Author:Reviewer:bcDeveloptheIndividualsDecember1998Copyright?1998Bain&Company,Inc.JacinthaPeerisDiannaMagnani精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.KeyElementsofEffectiveLeadership

CreateasharedvisionMobilizeandinspireManageforresultsDeveloptheindividualsEffectiveleadershipencompassesfourcoreelements.UnderstandthebigpicturePlaninadvanceAligntheteamMaintaindirectionBuildenthusiasmMotivatetheteamEnabletheindividualsSticktoarigorousupfrontplanManageaggressivelyTroubleshootChangebehaviorinresponsetofeedbackDevelopanexcitingplanforgrowthBethecoachMeasureandcommunicateperformance

精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.OverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeawaysAgenda.TheImportanceofDevelopingPeopleSource:BainWorldwideEmployeeSatisfactionSurveyOpportunitiesforprofessionalandpersonaldevelopmentarecriticalelementsofoverallemployeesatisfaction.Importance“Howimportantiseachofthefollowing?〞.BenefitsDevelopingpeoplehassomeobviousbenefits.EnhanceOngoingTeamProcessStrengthenQualityofResultsforClientsContributetoLong-termGrowthintheBusinessThroughRetentionSatisfiedEmployees精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.AgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways.HowtoDevelopPeople

Excellenceindevelopingpeoplecanbeachievedthroughthreemajoractivities.BetheCoachDevelopanExcitingPlanforGrowthMeasureandCommunicatePerformanceReassess.AgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways.PlanforGrowth

ReviewcapabilitiesrequiredforapersonattheirlevelSolicitinputfromtheindividualReadpreviousperformancereviews(withtheindividual’spermission)Talktotheperson’sothermanagersReviewallocatedworkstreamagainstcapabilitiesanddevelopmentneedsandadjustasnecessaryAtthebeginningofacase,thecaseteamleadershoulddevelopacase-specificskillplanforeachteammember.Writeaskillplanwiththeindividual’shelpDiscusstheplaninaone-on-oneconversationwiththeindividualtoensurebuy-inandenthusiasmforit精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.SkillPlanMyths

Thefollowingaresomecommonmythsandrealitiesaboutskillplans.TheskillplanfoundontheconsensusreviewformissufficientforhelpingpeopledevelopSkillplansaredisruptivebecauseworkplansrarelymatchdevelopmentneedsSkillplandiscussionsareverytimeconsumingSkillplansshouldbefiledawayatthebeginningofacaseforreviewattheendofthecaseTheconsensusreviewformhighlightsagenericlistofdevelopmentneedsforanindividual.Acase-specificskillplanfocusedontheindividual’sworkstreamsforaparticularcaseisanimportantsupplement.Thereareusuallyanumberofwaystomeetagenericdevelopmentneedregardlessofthecase-e.g.,aclientexperienceneedonamarketoverviewstreamcouldbeaccomplishedthroughexpertandcompetitorinterviews.Oncetheworkplanhasbeendescribed,individualsshouldbeaskedtodraftskillplans.Askillplanshouldfocusonlyonthetwoorthreemostimportantneeds.Reviewinganddiscussingtheplantypicallytakeslessthananhour.Thewholepointofaskillplanistoprovideanongoingfocusfordevelopmentneeds.Skillplansshouldbereferredtoduringcoachingmeetingsandregularlyreviewedandrevisedduringthecase.MythReality精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.SkillPlanImperatives

Togetthemostoutofskillplans:EveryoneshouldhaveoneSkillplansshouldbespecificandactionableEnsurethattheskillplanincludesspecificHLAsthattietothemajordevelopmentalneedsidentifiedintheindividual’slatestreview.TestHLAsforreasonableness.Unrealisticgoalssetpeopleupforfailureanddisappointment.TheendofcasereviewshouldshowachievementonmanyoftheHLAs.SkillplansshoulddriveregularPDdiscussionsClearlyidentifyyourexpectationsforthecontent,frequency,andmethodofupdates.Reviewprogressagainsttheirskillplanperiodicallywitheachteammember.Everyoneshouldhaveaskillplanthatyoureviewanddiscuss.Thisisyouropportunitytoensurethatteammembers’expectationsareinalignmentwithyours.Fornewpeople,youshouldtakethefirstcutattheplanandreviewitwiththeindividual.Forexperiencedteammembers,theyshouldtakethefirstcut,andthenreviewitwithyou.

