1、Author:,Reviewer:,bc,Develop the Individuals,December 1998,Copyright 1998 Bain & Company, Inc.,Jacintha Peeris,Dianna Magnani,2,DeveloptheIndividuals,Key Elements of Effective Leadership,Create a shared vision,Mobilize and inspire,Manage for results,Develop the individuals,Effective leadership encom
2、passes four core elements.,Understand the big picture Plan in advance Align the 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 gro
3、wth Be the coach Measure and communicate performance,3,DeveloptheIndividuals,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,Agenda,4,DeveloptheIndividuals,The Importance of Developing People,Source: Bain Worl
4、dwide Employee Satisfaction Survey,Opportunities for professional and personal development are critical elements of overall employee satisfaction.,Importance,“How important is each of the following?”,5,DeveloptheIndividuals,Benefits,Developing people has some obvious benefits.,Enhance Ongoing Team P
5、rocess,Strengthen Quality of Results for Clients,Contribute to Long-term Growth in the Business Through Retention,Satisfied Employees,6,DeveloptheIndividuals,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaw
6、ays,7,DeveloptheIndividuals,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 Performance,Reassess,8,DeveloptheIndividuals,Agenda,Overview How to Develop the Individuals Devel
7、op an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,9,DeveloptheIndividuals,Plan for Growth,Review capabilities required for a person at their level Solicit input from the individual Read previous performance reviews (with the individuals permission) Talk to
8、 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 plan with the individuals help Discuss the plan in
9、a one-on-one conversation with the individual to ensure buy-in and enthusiasm for it,10,DeveloptheIndividuals,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 developSkill plans ar
10、e disruptive because workplans rarely match development needsSkill plan discussions are very time consumingSkill 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 for an individual. A case-
11、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 accomplished through expert a
12、nd 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 a skill plan is to provide
13、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,11,DeveloptheIndividuals,Skill Plan Imperatives,To get the most out of skill plans:,Everyone should have one,Skill plans should be speci
14、fic 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
15、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
16、your 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.,12,DeveloptheIndividuals,Skil
17、l Plan Form,Team Member: Caseteam leader/Manager: Case Code: Date:,Scheduled Updates:,13,DeveloptheIndividuals,Agenda,Overview How to Develop the Individuals Develop an Exciting Plan for Growth Be the Coach Measure and Communicate Performance Key Takeaways,14,DeveloptheIndividuals,How to Be a Coach,
18、“Tell me and Ill forget, show me and Ill remember, let me do it and Ill really learn.”Chinese Proverb,15,DeveloptheIndividuals,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
19、Game of Tennis“Effective coaching challenges peoples beliefs and changes their behavior.” Dean Berry, Founding Father of INSEAD,16,DeveloptheIndividuals,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,Pr
20、ocess,17,DeveloptheIndividuals,Coaching Content,Effective coaching leaves the individual clear about the changes needed and motivated to make them.,Specific - give examples, describe specific behaviors and reactions, use quotes or written examples Factual - do not make it personal; discuss facts, ev
21、ents, examples Objective - do not be influenced by previous performance or hearsay from other cases; base feedback on direct experience Descriptive - be descriptive, not judgmental Balanced - always give both positives and areas for improvement Actionable - discuss specific action steps for improvem
22、ent,From your perspective - speak for yourself, not for others Open/honest - do not pull punches, do not sugarcoat, and do not overstate Sensitive of feelings - criticize actions, not the person; use careful language Positive - express confidence that the person can succeed Non-discriminatory - avoi
23、d any language that suggests racial/gender or other biases Tentative - be mindful that you are presenting perceptions, not absolute truth Sincere - understand that change is difficult; be tolerant and willing to help,Clear,Motivated,18,DeveloptheIndividuals,Coaching Process,Where you say it,When you
24、 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 feedback in public, whenever possible In person - avoid voicemail, especially for negative feedback Coaching is an on
25、going process; day-to-day feedback is critical Feedback must be timely Schedule sufficient time and do not allow interruptionsPrepare - keep a journal of specific examples Separate positive from negative, and give positive feedback first Make it a discussion, not a speech Listen/question understand
26、their perspective probe for background issues/concerns give them opportunity to ask questions and respond Check for understanding - summarize and agree on key points,19,DeveloptheIndividuals,Positive Feedback,Regular positive feedback is a big part of successful coaching.,Why is positive feedback im
27、portant?,Motivational: increases individual satisfaction, willingness to continue contributing Reinforcing: explicitly acknowledges behaviors that are good; encourages continuation of positive behaviors Creates greater openness to negative feedback: builds credibility and trust,When is it appropriat
28、e?,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?,Be specific, provide detailed feedback. Explain why the work was effective in obtaining
29、results for the client Separate it from negative feedback so it is not diluted/overshadowed Acknowledge publicly, whenever possible,20,DeveloptheIndividuals,Tips for Receiving Feedback,As part of the coaching process, it may help to review with the team member these tips for receiving feedback.,Rece
30、iving 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 are able to use it wisely, you will have taken another step in yo
31、ur 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 different perceptions of yourself, but it is important that you
32、 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.,21,DeveloptheIndividuals,The Learning Dilemma,Source: “Teaching Smart People How to Learn,” Harvard Busine
33、ss 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 behaviors,Denial,Become depre
34、ssed, 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.,22,DeveloptheIndividuals,Reactions to Feedback,As a caseteam leader, you should encourag
35、e reactions to feedback that demonstrate maturity and an interest in improving.,Deny the feedbackAttribute mistakes to external factorsAssume coach has negative feelings about the direct reportExpress passivity - have no reactionTake an aggressive stance toward the coachLaugh it offReject coachs aut
36、hority to give feedbackShow cynicism about improvement suggestions,Accept responsibility for the behavior or understand the coachs perceptionsAnalyze why behavior was shownUnderstand the coachs point of viewAsk for more informationEnlist coachs to help in understanding the feedbackShow concern for i
37、mprovementListen carefully to feedbackAccept feedback and check in with others,Defensive Reactions,Desired Reactions,23,DeveloptheIndividuals,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 unde
38、rstanding 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,
39、nod, say “uh-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. Ope
40、n-ended questions 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 y
41、ou are correct.,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,24,DeveloptheIndividuals,After gaining a thorough understanding o
42、f the team members viewpoint, use these tips to provide helpful information and support.,Disagrees with your description of the situationAgrees, but cites factors beyond his or her control,Provide more accurate or objective observations that include the team members experiences, along with other fac
43、ts the team member may not be aware of.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 har
44、d for you to proceed on schedule. Is that 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,Handlin
45、g Pushback (2 of 3),25,DeveloptheIndividuals,Check to see if what you 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
46、Agrees, but says his or her intention was different,Describe the importance 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 workpl
47、an does not seem important to you. The reason it is important to the team 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,Handli
48、ng Pushback (3 0f 3),If the team member:,Then you should:,Example:,Even when the team member agrees with what you have to say, he or she may benefit from receiving further information.,26,DeveloptheIndividuals,Coaching Examples (1 of 2),“Dave, I noticed on the following occasions, you put down the Q
49、A managers analysis in front of her boss” “Dave, your cockiness in front of clients borders on rudeness.”“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 objective of coaching is to improve a persons behavior.,27,DeveloptheIndividuals,Coaching Examples (2 of 2),
