
to monitor performance and express his or her feelings
self-correct in the future Facilitate the development of
personal insights
3. Counselling Explore behavioural
alternatives that could solve
behaviour the problem
1. Tutoring
technique
4. Mentoring
Help the person develop Help understand their
technical understanding and political savvy/ organisation and gain
competence political savvy
gut feel Sensitise to the likes and
Design effective learning dislikes of senior executives
strategies and increase the Model the goals and values
pace of learning of the organisation
Teach the person how to
Share technical insights manage her/his own career
3. Management by Objectives
Task Motivation
INDIVIDUAL assignment Assertiveness
Professional Effective Influencing
development communication tactics
Types of
people
Workload Feedback
Milestones/
Forward metrics
pipeline
Critical Group
Path/Gannt Diagnostics stages
Balanced
scorecard
Financial levers/ Handling
GROUP Cash flow
Experiments
conflict
OBJECTIVE SUBJECTIVE
4. GROUP/OBJECTIVE
Why plan and review progress?
• Depersonalises issues:
– Data is “out there” and the whole team can look at it
and critique it
• Provides focus:
– “What gets measured gets managed” – especially if it
is on the team wall
– BUT you need to make metrics hard to “game”!
• Simplifies communication
– Explain stuff once – then come back to the same
points and see how you are dealing with them
5. GROUP/OBJECTIVE
Different team objectives/situations
.XXX Technical Communications
You
Targets
Power
modular
Language of
product undefined α β 1.0 3.0
architecture
Process experiential compression
Source: ARM PhD
7. GROUP/OBJECTIVE
.XXX financial levers
ILLUSTRATIVE
-12%
Downloads Actionable?
+8% No point showing
# Sales = junior people stuff
+23% they cannot do
Conversion rate anything about – it
just frustrates
them
+7% Revenue = X Timely?
How often does
the data change –
and how efficiently
can you update it?
-1%
Revenue/
sale=
8. GROUP/OBJECTIVE
.XX organisation chart
management team
Can you create sub-
teams that scale up
more easily?
.XXX How will your time be
freed up to manage
external perceptions –
Customer Product management and key
clients?
Market Support Develop Test/QC
1 FTE 3 FTE 2 FTE
9. GROUP/OBJECTIVE
.XXX product road map
ILLUSTRATIVE
Old .XXX customers
Old AAAcustomers
Business/market
New customers
Product/service Old tool Acquired tool New build tool
Technology
??? ??? ???
Training: www.ifm.eng.cam.ac.uk/ctm/trm/documents/strat_roadmapping5.pdf
10. GROUP/OBJECTIVE
.XXX Gannt/critical path
Q3’07 Q4’07 Q1’08 Q2’08 Q3’08 … Q3’10 ILLUSTRATIVE
Develop What is the company year
end for overall budgets?
Test
Release What is the release
schedule? (e.g.first, new
version, patch)
Support
Who are the critical
Develop
resources? (e.g. testers
Test get pulled into live
Release support)
What external deadlines
Support cannot be slipped? (e.g.
major shows, key
clients)C
11. GROUP/OBJECTIVE
Tech Comms Balanced Scorecard
Financial - to succeed financially, how must we appear to our
shareholders? e.g. reducing internal investment, increasing return by
selling documentation, reducing after-sales support calls
Customer - to achieve our vision, how must we appear to our
customers? e.g. customer survey on technical communications project
management
Business process - to satisfy our customers and shareholders, what
business processes must we excel at? e.g. quarterly customer
satisfaction/support surveys
Learning and growth - to achieve our vision, how do we sustain our
ability to change and improve? e.g. training and related cost savings
Source: Mead (1998) Measuring the value added by Technical Documentation, A
review of research and practice (tc.eserver.org/10355.html); Carliner (Physical,
Cognitive, Affective): saulcarliner.home.att. net/id/newmodel.htm
12. GROUP/OBJECTIVE
Tech Comms service levels
What dimensions do
Cost α β 1.0 end-users value in
Technical
Tested
Communications:
Live support -media (file, embedded,
Community online, live,
Diagnostics community…)
-richness (entry level,
power user)
Experimental First iteration
Embedded error Text/online help What breakpoints do
handling Quick start guide users perceive on
Power user features these dimensions?