.SkillPlanFormTeamMember:Caseteamleader/Manager:CaseCode:Date:ScheduledUpdates:

ValueAdditionClientTeamGenericSkills

SpecificHLAsforThisCaseMustbespecifictoworkstreamactivities

ValueAdditionClientTeam.AgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways.HowtoBeaCoach

“TellmeandI’llforget,showmeandI’llremember,letmedoitandI’llreallylearn.〞ChineseProverb精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.BetheCoach“Coachingisunlockingaperson’spotentialtomaximizetheirownperformance.Itishelpingthemtolearnratherthanteachingthem.〞TimothyGalwey,TheInnerGameofTennis“Effectivecoachingchallengespeoples’beliefsandchangestheirbehavior.〞DeanBerry,FoundingFatherofINSEAD

精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.EffectiveCoaching

WhereyousayitWhenyousayitHowyousayitCoachinginvolvesattentiontobothcontentandprocess.WhatyousayContentProcess.CoachingContent

Effectivecoachingleavestheindividualclearaboutthechangesneededandmotivatedtomakethem.Specific-giveexamples,describespecificbehaviorsandreactions,usequotesorwrittenexamplesFactual-donotmakeitpersonal;discussfacts,events,examplesObjective-donotbeinfluencedbypreviousperformanceorhearsayfromothercases;basefeedbackondirectexperienceDescriptive-bedescriptive,notjudgmentalBalanced-alwaysgivebothpositivesandareasforimprovementActionable-discussspecificactionstepsforimprovementFromyourperspective-speakforyourself,notforothersOpen/honest-donotpullpunches,donotsugarcoat,anddonotoverstateSensitiveoffeelings-criticizeactions,nottheperson;usecarefullanguagePositive-expressconfidencethatthepersoncansucceedNon-discriminatory-avoidanylanguagethatsuggestsracial/genderorotherbiasesTentative-bemindfulthatyouarepresentingperceptions,notabsolutetruthSincere-understandthatchangeisdifficult;betolerantandwillingtohelpClearMotivated.CoachingProcess

WhereyousayitWhenyousayitHowyousayitTheprocessofcoachingisascriticalasthecontent.Appropriatelocationgivenegativefeedbackinprivate,notinfrontofcaseteamorclientgivepositivefeedbackinpublic,wheneverpossibleInperson-avoidvoicemail,especiallyfornegativefeedbackCoachingisanongoingprocess;day-to-dayfeedbackiscriticalFeedbackmustbetimelySchedulesufficienttimeanddonotallowinterruptionsPrepare-keepajournalofspecificexamplesSeparatepositivefromnegative,andgivepositivefeedbackfirstMakeitadiscussion,notaspeechListen/questionunderstandtheirperspectiveprobeforbackgroundissues/concernsgivethemopportunitytoaskquestionsandrespondCheckforunderstanding-summarizeandagreeonkeypoints.PositiveFeedback

Regularpositivefeedbackisabigpartofsuccessfulcoaching.Whyispositivefeedbackimportant?Motivational:increasesindividualsatisfaction,willingnesstocontinuecontributingReinforcing:explicitlyacknowledgesbehaviorsthataregood;encouragescontinuationofpositivebehaviorsCreatesgreateropennesstonegativefeedback:buildscredibilityandtrustWhenisitappropriate?UponcompletionofagoodpieceofanalysisAfteraneffectivemeetingAfteragoodpresentationAnytimepositivefeedbackisgivenbyathirdparty(e.g.,aclient,anexpert)Howdoyougiveiteffectively?Bespecific,providedetailedfeedback.ExplainwhytheworkwaseffectiveinobtainingresultsfortheclientSeparateitfromnegativefeedbacksoitisnotdiluted/overshadowedAcknowledgepublicly,wheneverpossible精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.TipsforReceivingFeedbackAspartofthecoachingprocess,itmayhelptoreviewwiththeteammemberthesetipsforreceivingfeedback.Receivingfeedbackwillallowyoutoseethingsaboutyourselfthatyoucouldnotseeinanyotherway.Youwillthenbeabletocorrectbehaviorsthatareinhibitingyourgrowth.Constructivefeedbackisanimportantgift.Everytimeyouareabletouseitwisely,youwillhavetakenanotherstepinyourowndevelopment.1. Listencloselytothepersongivingyouthefeedback,andtrynottointerrupt.2. Avoidbeingdefensive.Thiscanbedifficult,especiallyifthepersongivingyouthefeedbackisnothighlyskilled.Youmayhavedifferentperceptionsofyourself,butitisimportantthatyouunderstandtheperceptionsofothers.3. Assumethefeedbackgiveristryingtobehelpful.4. Trytounderstandthefeedback.Ifthefeedbackisnotclear,askforclarificationandexamples.

