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HOW TO DEVELOP
          PEOPLE
Leadership Gravity
PPP = Engage + Lead + Results
Why Do People Behave the Way They Do?
  What drives them, what motivates them, what influences them?


  How can you motivate ordinary people to do extra ordinary
  things, with commitment, self worth and great results?


  How can teams make full use of all their personal resources?


  What’s in it for your people to do what they do, better?
Develop Your People.
Develop Your People.
Your organization’s biggest asset is the people in it.

Hiring the best staff is important.

Looking after their interests once they're part of your
team is more so.

For an organization to maximize its investment in its
people, managers also have to become good coaches.

They must learn how to lead and develop others.
How can I develop people?
The answer to the question is "It depends" the main
thing it depends on is the person themselves; the best
you can do is to adapt your approach to their needs not
yours.

All people have preferences for learning. You need to
tailor your development need to best match the
learners’ preference.
The keys to developing staff are
Knowing the person and how they learn then
designing learning to best fit with them [not you].

Breaking the task down into manageable chunks that
can de easily digested by the learner.

Understand people’s personalities; their needs,
differences, strengths, communication and leadership
style, the way they buy, sell and what’s in it for them.
The keys to developing staff are
Create valuable Soft skills that are as important in
today’s world as hard skills. The ability to
communicate at all levels is a vital business skill that
few people have naturally, but most can learn and
develop to personal and business advantage.

Enable your People to drive the business forwards,
rather than slow it down or even put it in reverse. What
do your people do? What would you like them to do?

Developing a view of the future including clear and
SMART Goals – change and goal buy in, achievement
and enjoyment.
The keys to developing staff are
Create high performing and outstanding teams.
Align yourselves with the best.

Develop staff motivation, so people do what they do
willingly – this can be monitored with the satisfaction
at work survey. Staff motivation leads to increases in
output and productivity and decreases in absenteeism,
sick days and unwarranted conflict.

Develop Champion Behaviors and winning Ways.

Run effective Talent Management programs to
ensure your biggest investment, your people, increase
in value and worth for themselves and the company
Develop a Plan to Develop People
An individual or organization must have a conscious
plan in place and a determination to make the
development of people a top priority.

Having no plan actually stunts people's growth.

How do you encourage managers to develop their
people?
Very common problem 
People are usually recruited into a firm initially for
their technical or financial skills. As they grow in their
jobs, more and more people management
responsibilities are added to their work.

Getting the best out of their people starts to determine
the success of their department and the success of the
manager too.

However, some managers may not see the need to
change and develop personally or may not know how
to. They prefer to remain in their comfort zone as
technical experts.
Very common problem 
This is a very common problem at all levels.

Some companies provide promotion opportunities for
their very best technical people to stay in their
technical roles through e g a "Scientific Ladder". ICI
did this.
What is the job of a manager? 
The manager's job is to get the
business of the organization to grow
and prosper by working through
other people.

However clever or dedicated he/she
is there is never enough time to do
everything her/himself.

If the manager attempts this, the best
people working for the manager will
leave and the manager is likely to
fall ill with stress.
How can the organization encourage more
         people management?
  People in organizations are strongly motivated to do
  what they are rewarded for. Rewards are tangible
  formal things like pay, bonus, and a nicer car.

  However, the more powerful positive intangible
  motivators are the interest, praise and attention that
  others give you when you go about your work.
How can the organization encourage
   more people management?
 It helps if people are rewarded like this for
 encouraging their people and developing them as well
 as achieving the bottom line results. Some companies,
 including IBM, have set one of the criteria for judging
 management performance to be how effectively the
 manager develops his/her staff.
The habit of development 
I did a study in a client company that showed that
people became developmental if their first experience
of being managed in the company was with a
developmental manager.

They acquired the habit of development through their
own experience of being developed. Perhaps
organizations should rethink their induction of staff to
make those early weeks a developmental experience by
mentoring and having induction courses much more
experiential than they sometimes are.
The habit of development 
People could have an exercise to explore the
organization in pairs and find out the values or beliefs
about what is important to do in the company to be
successful.

This would grow the candidates and it could give the
top management of the organization much food for
thought too. Outsiders often get very authentic
information because they have no axe to grind.
The habit of development 
You could also consider recruiting people for their
ability and willingness to learn as well as their current
skills. In this way you would have people with
developmental attitudes and skills coming into the
company with the habit of development in place
already. You could design your interviewing or
assessment centers to find people who can learn and
enjoy helping others learn.
Simple practical activities that you can use

   This simple practical activities that you can use to help
   your people develop. They will also help your business
   because your people will contribute more and work
   better together. You will probably find that they save
   you time and effort too.
           Appreciation
           Coaching
           Co-consulting
           Counseling
           Delegation
           Developmental meetings
           Listening
           Information
Final Message
Develop your people and you will develop your
business. People are your business. It is people that
drive a business forwards, slow it down or even put it in
reverse.