What service levels do
Technical
Communications need
Worst point – Delivered to deliver to get to each
high cost but service level?
not different
Source: Kodak photo booths (time to develop – customer workshop), Xerox vs Canon
photocopiers (time between failures – miniaturisation capabilities)
13. GROUP/OBJECTIVE
Tech Comms: filling out design
1. Research scope ILLUSTRATIVE
(2-4 weeks)
error text What interim
2. Design deliverables are
(2-6 weeks) topics
needed at each
stage to scope the
Green light work and support
clean handovers
3. Development within the Technical
(3-12 weeks) Communications
team?
4. Writing full text
(2-10 weeks) diagnostics What effort is
associated with each
5. Testing
interim deliverable
(4 weeks) for each service
Release level?
6. Support
QC
15. GROUP/OBJECTIVE
Workload
ILLUSTRATIVE
When will you need to
start hiring new people
– and what will their
learning curve be to
take up the workload?
Are there short term
blips that might require
sub-contracting staff or
borrowing from general
pool?
Q3’07 Q4’07 Q1’08 Q2’08 Q3’08 … Q3’10
16. INDIVIDUAL/OBJECTIVE
Good task assignment
• Clean task
– No “long loop”
– Representative user
• Assertive introduction
– Not aggressive
– Right degree
• Shared responsibility
17. INDIVIDUAL/OBJECTIVE
Personal development
Interpersonal & Results Focus Problem-Solving Knowing our Leadership
Communication business
INFLUENCING
Persuading others ACHIEVING RESULTS ANALYTICAL THINKING RESOURCE USE PEOPLE MANAGEMENT
internally/ and or Achieving goals for Breaking down problems Responsible use of the Facilitating the effectiveness
externally to support and organisation. These goals and issues in order to organization’s resources of others through providing
buy into desired courses may include meeting resolve them and awareness of costs direction and a motivating
of action quality standards, and financial controls work climate. This
achieving targets or competency is generally
COMMUNITY SPIRIT/ working within budget needed by those in a
TEAMWORK CUSTOMER FOCUS
CONCEPTUAL position of formal leadership
Showing respect and Delighting customers by
support for others and THINKING pre-empting and
genuinely valuing their Seeing how ideas and responding to their needs
OWNERSHIP OF
contribution issues fit together. It in a timely and
RESPONSIBILITY
includes recognising appropriate way
Taking personal
patterns and trends and TRAINING AND
INTERCULTURAL responsibility for ones
the big picture KNOWING THE DEVELOPMENT
AWARENESS actions and
EXTERNAL Coaching and developing
Is appreciating and demonstrating pride in
ENVIRONMENT others to help them achieve
valuing others from working for organisation
Understanding the their full potential
different backgrounds, INNOVATION competitive environment
cultures and expectations Daring to be different by and external forces
(internally and externally) PLANNING suggesting new and impacting upon organization
Establishing the route to radical ideas and finding
achieving defined goals alternative solutions to
INTERPERSONAL
AWARENESS those that are CROSS-COMPANY
Is an accurate awareness established, tried and INFORMATION FLOW
of other people, needs, tested. Actively sharing ideas and
ADAPTABILITY/
motives and feelings, information across the
FLEXIBILITY
adapting behaviour organisation This involves
The willingness to change
accordingly both seeking out and
priorities and act
alerting others to pertinent
differently as the situation
information
demands, responding
RELATIONSHIP positively to change
BUILDING SPECIALIST TECHNICAL
Building and OR PROFESSIONAL
maintaining SKILL AND KNOWLEDGE
relationships with
contacts internal and /
or external to
organisation
18. INDIVIDUAL/OBJECTIVE
Clean task assignment
No “long loops”
e.g. separating engine design and car chassis
design is ineffective because the size of the
engine impacts the hood and the weight of the
car overall impacts the size of the engine
needed. Expensive changes late in design like
adopting an aluminium engine result.
