Developing others


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Leadership - management - developing others

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Developing others

  1. 1.<br />
  2. 2. What is …<br />“Part of the leadership responsibility involves developing the leadership abilities of others in the organization.”<br />
  3. 3. Become Balanced Manager <br />LEADERSHIP<br />Balanced <br />Manager<br />MANAGEMENT<br />DEVELOPING OTHERS<br />
  4. 4. A leader as "a person capable of inspiring and associate others with a dream."<br />Leadership is "organizing a group of people to achieve a common goal.”<br />
  5. 5.
  7. 7. Management<br />Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively<br />Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.<br />Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.<br />
  8. 8. Management Process<br />
  9. 9. The Managerial Roles<br />
  10. 10. The Changing Roles of Management and Managers<br />
  11. 11. Time Spent On Management Function At Different Management Level<br />Planning<br />Organization<br />Leading<br />Controlling<br />Top-level management<br />Mid-level management<br />Lower-level management<br />
  12. 12. Skills For manager Level<br />
  13. 13. Developing Others Scheme<br />
  14. 14. Competency Frame<br />
  15. 15. Competency Concept<br />
  16. 16.
  17. 17. Organizational - Individual<br />
  18. 18.
  19. 19. COMPETENCY<br />
  20. 20. Human Asset Value<br />PERFORMANCE<br />COMPETENCY<br />
  21. 21. Contingency Theory of Action and Job Performance <br />INDIVIDUAL<br />JOB DEMANDS<br />Vision, values, philosophy, knowledge, abilities (competencies), life and career stages, style interest <br />Tasks, functions ,and role <br />BEST FIT AREA<br />Culture and climate, structure and systems, maturity of industry and strategic<br />Organizational Environment<br />
  22. 22. ABILITIES :<br />Knowledge<br />Skills<br />Experience<br />Credential<br />Qualification<br />Improved Individual Performance<br />MOTIVATION :<br />Enthusiasm<br />Initiative<br />Self Confidence<br />Professionalism<br />ROLE CLARITY :<br />Role Perception<br />Personal preference<br />Role negotiation<br />Alan M. Barratt, Dimitri P. Georgides, (1995) "The synolic approach to human resource development"<br />
  23. 23. Methods of People Development<br />
  24. 24. Helping high flyers fly high Martin Galpin, James Skinner, (2004)<br />
  25. 25. Developing Others By Training Based<br />On The Job Training<br />Vestibule (workshop)<br />Demonstration<br />Program Instruction (Assignment)<br />Apprentice<br />
  26. 26. Developing Others by Lecturing Based<br />Seminary<br />Discussion<br />Case study<br />Job rotation<br />Coaching & Counseling<br />
  27. 27.
  28. 28. Delegation of Authority<br />
  29. 29. What’s Delegation<br />Delegation of authority means giving the rights and responsibility to other people in the group to work independently and make decisions.<br />Delegation can be defined as transfer of authority from superior to subordinates.<br />Hence delegation of authority required a strong and trustworthy relationship between the supervisor and the subordinate.<br />Certain amount of freedom should be given to the subordinate such that he can make the decisions whether right or wrong and learn from it. This will in turn help the subordinate grow and get the abilities to be a future leader. <br />
  30. 30. Effective Delegation<br />Give the person a whole task to do<br />Understands exactly what you want them to do<br />Share your picture with the staff person<br />When you want feedback about progress<br />Measurements or the outcome<br />Thank and reward the staff person<br />
  31. 31. S.M.A.R.T. Instructions<br />
  32. 32. Giving Instruction<br />Somewhere along the line, you are going to have to tell another person how to perform a task.<br />Ability to give good instructions will affect the speed at which they learn<br />
  33. 33. Effective Giving Instruction<br />Get people’s attention. <br />Be clear and specific about what you want. <br />If you’re unsure whether or not people have really understood you, have them repeat your message using their own words.<br />Demonstrate or illustrate whenever possible.<br />Only give a small number of instructions at any one time. <br />Use direct and specific language. <br />Don’t rush your instructions. <br />Avoid misunderstandings by asking the person how they’ll approach the issue or task and why. <br />Restate your instructions one more time if necessary.<br />Check back during the initial stages. <br />
  34. 34. COACHING<br />
  35. 35. Coaching and Others<br />
  36. 36. “improving performance at work, by turning things people do at work into learning situations, in a planned way, under guidance.”<br />Coaching<br />
  37. 37. Key Words<br />Improving performance : using a range of learning experiences to bring about improvements.<br />Things people do :which becomes opportunities from which all parties can learn.<br />Planned : so as to get most out of the situation.<br />Guidance :where the coach transfers his knowledge, skills and experience.<br />
  38. 38. How to coach<br />Share your knowledge and skills<br />Help them realize their potential<br />Help them to improve their skills<br /> Its not about how long you spend with people but how well you spend that time<br />
  39. 39. Steps to Coach<br />Competency - Assess current level of performance<br />Outcomes - Set outcomes for learning<br />Action - Agree tactics and initiate actions<br />Checking - give feedback and make sense of what’s been learnt.<br />
  40. 40. 25-07-03<br />Coaching skills...<br />Building Rapport <br />Questioning - Use open questions to prompt a response ( What have you tried?, How could you..?)<br />Observation - Change the way you look at people and situation<br />Listening - What to avoid :<br /><ul><li>Here only what we want to hear
  41. 41. Think we know what people are talking about
  42. 42. Listen to the words but miss the music</li></ul>Helping people change - question words like “never”<br />“Don’t let what you can’t do interfere with what you can do”<br />Develop trust<br />Give feedback<br />
  43. 43. Coaching Vs Mentoring<br />
  44. 44. A plan developed by the specialist with input from a support team that outlines personal and professional development goals and methods of accomplishment for the year.<br />Individual Development Plan<br />