The ultimate leader is one who is willing to
develop people to the point that they surpass him
or her in knowledge and ability."
                                     -- Fred A. Manske, Jr.
How To Develop People

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How To Develop People

  • 1. HOW TO DEVELOP PEOPLE
  • 3. PPP = Engage + Lead + Results
  • 4. Why Do People Behave the Way They Do? What drives them, what motivates them, what influences them? How can you motivate ordinary people to do extra ordinary things, with commitment, self worth and great results? How can teams make full use of all their personal resources? What’s in it for your people to do what they do, better?
  • 6. Develop Your People. Your organization’s biggest asset is the people in it. Hiring the best staff is important. Looking after their interests once they're part of your team is more so. For an organization to maximize its investment in its people, managers also have to become good coaches. They must learn how to lead and develop others.
  • 7. How can I develop people? The answer to the question is "It depends" the main thing it depends on is the person themselves; the best you can do is to adapt your approach to their needs not yours. All people have preferences for learning. You need to tailor your development need to best match the learners’ preference.
  • 8. The keys to developing staff are Knowing the person and how they learn then designing learning to best fit with them [not you]. Breaking the task down into manageable chunks that can de easily digested by the learner. Understand people’s personalities; their needs, differences, strengths, communication and leadership style, the way they buy, sell and what’s in it for them.
  • 9. The keys to developing staff are Create valuable Soft skills that are as important in today’s world as hard skills. The ability to communicate at all levels is a vital business skill that few people have naturally, but most can learn and develop to personal and business advantage. Enable your People to drive the business forwards, rather than slow it down or even put it in reverse. What do your people do? What would you like them to do? Developing a view of the future including clear and SMART Goals – change and goal buy in, achievement and enjoyment.
  • 10. The keys to developing staff are Create high performing and outstanding teams. Align yourselves with the best. Develop staff motivation, so people do what they do willingly – this can be monitored with the satisfaction at work survey. Staff motivation leads to increases in output and productivity and decreases in absenteeism, sick days and unwarranted conflict. Develop Champion Behaviors and winning Ways. Run effective Talent Management programs to ensure your biggest investment, your people, increase in value and worth for themselves and the company
  • 11. Develop a Plan to Develop People An individual or organization must have a conscious plan in place and a determination to make the development of people a top priority. Having no plan actually stunts people's growth. How do you encourage managers to develop their people?
  • 12. Very common problem  People are usually recruited into a firm initially for their technical or financial skills. As they grow in their jobs, more and more people management responsibilities are added to their work. Getting the best out of their people starts to determine the success of their department and the success of the manager too. However, some managers may not see the need to change and develop personally or may not know how to. They prefer to remain in their comfort zone as technical experts.
  • 13. Very common problem  This is a very common problem at all levels. Some companies provide promotion opportunities for their very best technical people to stay in their technical roles through e g a "Scientific Ladder". ICI did this.
  • 14. What is the job of a manager?  The manager's job is to get the business of the organization to grow and prosper by working through other people. However clever or dedicated he/she is there is never enough time to do everything her/himself. If the manager attempts this, the best people working for the manager will leave and the manager is likely to fall ill with stress.
  • 15. How can the organization encourage more people management? People in organizations are strongly motivated to do what they are rewarded for. Rewards are tangible formal things like pay, bonus, and a nicer car. However, the more powerful positive intangible motivators are the interest, praise and attention that others give you when you go about your work.
  • 16. How can the organization encourage more people management? It helps if people are rewarded like this for encouraging their people and developing them as well as achieving the bottom line results. Some companies, including IBM, have set one of the criteria for judging management performance to be how effectively the manager develops his/her staff.
  • 17. The habit of development  I did a study in a client company that showed that people became developmental if their first experience of being managed in the company was with a developmental manager. They acquired the habit of development through their own experience of being developed. Perhaps organizations should rethink their induction of staff to make those early weeks a developmental experience by mentoring and having induction courses much more experiential than they sometimes are.
  • 18. The habit of development  People could have an exercise to explore the organization in pairs and find out the values or beliefs about what is important to do in the company to be successful. This would grow the candidates and it could give the top management of the organization much food for thought too. Outsiders often get very authentic information because they have no axe to grind.
  • 19. The habit of development  You could also consider recruiting people for their ability and willingness to learn as well as their current skills. In this way you would have people with developmental attitudes and skills coming into the company with the habit of development in place already. You could design your interviewing or assessment centers to find people who can learn and enjoy helping others learn.
  • 20. Simple practical activities that you can use This simple practical activities that you can use to help your people develop. They will also help your business because your people will contribute more and work better together. You will probably find that they save you time and effort too. Appreciation Coaching Co-consulting Counseling Delegation Developmental meetings Listening Information
  • 21. Final Message Develop your people and you will develop your business. People are your business. It is people that drive a business forwards, slow it down or even put it in reverse. The ultimate leader is one who is willing to develop people to the point that they surpass him or her in knowledge and ability." -- Fred A. Manske, Jr.