Representative user
e.g. pick a lead user who will
give feedback iteratively and
whose needs are close to a lot
of the final target audience
19. INDIVIDUAL/OBJECTIVE
Being assertive
“acting appropriately on one’s own behalf while not
violating the rights or stifling the viewpoints of others”
1. Act as if you have the right to assert yourself
2. Volunteer – give them “something to shoot at”
3. Take the initiative. If nobody seems to understand, get up and draw a
picture. Offer to follow-up on something where you have a stake.
4. Make frequent, short contributions. Elaborate on the comments of others.
5. Use strong verbals. Speak firmly and concisely, without overqualifying.
6. Use assertive body language – eye contact, lean slightly towards the
other person, gesture broadly, be animated
7. Know the limits of your personal and psychological space, and know
when those limits are being violated.
8. React when aggressors try to silence you.
9. Practice saying “No”.
10. Extinguish verbal aggression through selective inattention. Point out
offensive words and only respond when those words are not used.
11. Give assertive feedback on aggressive or offensive behaviour.
20. INDIVIDUAL/OBJECTIVE
Right degree of assertiveness
Do it or else
Do it now
Do it
Please do it
I need you to do it
I would like you to do it
I would appreciate it if you did it
If I’m not imposing, I’d like you to do it
Would you do it?
Would please do it?
Would you mind doing it?
Do you have time to do it?
Could I ask you to do it?
Shall I do it myself?
Okay, I’ll do it!
When do you want it done?
21. INDIVIDUAL/OBJECTIVE
Effective communication - BEST
Bottom-line Make it simple, clear,
concise
Evidence and Prove it. Show how it
examples applies. Make it specific
and concrete.
Summary Restate key points,
themes. Reinforce.
Time awareness Keep it short.
22. INDIVIDUAL/OBJECTIVE
Ask questions!
NOT … BUT
Rapid-fire, staccato questions that sound Directional questions e.g. Have you
like an interrogation considered selling the technology?
“Prisoner’s Dilemma” questions that trap Clarifying and probing e.g. what do you
the respondent e.g. “when did you stop mean by “incendiary”?
wasting the company’s cash on that?”
Encouraging participation e.g. Carl, if this
Multiple questions were your call, what would you do?
Questions that respondent cannot know Facilitating a meeting e.g. Are there any
e.g. “what motivated John?” comments on the agenda?
Questions that are statements Building relationships e.g. how long have
you been collecting stamps?
Why questions (imply disapproval)
Stimulate creativity e.g. what if you
reversed those steps?
23. INDIVIDUAL/OBJECTIVE
Handling responses/questions
1. Listen carefully
2. Summarise the response/question if it is long
or complex
3. Reinforce correct answers or positive
contributions
4. Give partial credit where the answer has some
positive elements
5. Acknowledge their effort and redirect the
question when the response is off track
6. Defer or deflect questions where you don’t
know the answer
24. INDIVIDUAL/SUBJECTIVE
Motivation
“The inner force that drives individuals to accomplish
personal and organisational goals”
caused by:
#1 Interesting work #1 Interesting work
#2 Full appreciation of work done #2 Good wages
#3 Feeling of being in on things #3 Job security
Source: Kovach (87) “What motivates Source: Harpaz (90) “The importance
employees? Workers and supervisors of work goals: an international
give different answers”. Business perspective. Journal of International
Horizons 30 58-65 Business Studies 21, 75-93
but!!!!
