Published on September 23, 2014
Introduction to Management 2 Seminar 2 Development of others Stage 2 Session 7
Overview • To look at development, typical managerial scenarios and how to address them • Explore why this competency is so difficult to advance • Discuss development strategies 2
Learning Outcomes of this lecture • To have an enhanced perspective on staff development • To understand some of the critical issues and strategies to employ
Development Mix: 70/20/10 reminder 10% 20% 70% Education Based Relationship Based Experience Based Less Development Impact More Formal / Informal Training Role Modeling Coaching / Feedback On the Job: Development in Role On the Job: Full Job Change • Internal/ External Trng courses • Workshops • Reading • Video • Knowledge Transfer/aware-ness • Copy a Skill / Behavior • Learn from observing others • Exposure to higher level leader • Shadowing • Coaching • Boss, Mentor, • External Coach • 360 Feedback • Projects • Taskforce • Hardship • Job Rotations • Temporary accountability • Staff to line • Stretch assignment • Line to staff • Fix-it / turn-around • Cross -functional move
Development Lots of practice and research suggests development is a difficult competencies to develop (Lominger: Personal Learning) In small groups please then discuss for 15 minutes: - Pablo Picasso • Why do leaders find development planning difficult? • For themselves • For employees? • What are the consequences?
Development Myth 1: There simply is not enough time. Myth 2: If I don’t talk about it, they may not think about it, and the status quo will be safe. Myth 3: Employees need to own their careers; it’s not my job. Myth 4: Everyone wants more, bigger, or better promotions, raises, prestige, or power. Myth 5: Development efforts are best concentrated on high potentials, many of whom already have plans in place.
Development conversations How would you approach a development conversation with the following ‘types – please discuss in pairs for 15 minutes and be ready to share Type of performer How would you approach the development conversation? Top Performer Future Performer Solid Performer Underperformer
Development conversations Type of talent Top Performer • Recognize the person’s high performance level and perceptions of his abilities •Should be targeted, we should look at and develop talent differently, because people are different • Focus on how to provide him with the skills and experiences needed for future roles. • Discuss future aspirations, goals and desired development. • Find out what motivates him and what you and the organization can do to ensure that he stays with the organization. Future Performers • Sharing your perceptions that the person can perform highly in the future • Identifying any performance concerns or expected challenges. • Focus on the steps that she needs to take over the next three to six months, identify how you could provide support, and discuss how to remove or mitigate any barriers to success. Solid Performer • Recognize the person’s solid performance level and accomplishments. • Convey that she is appreciated and well placed, with potential to grow in her current position. • Focus on how the person can improve in her current position, staying aware that new opportunities may arise in the next one or two years. • Learn how you can best engage and retain this individual. Underperformer • Clarify the goal. What is the purpose of the conversation? What exactly does each of us want to accomplish? • Explore the issues. Assessing strengths, vulnerabilities, development needs and performance enhancement. Identifying motivation and career aspirations. • Identify the options. Generate ideas and opportunities for learning and improvement. • Set expectations. What do we want to do first? Next? What are the obstacles? • Motivate. What support is needed? Are you sure the goals are meaningful? • Identify the plan. How will we know you are on target? How will we track outcomes?
Development - some common myths from managers 9 Myth 1: There simply is not enough time. Myth 2: If I don’t talk about it, they may not think about it, and the status quo will be safe. Myth 3: Employees need to own their careers; it’s not my job. Myth 4: Everyone wants more, bigger, or better promotions, raises, prestige, or power. Myth 5: Development efforts are best concentrated on high potentials, many of whom already have plans in place.
Most important development moves | 10 Cross Moves - Changing divisions or functions or line of business. Fix-its/Turnarounds - Cleaning up a mess where this is the last chance to fix it. Heavy Strategic Demands - Requires new or significant redirection; visible and watched by senior people. Influencing Without Authority -Significant challenge where one has responsibility but not authority. International Assignment - First time working in the country. Line to Staff Switch - Visible role in a staff function, often at headquarters. Projects/Task Forces - One-time, short-term events. Examples: product launches, systems development, new ventures. Scale (size) - Jump in the size of a job in the same area for the associate. Scope (complexity) Change - Managing substantially more breadth. Significant People Demands - Sizeable increase in number of people managed. Start-ups - Starting something new.
Developing potential • VIDA • Varied • Intense • Diverse • Adverse Development assignments – these have the most impact
End of Lecture Note: This recording is for your personal use only and not for further distribution or wider review. © Pearson College 2013
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