Capability development program (Q & A)
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This document provides guidance on continuing regular check-ins with managers after a trial period and asking the right questions to get more interesting work. It suggests asking managers if they would find feedback helpful at certain points in a project and provides tips on dealing with constructive feedback, such as adopting a growth mindset and realizing feedback comes from a good place.
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PILOT User Research and UX Design Solutions Report
PILOT User Research and UX Design Solutions Report
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Leading Change Successfully
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
Influencing Anybody About Anything
This document discusses different influencing styles and strategies. It describes four main influencing styles: the Inquisitive Investigator who uses facts and logic; the Clear Calculator who analyzes pros and cons; the Mindful Motivator who appeals to emotion and vision; and the Collegial Collaborator who builds consensus through involvement. For each style it provides examples of people who exemplify that style and contexts where the style may be most effective. The document also outlines frameworks for influencing capabilities and strategies. It presents tools that can be used with each of the four main influencing styles to persuade others, such as surveys, storytelling, and active listening. The goal is to help people understand different approaches to influence and choose the right style and
Facilitating Effective Meetings
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
Dealing Effectively With Conflict
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Performance conversations
This document outlines a training program on performance boosting conversations. The 6-unit program covers giving effective feedback, having performance boosting conversations, dealing with conflict, facilitating meetings, influencing others, and leading change. It provides guidelines and frameworks for difficult conversations, including feedback on poor performance and the Five Conversations Framework to improve employee engagement through regular check-ins. Sample questions are given to start conversations in each area of the framework. Benefits of the framework include ongoing dialogue, openness, flexibility, timely information, and a more relaxed approach.
Giving Effective Feedback
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Hire On Future Potential Or Past Performance
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
The Big HR Shifts for the Future
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Innovation & continuous improvement conversation
This document provides guidance for a conversation around innovation and continuous improvement in the workplace. It introduces the topic and outlines four questions to discuss ideas for enhancing efficiency and effectiveness: 1) suggestions for improvement, 2) how it enhances the workplace, 3) barriers to implementation, and 4) where to start. Tips are provided for both the coachee and coach to make the conversation constructive, respectful, and focused on equal, open-minded discussion rather than performance review.
Being Assertive, Not Aggressive or Passive
To communicate effectively, one must be assertive. Being assertive isn't aggression. There is a big difference. What's the difference?
Five Conversations Framework
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
The Three Key Elements of Productive Working Relationships in Teams
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
Characteristics of Team Identity
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Facilitating a Team Debriefing for Impact
The document discusses facilitating effective team debriefing. It recommends using an After-Action Review (AAR) structure to review projects. An AAR focuses on what systems worked well, what didn't, and how to improve for the future. It also discusses building team identity to enhance performance. The document promotes a book by Dr. Tim Baker on using AARs and developing team identity, and provides a link to register for an upcoming online seminar on the topic.
How To Be A Continuously Improving Team
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
The Eight Characteristics of High Performance Teams
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Maximizing Feedback for Maximum Effect
The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Giving Remote Feedback
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Ingredients Of Effective Feedback
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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Capability development program (Q & A)
- 2. Capability Development Pilot Program Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
- 3. Your questions … • I would like to keep the regular conversations with my manager going after the trial, how should I go about that? • Check-in is mostly used for day-to-day work, how do I manage up and make it more about me? • What questions could I ask to get more exposure or involvement in more interesting work? • What is a good ice-breaker before giving upward, constructive feedback? I don’t want to say; ‘you’re causing me grief’. • I know it comes from a good place, but it’s sometimes still tough to receive constructive feedback. How do I deal better with constructive feedback?
- 6. Carol Dweck – Growth Mindset
- 7. Giving upward feedback You can say something like: “Would it be helpful to you for me to give you feedback at certain points in this project?” “Would you like some feedback about how the project is going?”