精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.TheLearningDilemmaSource:“TeachingSmartPeopleHowtoLearn,〞HarvardBusinessReviewMay-June1991Sometimesoverachieversfinditdifficulttoacceptnegativefeedback.OverachieversareunaccustomedtofailureTheymayexhibitdefensivebehavior:RationalizationAggressivenessRejectionCynicismAreunwillingto“hearfeedbackFailtochangebehaviorsDenialBecomedepressed,withdrawnShiftbehaviorfrom“guardrailtoguardrail〞(i.e.,fromoneextremetotheother)ReluctantacceptanceThesebehaviorsareasignalthatthebenefitsofreceivingfeedbackneedtobereinforced..ReactionstoFeedback

Asacaseteamleader,youshouldencouragereactionstofeedbackthatdemonstratematurityandaninterestinimproving.DenythefeedbackAttributemistakestoexternalfactorsAssumecoachhasnegativefeelingsaboutthedirectreportExpresspassivity-havenoreactionTakeanaggressivestancetowardthecoachLaughitoffRejectcoach'sauthoritytogivefeedbackShowcynicismaboutimprovementsuggestionsAcceptresponsibilityforthebehaviororunderstandthecoach’sperceptionsAnalyzewhybehaviorwasshownUnderstandthecoach'spointofviewAskformoreinformationEnlistcoach’stohelpinunderstandingthefeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothersDefensiveReactionsDesiredReactions.HandlingPushback(1of3)Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationThefirststepinhandlingpushbackistogainabetterunderstandingoftheotherperson’spointofview.EncourageConfirmResistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation.Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh〞).Recognizethattherootcauseoftheteammember’sobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext.Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue.Useopen-endedquestionstouncovertheteammember’sview.Open-endedquestionsbeginwithwordslike“What〞,“How〞,“Tellme〞,“Describe〞and“Explain.〞Usesilence-itgivestheteammemberanopportunitytoconsiderandexpandonwhathasbeensaid.Restatetheteammember’sobservations-bothfactsandfeelings.Summarizewhatyouhaveheard,andaskifyouarecorrect.Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammember’sperspectiveandreactions.Youmayalsohaveuncoveredsomeadditionalfactsyouwerenotawareof.Question.Aftergainingathoroughunderstandingoftheteammember’sviewpoint,usethesetipstoprovidehelpfulinformationandsupport.DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrolProvidemoreaccurateorobjectiveobservationsthatincludetheteammember’sexperiences,alongwithotherfactstheteammembermaynotbeawareof.Provideandaskforsomesuggestionsforthingstodothatarewithinhisorhercontrol.Identifywaysyoucanhelp.“So,whathappensisthattheotherteamgivesyoudatathatconflictswithyours,andyoudonotknowhowtoreconcilethem.Thismakesithardforyoutoproceedonschedule.Isthatright?〞“Iunderstandyoufeelyoucannothelpitiftheclientdoesnotprovidethedata.Howaboutifyou…?MaybeIcouldhelpby…〞Iftheteammember:Thenyoushould:Example:Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationHandlingPushback(2of3)精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.Checktoseeifwhatyousaidmakessenseandifyouarebothinagreementaboutwhatisgoingonandhowtoproceed.Continuebyaskingtheteammemberforhisorhersuggestionsforimprovementgoingforward.Agrees,butdoesnotseewhyitisimportantAgrees,butsayshisorherintentionwasdifferentDescribetheimportanceoftheissue-howitaffectstheteam,youpersonally,and/ortheteammember.Offerobservationsonthedifferencesbetweentheperson'sintentionandtheactualresultsofthebehaviororperformance.“Iknowdoingaworkplandoesnotseemimportanttoyou.Thereasonitisimportanttotheteamisthatitallowsusto…〞“Iseeyourintentionwastobehelpful,butwhenyou…Isawitasyoudoubtingtheteam.Maybeyoucanbemorehelpfulby…〞Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationHandlingPushback(30f3)Iftheteammember:Thenyoushould:Example:Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation.精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.CoachingExamples(1of2)“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanager’sanalysisinfrontofherboss…〞“Dave,yourcockinessinfrontofclientsbordersonrudeness.〞“Jan,youshoulduseopen-endedquestionstoexploretheplantmanager’sobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.〞“Jan,inthefuture,youshouldcapitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.〞Dothis:Avoidthis:Dothis:Avoidthis:Theobjectiveofcoachingistoimproveaperson’sbehavior..CoachingExamples(2of2)“Steve,I’dliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerduringtoday'stour.〞“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.〞“Donna,IgetfrustratedwhenI’mtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.〞“Donna,stoptryingtosteponmejusttogetpromoted.〞Dothis:Avoidthis:Dothis:Avoidthis:.AgendaOverviewHowtoDeveloptheIndividualsDevelopanExcitingPlanforGrowthBetheCoachMeasureandCommunicatePerformanceKeyTakeaways.GoalsoftheWrittenPerformanceReview

Thewrittenreviewistheprimarymechanismformeasuringresults.MeasureperformanceagainstgoalsandobjectivesEstablishnewgoalsIdentifytrainingneedsEnsureconsistencybetweenevaluationsandsalaryincreasesandpromotionrecommendationsProvidedocumentation