… factors are not additive and vary with age and income
25. INDIVIDUAL/SUBJECTIVE
Motivation also varies by role
Individual Team
Bob
Sales
Karen
Marketing
Jules
Development
Zac
Technical
Services
Jill
26. INDIVIDUAL/SUBJECTIVE
Maslow’s hierarchy of needs
Self-actualising “lower level needs
-interesting work have to be satisfied
before next higher
Esteem
level need will
-full appreciation of work done
-promotions and growth motivate”
Social
-feeling of being “in on things”
-tactful discipline
Safety
-job security
Physiological
-good wages
-good working conditions
Source: Maslow (43) “A theory of human motivation” Psychological Review, 370-396
27. INDIVIDUAL/SUBJECTIVE
Herzberg motivator and hygiene factors
“If motivators are present,
satisfaction will occur – but
absence will not lead to
dissatisfaction.
If hygienes are absent,
dissatisfaction will occur – but
presence will not lead to
satisfaction”
Source: Hertzberg, Mausner, Snydermann(59) “The motivation to work” John Wiley
28. INDIVIDUAL/SUBJECTIVE
Making jobs motivating
Job enlargement More activities and more
variety of activities
Job enrichment Add higher level
responsibilities and give
compensation if
accepted
Promotion Change job to one with
higher level
responsibilities with
compensation
29. INDIVIDUAL/SUBJECTIVE
Influencing tactics
Positive Negative
Explaining Avoiding
Legitimising - authority Passive aggressive
Ignoring
Logical persuading - data
Delaying
Asking
Threatening
Appealing to friendship - favours
Describing punishment
Socialising - disclose yourself Inflicting punishment
Consulting - appeal to expertise Carrying, brandishing or refering to
Stating - Assert a weapon
Inspiring Intimidating
Appeal to values – tell stories Using size or power to get your way
Interrupting
Modeling – give the example
Manipulating
Exchanging – create win-win
Witholding information
Alliance Building – build consensus Lying or disguising your intent
30. INDIVIDUAL/SUBJECTIVE
Different types of people
Extraversion E I Introversion
Sensing S N Intuiting
Thinking T F Feeling
Judging J P Perceiving
Source: Myers Briggs Type Indicator (MBTI)
31. INDIVIDUAL/SUBJECTIVE
Recognising and adapting to types
Recognise How to work with them Recognise How to work with them
Extravert •Team meetings Intravert •Don’t embarrass them
•Think out loud •Assign presentations •Like working alone •Listen
•Discuss before writing •Don’t assign solo work •Write out ideas first •Allow them to prepare
Sensors •Give facts INtuitors •Ask them to challenge
•Factual – proven? •Outline step-by-step •Future/big picture •Don’t give detail
•Fine tune not invent •Show how risk reduced •Restless/energy bursts •Allow them to daydream
Thinkers •State the principles Feelers •Be responsive
•Analytical/objective •Give analysis/graphs •Concerned for people •Ask them to evaluate
•May seem insensitive •Ask them for review •Empathic/good listener impact on people
Judgers •Start and end on time Perceivers •Be flexible/adaptable
•Want closure •Be structured/neat •Dislike tight deadlines •Avoid tight deadlines
•Impatient •Use them to manage •Process not results •Ask them to handle last
•Make to do lists time and monitor tasks •Spontaneous minute changes (but
ensure Judgers have
time to get product out!)
Source: Myers Briggs Type Indicator (MBTI)
32. INDIVIDUAL/SUBJECTIVE
Influencing different types
ST Practical and matter of fact NT Logical and ingenious
Logical persuading – STs are factual Appeal to values – they like
and logical. Show your plan/proposal pioneering, and subordinate human
is well thought out and evidence values to abstract patterns and
based. possibilities
Legitimising Logical persuading – their logical
Exchanging (if it seems logical!) side
Consulting – they want involvement
SF Sympathetic and friendly NF Enthusiastic and insighful
Socialising – SFs are also pracitcal, Consulting – NFs are interested in
but approach decisions with the complexities of human
subjectivity and human warmth. communication
Appealing to friendship – SFs trust Alliance building – they are very
their feelings and are more interested concerned about the impact on
in facts about people people and want to involve others in
Consulting planning
Appeal to friendship
Appeal to values
33. INDIVIDUAL/SUBJECTIVE
Why give feedback?
