职业生涯分析

1、Author,Reviewer,bc,Develop the Individuals,Jacintha Peeris,Dianna Magnani,Key Elements of Effective Leadership,Create a shared vision,Mobilize and inspire,Manage for results,Develop the individuals,Effective leadership encompasses four core elements,Understand the big picture Plan in advance Align t

2、he team Maintain direction,Build enthusiasm Motivate the team Enable the individuals,Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback,Develop an exciting plan for growth Be the coach Measure and communicate performance,Overview How to Develop

3、the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,Agenda,The Importance of Developing People,Source: Bain Worldwide Employee Satisfaction Survey,Opportunities for professional and personal development are critical elements of overall e

4、mployee satisfaction,Importance,How important is each of the following,Benefits,Developing people has some obvious benefits,Enhance Ongoing Team Process,Strengthen Quality of Results for Clients,Contribute to Long-term Growth in the Business Through Retention,Satisfied Employees,Agenda,Overview How

5、to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,How to Develop People,Excellence in developing people can be achieved through three major activities,Be the Coach,Develop an Exciting Plan for Growth,Measure and Communicate

6、Performance,Reassess,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,Plan for Growth,Review capabilities required for a person at their level Solicit input from the individual Read previous performance

7、reviews (with the individuals permission) Talk to the persons other managers Review allocated workstream against capabilities and development needs and adjust as necessary,At the beginning of a case, the caseteam leader should develop a case-specific skill plan for each team member,Write a skill pla

8、n with the individuals help Discuss the plan in a one-on-one conversation with the individual to ensure buy-in and enthusiasm for it,Skill Plan Myths,The following are some common myths and realities about skill plans,The skill plan found on the consensus review form is sufficient for helping people

9、 develop Skill plans are disruptive because workplans rarely match development needs Skill plan discussions are very time consuming Skill plans should be filed away at the beginning of a case for review at the end of the case,The consensus review form highlights a generic list of development needs f

10、or an individual. A case-specific skill plan focused on the individuals workstreams for a particular case is an important supplement. There are usually a number of ways to meet a generic development need regardless of the case - e.g., a client experience need on a market overview stream could be acc

11、omplished through expert and competitor interviews. Once the workplan has been described, individuals should be asked to draft skill plans. A skill plan should focus only on the two or three most important needs. Reviewing and discussing the plan typically takes less than an hour. The whole point of

12、 a skill plan is to provide an ongoing focus for development needs. Skill plans should be referred to during coaching meetings and regularly reviewed and revised during the case,Myth,Reality,Skill Plan Imperatives,To get the most out of skill plans,Everyone should have one,Skill plans should be spec

13、ific and actionable,Ensure that the skill plan includes specific HLAs that tie to the major developmental needs identified in the individuals latest review. Test HLAs for reasonableness. Unrealistic goals set people up for failure and disappointment. The end of case review should show achievement on

14、 many of the HLAs,Skill plans should drive regular PD discussions,Clearly identify your expectations for the content, frequency, and method of updates. Review progress against their skill plan periodically with each team member,Everyone should have a skill plan that you review and discuss. This is y

15、our opportunity to ensure that team members expectations are in alignment with yours. For new people, you should take the first cut at the plan and review it with the individual. For experienced team members, they should take the first cut, and then review it with you,Skill Plan Form,Team Member: Ca

16、seteam leader/Manager: Case Code: Date,Scheduled Updates,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,How to Be a Coach,Tell me and Ill forget, show me and Ill remember, let me do it and Ill really l

17、earn.” Chinese Proverb,Be the Coach,Coaching is unlocking a persons potential to maximize their own performance. It is helping them to learn rather than teaching them.” Timothy Galwey, The Inner Game of Tennis “Effective coaching challenges peoples beliefs and changes their behavior.” Dean Berry, Fo

18、unding Father of INSEAD,Effective Coaching,Where you say it When you say it How you say it,Coaching involves attention to both content and process,What you say,Content,Process,Coaching Content,Effective coaching leaves the individual clear about the changes needed and motivated to make them,Specific

19、 - give examples, describe specific behaviors and reactions, use quotes or written examples Factual - do not make it personal; discuss facts, events, examples Objective - do not be influenced by previous performance or hearsay from other cases; base feedback on direct experience Descriptive - be des

20、criptive, not judgmental Balanced - always give both positives and areas for improvement Actionable - discuss specific action steps for improvement,From your perspective - speak for yourself, not for others Open/honest - do not pull punches, do not sugarcoat, and do not overstate Sensitive of feelin

21、gs - criticize actions, not the person; use careful language Positive - express confidence that the person can succeed Non-discriminatory - avoid any language that suggests racial/gender or other biases Tentative - be mindful that you are presenting perceptions, not absolute truth Sincere - understa