精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.PerformanceReviewContentPerformancereviewsinclude:

ClearandconciseConsistentwithrating,salaryincrease,andpromotionrecommendationMostImportantMessageMostimportantpointsrevieweeshouldtakeawaySpecificexamples,notassumptionsBalanced-bothpositiveandnegativefeedbackOwnobservations-speakforyourself,donotspeakforothersSituationsbeyondreviewee'scontrol,ifappropriateHistoricalDescriptionBasisofmostimportantmessageanddevelopmentobjectivesClear,specificactionstepsPrioritizedbasedonimportanceofskillsandsizeofgap"Start,stop,andcontinue"format(optional)DevelopmentObjectivesKeytoskillplandevelopment.ThePerformanceReviewProcessTherearefourstepsintheperformancereviewprocess:

DeveloptheContentPreparetoDelivertheReviewConducttheReviewPreparetoWritetheReviewConductaninterimreviewDetermineareasforimprovementattheendofeachcaseForconsensusreviews,talktoinputreviewersEvaluateperformancegapsDetermineimprovementobjectivesIdentifyresourcesDevelopmostimportancemessagesupportedbydataAnticipateareasofdisagreementThinkofhowtoestablishadialogueSchedulethemeetinginadvanceKeeptheappointmentDonotallowinterruptionsEstablishapositiveandopenclimateProvidespecificexamplesListenMakesuretherevieweeunderstandswheretofocusCheckinwiththereviewee.PreparetoWritetheReview

Beforewritingthereview...ConductatleastoneinterimreviewwiththeteammemberAttheendofeachcase,determinekeyareasforimprovementForconsensusreviews,talktoinputreviewersflaginconsistenciesgainconsensusonkeymessagesincludeotherreviewers’examplesandanecdotessubmitdrafttoinputreviewersforfeedback.DeveloptheContent

Whenwritingthereview...ReviewdevelopmentplanforprevioussixmonthsEvaluategapsbetweenplanandperformanceDeterminethemostcriticalperformanceimprovementobjectivesIdentifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues)Developmostimportantmessagetietoratingfocusonexpectedbehaviorchangesifappropriate,includepromotionmessageSupportmostimportantmessagewithdatabespecificciteexamplesandcriticalincidentsincludepositiveandnegativefeedback.WritingWatchouts

Followtheseguidelineswhenwritingthereview:ThinkbeforewritingProvidespecificexamplesofbehavior,notconclusionsIncludepositiveandnegativefeedbackBescrupulouslyhonestReflectaccuratelyotherreviewers’commentsRespectconfidentialityAvoidjargon-useplainlanguageadjectivequalifiers-useactiveverbsassumptionsaboutdirectreport'sknowledgefrequencystatementsrelyingsolelyonquantitativevalues-describebehaviorandconsequencesDonotmakecommitmentsyoucannothonorIfappropriate,describesituationsbeyondreviewee’scontrol.PreparetoDelivertheReview

Anticipatepotentialareasofdisagreementandfrictionenvisionreviewee’sdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandacceptthefeedbackbeawareofyourownresponsetoconflict-goforwin-winThinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopennessSchedulethereviewmeetingseveraldaysinadvanceKeeptheappointmentEliminatedistractionsandavoidinterruptionsAfteryouhavewrittenthereview,preparetodeliverit.精品資料網(wǎng)〔cnshu〕專業(yè)提供企管培訓資料.ConducttheReview

EstablishapositiveandopenclimateLimitfeedbacktoissuesrelevanttothejobDiscussperformanceissuesindescendingorderofimportanceGiveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovementIfrevieweedisagrees,reflectyourunderstandingofwhatheorsheissayingWeightthevalidityofnewinformationAvoidarguingAsktherevieweetosummarizethethreemostimportantareasfordevelopmentContactforfollow-up,checkpoints,andassistanceHelptherevieweelearnandgrowfromthefeedback..WrittenFeedbackExamples(1of3)

“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,hereliedonaconsultanttobailhimout.〞“Steve’slackofconfidenceisamajorconcernofotherteammembers.〞“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.〞“Annefrequentlymismanageshertime.〞Dothis:Avoidthis:Dothis:Avoidthis:Makeyourstatementsclearandbackthemupwithexamples..WrittenFeedbackExamples(2of3)

“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy….Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.〞“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.〞“Kenfailedtomeetthedeadlinesforanalyzingtheproductivitydatabasebecausetheclient’sMISDepartmentmissedagreed-upontargets.〞“Itwasn’tKen’sfaultthatthehemissedthedatabasedeadlines.〞Dothis:Avoidthis:Dothis:Avoidthis:.

“Chris’verynegativeresp