What I know about me What I don’t know
about me
Arena Blind spot
What others know
about me
Interpersonal communication Seeing yourself as others see
depends on open and free you is key to self-
exchange of information. With understanding. Soliciting
greater disclosure, feedback is the primary
communication increases and tool for anticipating blind spots
serious conflict decreases
Facade Unknown
What others don’t
know about me
Selective disclosure of Without feedback, the
hidden feelings, ideas, unknown stays unknown.
attitudes, goals and values Feedback generally gives
can build the relationship with illumination for both
others. With a big façade, parties
people doubt your intentions.
Source: Johari window, Joseph Luft and Harry Ingham
34. INDIVIDUAL/SUBJECTIVE
Giving feedback
1. Why
Before giving feedback, think about your motives and perceptions. Are you
being genuinely helpful and positive? Are you perceiving the situation
correctly?
2. When
Avoid feedback:
• you are angry
• you want to put someone down
• you have not observed the behaviour yourself
• the other person cannot change or control the thing you want to discuss
3. Be SPECIFIC
• Avoid labels, judgements or stereotypes e.g. “unprofessional”
• Avoid exaggerating for emphasis e.g. you are ALWAYS this careless
• Avoid judgement words like “good”, “better”, “should”
4. Speak for yourself
Restrict your comments to what you have seen yourself and how that makes
you feel. Offer your perceptions as perceptions, not facts
35. INDIVIDUAL/SUBJECTIVE
Receiving feedback
1. Be receptive to feedback
You don’t need to believe everything – but you have to be willing to
listen! If you are too busy to be responsive, say so and set another
time.
2. Listen carefully
Attend to the person, avoid interrupting, and stay focused on the
message, despite your emotional reactions to it. Confirm your
understanding by paraphrasing and summarising.
3. Control your physiological responses
Breathe deeply, relax the muscles in your face, neck and shoulders. If
you find your body reacting (e.g. crossing arms, legs), control it.
4. Avoid the impulse to argue or defend yourself
Swallow the impulse to argue. Defending yourself closes your mind
and makes you competitive. You can argue with the facts, but not with
the perceptions – and that is all feedback is!
36. GROUP/SUBJECTIVE
Intervening in groups
Forming the group, setting ground
Forming
rules, finding similarities
Storming Dealing with issues of power and
control, surfacing differences
Managing conflict, finding group
Norming
norms, resurfacing similarities
Functioning as an effective group
Performing
Finding closure
Adjourning
Source: Tuckman model of group development
37. GROUP/SUBJECTIVE
Handling conflict
• Deflect aggression
– Focus on the issues
– Do not defend yourself – ignore insults
• Defuse emotional issues
– Step away from the situation and cool off
– May need to address the relationship problems first
• Choose to remain centred and objective
• Know what’s important
• Use the energy of conflict to probe and problem
solve
• Conflict is not a contest
38. GROUP/SUBJECTIVE
Overt and covert conflict
Covert conflict Overt conflict
hi Passive Assertive
Other’s
degree of
cooperation
low Passive-aggressive Aggressive
low hi
Other’s acknowledgement of conflict
39. GROUP/SUBJECTIVE
Handling passive-aggressives
• Recognise their need for control
Avoid
• Avoid power struggles initially Inform
– Give on some issues Engage
Disclose
Explore
Wait
• Appeal to self-interest
Assert
Surface
• Reveal your own frustration Declare
Specify
Persist
• Use confrontation as a last resort Confront
Surface
Declare
Specify
• Enforce agreements by making them public Enforce
40. GROUP/SUBJECTIVE
Passive
• Easier than passive-aggressives
• Will usually co-operate because they
dislike confrontation
• However they may later change their mind
when they no longer feel a threat!
41. GROUP/SUBJECTIVE
Aggressive*
• Deflect aggression
– Ignore insults
– Focus on the issues
• Know and act on your limits
– When you reach your limit, calmly and firmly
tell the aggressor to stop
– State that you refuse to be treated that way
and suggest a later meeting when they are
calmer
*”Excessively controlling or threatening, being overly competitive, being insulting or
intimidating, needing to prove others wrong, winning at others expense, acting
spitefully or vengefully”. Or physically forcing people to do things!