22、nd that change is difficult; be tolerant and willing to help,Clear,Motivated,Coaching Process,Where you say it,When you say it,How you say it,The process of coaching is as critical as the content,Appropriate location give negative feedback in private, not in front of caseteam or client give positive

23、 feedback in public, whenever possible In person - avoid voicemail, especially for negative feedback Coaching is an ongoing process; day-to-day feedback is critical Feedback must be timely Schedule sufficient time and do not allow interruptions Prepare - keep a journal of specific examples Separate

24、positive from negative, and give positive feedback first Make it a discussion, not a speech Listen/question understand their perspective probe for background issues/concerns give them opportunity to ask questions and respond Check for understanding - summarize and agree on key points,Positive Feedba

25、ck,Regular positive feedback is a big part of successful coaching,Why is positive feedback important,Motivational: increases individual satisfaction, willingness to continue contributing Reinforcing: explicitly acknowledges behaviors that are good; encourages continuation of positive behaviors Creat

26、es greater openness to negative feedback: builds credibility and trust,When is it appropriate,Upon completion of a good piece of analysis After an effective meeting After a good presentation Anytime positive feedback is given by a third party (e.g., a client, an expert,How do you give it effectively

27、,Be specific, provide detailed feedback. Explain why the work was effective in obtaining results for the client Separate it from negative feedback so it is not diluted/overshadowed Acknowledge publicly, whenever possible,Tips for Receiving Feedback,As part of the coaching process, it may help to rev

28、iew with the team member these tips for receiving feedback,Receiving feedback will allow you to see things about yourself that you could not see in any other way. You will then be able to correct behaviors that are inhibiting your growth. Constructive feedback is an important gift. Every time you ar

29、e able to use it wisely, you will have taken another step in your own development,1.Listen closely to the person giving you the feedback, and try not to interrupt. 2.Avoid being defensive. This can be difficult, especially if the person giving you the feedback is not highly skilled. You may have dif

30、ferent perceptions of yourself, but it is important that you understand the perceptions of others. 3.Assume the feedback giver is trying to be helpful. 4.Try to understand the feedback. If the feedback is not clear, ask for clarification and examples,The Learning Dilemma,Source: “Teaching Smart Peop

31、le How to Learn,” Harvard Business Review May-June 1991,Sometimes overachievers find it difficult to accept negative feedback,Overachievers are unaccustomed to failure,They may exhibit defensive behavior,Rationalization Aggressiveness Rejection Cynicism,Are unwilling to “hear feedback Fail to change

32、 behaviors,Denial,Become depressed, withdrawn Shift behavior from “guardrail to guardrail” (i.e., from one extreme to the other,Reluctant acceptance,These behaviors are a signal that the benefits of receiving feedback need to be reinforced,Reactions to Feedback,As a caseteam leader, you should encou

33、rage reactions to feedback that demonstrate maturity and an interest in improving,Deny the feedback Attribute mistakes to external factors Assume coach has negative feelings about the direct report Express passivity - have no reaction Take an aggressive stance toward the coach Laugh it off Reject co

34、achs authority to give feedback Show cynicism about improvement suggestions,Accept responsibility for the behavior or understand the coachs perceptions Analyze why behavior was shown Understand the coachs point of view Ask for more information Enlist coachs to help in understanding the feedback Show

35、 concern for improvement Listen carefully to feedback Accept feedback and check in with others,Defensive Reactions,Desired Reactions,Handling Pushback (1 of 3,Source: Adapted from The Developing People Workbook, Forum Corporation,The first step in handling pushback is to gain a better understanding

36、of the other persons point of view,Encourage,Confirm,Resist the temptation to restate your feedback, defend your points, or jump in with more examples. Encourage the team member to say more about how he or she sees the situation. Encourage with verbal and nonverbal signals (lean forward, nod, say “u

37、h-huh”). Recognize that the root cause of the team members objections may not be what you think. You may be missing some important facts or context. Listen for both facts and feelings to understand the root cause of the issue. Use open-ended questions to uncover the team members view. Open-ended que

38、stions begin with words like “What”, “How”, “Tell me”, “Describe” and “Explain.” Use silence - it gives the team member an opportunity to consider and expand on what has been said. Restate the team members observations - both facts and feelings. Summarize what you have heard, and ask if you are corr

39、ect,Once you have encouraged, questioned, and confirmed, you will have a better understanding of the team members perspective and reactions. You may also have uncovered some additional facts you were not aware of,Question,After gaining a thorough understanding of the team members viewpoint, use thes

40、e tips to provide helpful information and support,Disagrees with your description of the situation Agrees, but cites factors beyond his or her control,Provide more accurate or objective observations that include the team members experiences, along with other facts the team member may not be aware of

41、. Provide and ask for some suggestions for things to do that are within his or her control. Identify ways you can help,So, what happens is that the other team gives you data that conflicts with yours, and you do not know how to reconcile them. This makes it hard for you to proceed on schedule. Is th

42、at right?” “I understand you feel you can not help it if the client does not provide the data. How about if you ? Maybe I could help by,If the team member,Then you should,Example,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (2 of 3,Check to see if what you

43、 said makes sense and if you are both in agreement about what is going on and how to proceed. Continue by asking the team member for his or her suggestions for improvement going forward,Agrees, but does not see why it is important Agrees, but says his or her intention was different,Describe the impo

44、rtance of the issue - how it affects the team, you personally, and/or the team member. Offer observations on the differences between the persons intention and the actual results of the behavior or performance,I know doing a workplan does not seem important to you. The reason it is important to the t

45、eam is that it allows us to ” “I see your intention was to be helpful, but when you I saw it as you doubting the team. Maybe you can be more helpful by,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (3 0f 3,If the team member,Then you should,Example,Even whe

46、n the team member agrees with what you have to say, he or she may benefit from receiving further information,Coaching Examples (1 of 2,Dave, I noticed on the following occasions, you put down the QA managers analysis in front of her boss” “Dave, your cockiness in front of clients borders on rudeness

47、.” “Jan, you should use open-ended questions to explore the plant managers objections. This will give you information you can use to influence him.” “Jan, in the future, you should capitalize on your natural charm to influence the skeptical plant manager.,Do this,Avoid this,Do this,Avoid this,The ob

48、jective of coaching is to improve a persons behavior,Coaching Examples (2 of 2,Steve, Id like to give you some feedback on something you said about our billing procedures to the plant manager during todays tour.” “The team thought you were pretty out of line today when you blurted out that billing c

49、omment.” “Donna, I get frustrated when Im trying to make a point in case team meetings and you finish my sentences for me.” “Donna, stop trying to step on me just to get promoted.,Do this,Avoid this,Do this,Avoid this,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth

50、 Be the Coach Measure and Communicate Performance Key Takeaways,Goals of the Written Performance Review,The written review is the primary mechanism for measuring results,Measure performance against goals and objectives Establish new goals Identify training needs Ensure consistency between evaluation

51、s and salary increases and promotion recommendations Provide documentation,Performance Review Content,Performance reviews include,Clear and concise Consistent with rating, salary increase, and promotion recommendation,Most Important Message,Most important points reviewee should take away,Specific ex

52、amples, not assumptions Balanced - both positive and negative feedback Own observations - speak for yourself, do not speak for others Situations beyond reviewees control, if appropriate,Historical Description,Basis of most important message and development objectives,Clear, specific action steps Pri

53、oritized based on importance of skills and size of gap Start, stop, and continue format (optional,Development Objectives,Key to skill plan development,The Performance Review Process,There are four steps in the performance review process,Develop the Content,Prepare to Deliver the Review,Conduct the R

54、eview,Prepare to Write the Review,Conduct an interim review Determine areas for improvement at the end of each case For consensus reviews, talk to input reviewers,Evaluate performance gaps Determine improvement objectives Identify resources Develop most importance message supported by data,Anticipat

55、e areas of disagreement Think of how to establish a dialogue Schedule the meeting in advance Keep the appointment Do not allow interruptions,Establish a positive and open climate Provide specific examples Listen Make sure the reviewee understands where to focus Check in with the reviewee,Prepare to

56、Write the Review,Before writing the review,Conduct at least one interim review with the team member At the end of each case, determine key areas for improvement For consensus reviews, talk to input reviewers flag inconsistencies gain consensus on key messages include other reviewers examples and ane

57、cdotes submit draft to input reviewers for feedback,Develop the Content,When writing the review,Review development plan for previous six months Evaluate gaps between plan and performance Determine the most critical performance improvement objectives Identify resources the team member can tap to gain

58、 the required skills (e.g., BVU modules, training sessions, colleagues) Develop most important message tie to rating focus on expected behavior changes if appropriate, include promotion message Support most important message with data be specific cite examples and critical incidents include positive

59、 and negative feedback,Writing Watchouts,Follow these guidelines when writing the review,Think before writing Provide specific examples of behavior, not conclusions Include positive and negative feedback Be scrupulously honest Reflect accurately other reviewers comments Respect confidentiality Avoid

60、 jargon - use plain language adjective qualifiers - use active verbs assumptions about direct reports knowledge frequency statements relying solely on quantitative values - describe behavior and consequences Do not make commitments you can not honor If appropriate, describe situations beyond reviewe