42. GROUP/OBJECTIVE
Reporting vs. milestones/metrics
Weekly: Operating Committee
-Review short-term deadlines and load-balance
-Share external feedback and priorities
Need:One pager summaries from sub-team leaders etc
Monthly: Management team
-Review progress against milestones
-Identify causes of slippage and budget variance
Need:Time reports, quality metrics etc
Quarterly: Budgeting
-Account for time
43. GROUP/OBJECTIVE
Why diagnose?
• Expose your thinking and explore the real
alternatives thoroughly
• Build an “open” logic to the decisions that
draws your team into participating
• Identify what you have to manage closely
and allow experimentation on how to get
there
44. GROUP/OBJECTIVE
When experiment?
• Where value at risk is high and the
winning approach is changing
• Where costs or risks can be reduced by
staging commitment through early trials
(non-scaleable) or pilots (scaleable)
• Where outcomes from those trials or pilots
can be observed quickly and resources
committed accordingly
Editor's Notes
We started out by writing out a contract, describing your current situation and what gaps needed to be covered by coaching. For the first couple of months, most of the coaching was Tutoring on specific techniques. This was a good place to start because it helped you get to grips with your new teams. You were producing plans, discussing them in the team and resolving conflicts anyway, and having short tutorials that helped you prepare materials for those team sessions was useful. In the next couple of months we have been doing more Challenging. While we have done some content sessions on areas which were gaps (e.g. how to coach, how to assign tasks), we reviewed quite a lot of progress material that you were producing. This was also useful because it helped you to practice presenting and showing where you were going.
A range of skills are needed to Manage by Objectives. A good place to start is the Group Objective. As we will see these Objectives were quite different in a profit centre (.NET) and in a service unit (Tech Comms). Consequent we did separate sessions for the first few tutorials until you had your business plan/balanced scorecards in place. Objectives need to be assigned to individuals as tasks, and those individuals need to be developing themselves professionally. Individuals also need to make sense of their objectives for their own subjective experience and satisfaction. We discussed how to assert and take feedback, and we did tutorials on motivation, influencing tactics and different types of people. Individuals interact, and the group as a whole can be a positive or a negative experience. We looked at group dynamics and ways to handle conflict. Finally, we closed the loop by looking at Group progress against milestones, diagnosing issues and experimenting with new approaches.
The situations for .NET as a profit centre and Tech Comms as a service unit are very different, so objectives are expressed very differently. .NET is a self-contained unit, so James is mostly trying to influence people who reported to him, while Rachel needs to influence many different leaders of other groups (Development, Testing, Marketing etc) to get Tech Comms to work smoothly. James can rely on authority more than Rachel. .NET is an experimental unit trying to define new products in a market that has not yet formed, while Tech Comms is operating with well-defined market standards for what good help looks like at different stages. This makes it easier for Rachel to communicate using commonly understood terms and define standards. .NET is experientially iterating releases of products to learn about market needs, while Tech Comms is trying to compress the time to get high quality help out for a whole series of products at the same time. Rachel needs to manage a forward pipeline of many products for a set of largely independent “consultants” while James needs to integrate the efforts of a large team around a few core products.
.NET topline revenue targets drive the activity of the whole team
.NET revenue targets require a series of financial levers to work together. The whole team has to pull together to grow revenues by improving Downloads (Marketing getting customers interested), Conversion rate (Sales convincing users to pay) and Revenue per Sale (Development providing a higher value bundle). Drawing together actionable and timely data on these key levers of the business means that .NET is able to identify trends and understand what progress is being made towards critical breakpoints (e.g. $750/product bundle) that need to be reached when to make the revenue plan.
The objectives then relate to sub-teams within the .NET division, giving challenging but autonomous tasks to the people reporting into James.
.NET financial objectives depend on getting new products to market to build a more valuable bundle over time. Understanding what key technologies are needed to make that product road map and when they have to be in place gives the critical path for the development team.
The critical path forward plan lays out the dependencies to make the product road map, and makes clear the impact of not getting resources assigned in time.
By contrast, a service unit Tech Comms needs to balance the cost of providing service levels with customer satisfaction and quality.
Consistently delivering good enough quality to make Red Gate help distinctly better requires a clear understanding of the different service levels needed at different stages in a products life and making sure those are delivered across all products.
Tech Comms need to create interim deliverables that allow Help to be designed into products from the start rather than tacked on as an afterthought.
Tech Comms need to estimate effort and assign responsibilities for a forward pipeline of work from across the whole of Red Gate. Making this forward pipeline visible is difficult but essential.
Once a plan is in place, the team can anticipate how much effort will be needed overall. Changing the timing on tasks or borrowing resources to achieve a smooth growth for the whole team is essential – it takes time to hire and train up new people!
The individuals in the team need to have clean tasks where they can take autonomous decisions and see results, and these tasks need to be introduced to them in an assertive way.
Task assignment needs to take account of the areas where previous reviews have shown that the individual needs to improve. This links tasks clearly to personal progress towards the kind of job that will satisfy the individual. We went through all the key people in the team and identified their development needs using a detailed breakdown of capabilities. We thought about concrete behaviours that they have been doing which illustrate that these are real issues they have to tackle. We thought about specific tasks that they will need to do as part of their individual job and how they can prove they have learnt their lesson.
Assigning clean responsibility for all closely inter-related aspects of a job to one person eliminates the frustration of rework after “long loops”. The most important decision is the representative user who will give feedback to improve the first version of an output. Selecting a user with a good fit to the characteristics of the final audience will reduce the risk of the project.
Manager’s need to assert the importance of the tasks that are critical to progress towards the overall team goals.
Managers need to be flexible to get action, taking into account the real impact of the task not being done.
Clear communication is essential.
Managers should draw on what their colleagues already know by asking questions.
Managers also need to listen to what their expert colleagues say and improve the plan.
Managers need to make jobs motivating
There are clear differences by function (Sales/Service) on what people want to be measured by and how they like to be rewarded
There are two different theories about how people can be motivated. Maslow’s hierarchy says that you have to get a platform of things right before people start to respond to the higher level levers.
Herzberg says that you need to get hygiene factors good enough and then motivators will make people happy.
But in general you need to be moving people towards broader more interesting roles, and giving them compensation if they take on more responsibility
We may not be conscious of the tactics that we use when trying to influence people, but it is worth keeping a diary of our interactions with different key people to see what negative or blind-spot relationships we have and consciously improving them.
People really are different on a number of dimensions
These differences mean that they like different kinds of work, and a wise manager will adapt their style to suit their colleague
Different tactics appeal to different types of people
Feedback is important as work on tasks gets underway, to help colleagues understand how they are perceived.
Making time for good, clear feedback wll pay back longer term
Managers have to listen too!
The overall team/group dynamic will make a big difference to overall performance. Teams normally go through a series of stages and the role of the manager changes as the group matures.
Conflict is a good way to come up with a great solution, and finding positive ways to handle it will make the group effective
Some people are less keen on having direct conflict, and you have to adapt to them.
Passive aggressives who appear to agree but then don’t deliver are particularly hard to handle
Passives are easier
Aggressive colleagues are actually relatively straightforward
The team needs a clear regular view of how progress is going against the plan
Reporting performance into levers or balanced scorecard elements gives a clean overview of how things build up, and allows the team to see how their activities inter-relate. We found that .NET could get more control over downloads by separating out activity by geographical region of the world. This kind of “ad hoc” diagnostic can then get built into the next round of reporting and forms the team vocabulary about what they are trying to achieve.
Having identified problems, the manager needs to give colleagues the autonomy to try to solve them. However she/he can stay in control by setting clear limits to experiments and clear success criteria for further activity.