Copyright © 1999. Personnel Decisions International Corporation. All Rights Reserved....

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Copyright © 1999. Personnel Decisions International Corporation.All Rights Reserved. FS1\SYS\VIPPS\COMMUNIC\CORPID\CI_PRES\LCDTWO.PPT

Harry BrullIEEE-USA Careers Conference - San Jose,

California3 November, 2000

Growing Your Own:

The “Truth” About Employee Development


Who is PDI?

Atlanta

Austin

Boston

Chicago

Dallas-Ft. Worth

Denver

Detroit

Houston

Los Angeles

Minneapolis

New York City

San Francisco

Washington, D.C.

Bratislava

Brussels

Bucharest

Budapest

Hong Kong & Shanghai

London

Paris & Geneva

Prostejov

Singapore

Stockholm

Sydney & Melbourne

Tokyo

Tublingen


PDI Global Presence


Where We’re Going

Build a case Talk conceptually Challenge some assumptions Provide some tools End up with wisdom!


Organizational Imperatives

Improve performance

Help people do things better and faster

Do more with less

Attract and retain people

Build bench strength

Create agile, adaptable organization


Personal Incentives

Helps people contribute more

Boosts interest and motivation

Keeps people alive and growing

Without compelling personal incentives, people are unlikely to invest

significantly in self-development!


Your Competitive Edge

The ability to learn faster than your competitors may be the only sustainable competitive advantage.

Arie De Geus


Finding Your Incentives for Developing Others

What are the personal incentives for you to develop others?

What are your organization’s compelling incentives for developing others?


Insanity is doing the same thing over and over again and expecting different results

Albert Einstein

OR

If you want to keep gettin’ what you’re gettin’ — just keep doin’ what you’re doin’

Ron Brown


Transforming the Organization

Core Compe-tencies

Staffing

Systems

Structure

Style

Tech-nology

SharedValues

StrategyVision


It’s easier tochange people

than it is tochange people.


Learner

OrganizationCoach


What Is Coaching?

Coaching is

the process of equipping people with the tools, knowledge, and

opportunities they need to develop themselves and become more

effective.


Discussion

What makes a good coach?

Think back to someone in your life who was particularly good as a coach. What made him/her good?


There’s no sledgehammer in her tool-kit. She’s got a really great needle-nosed pliers. But sometimes she needs to hit

people upside the head.

-- Deborah Chandler --

Coaches often draw from a limited tool-kit


Developmental “Targets”

“Hi Pos” - Prepare for advancement

“Hi Pros” - Expand role

“Po Pos” - Engineer meaningful contributions

Coaching Strategies

1. Forge a

Partnership

PersistencePersistence

4. Promote

Environment

5. Shape The

3. Grow

Skills

2. Inspire

Commitment

Copyright © 1999, Personnel Decisions International Corporation. All rights reserved.


Six Motivating Factors

Achievement Autonomy Relationship

Safety Status Comfort


Leading in the21st Century

Helps team members increase their share of responsibility

Invites discussion & dissent

Facilitates employee commitment to problem solving

Finds satisfaction helping employees develop & succeed

Leads breakthrough change

Coach vs. Manager

Holds authority

Strongly presents positions

Is committed to solving employee & team problems

Finds satisfaction in helping employees do the job well

Supports incremental change


True or False?

1. Experience is the best teacher.

2. People resist change.

3. People are responsible for their own development.

4. Feedback from others is essential for development.

5. People learn more from their mistakes than from their successes.


True or False?

6. Development takes a lot of time.

7. Development is hard work.

8. Leaders must motivate people to change.

9. You need a burning platform to get people to change.


What Do We Mean by “Half-Truth”?

The conventional wisdom

What people take for granted

May have worked well in the past


What Do We Meanby “Real Truth”?

Taps into principles of human nature

A guide for designing development


Development Takes a Lot of Time

“I know it’s important, but I don’t have the time.”

“It sounds like a great course, but can you do it in half a day?”

Half- truth:

Nothing great is created suddenly, any more than a

bunch of grapes or a fig.

If you tell me you desire a fig,

I answer you that

there must be time.

Let it first blossom,

then bear fruit, then ripen.

Epictetus


Development Requires Conscious Effort and Attention

Recognize and take advantage of natural opportunities at work

Treat development like exercise: Brief, regular investments

Five minutes a day: Small change

Realtruth:Real

truth:


People are Responsible for Their Development

“Employees must take responsibility for their own employability.”

Half- truth:


Development Requires Partnership

Organizations need to set clear expectations, and provide resources, support, and incentives to develop

Individuals need to commit to relevant development goals and invest the necessary time and effort

Realtruth:Real

truth:


Inc. Magazine Gallup Survey:Critical Success Factors in Satisfaction and Performance

1. Employees have the opportunity every day to do their best.

2. A supervisor or someone seems to care about them as people.

3. Employee’s opinions seem to count.

4. Employees have the opportunity to learn and grow.

Education is not

the filling of a pail,

but the lightingof a fire.

William Butler Yeats


Experience is the Best Teacher

“The lessons of experience”

Rotational assignments

On-the-job training

Stretch assignments

Half- truth:

Experience is theworst teacher;

it gives the test before

presenting the lesson.

Vernon Law


What’s Wrong Withthe Lessons of Experience?

People might not learn the right lesson

Experience is slow and inefficient

Right experiences are in limited supply

Based on the past, not best practices


Discussion:

What experience have you learned the most from?

What made it a learning experience?


Meaningful Challenge is the Best Teacher

Meaningful Personally relevant Real consequences

Challenge Some stretch and risk of failure Encourages new thinking and

behavior

Realtruth:Real

truth:


People Learn More From Failure Than Success

“People learn from their failures. Rarely do they learn anything from success.”

Half- truth:


People Learn When They Examine Their Experiences

For any significant activity, reflect on:

What worked

What didn’t work

What you might do differently

Realtruth:Real

truth:


People Resist Change

“How do you overcome resistance?”

HBR May-June, 1996: “Why do employees resist change?”

Half- truth:


Discussion:Personal Change

When was the last time someone asked you to change or do something you didn’t want to do?

What were your reasons for not doing what they asked?

How did they respond?


Related Half-truths

Leaders have to motivate people

You need a burning platform to get people to change

Half- truth:


ChangeMust Have aPersonal Payoff

People are motivated to change when they see how it is in their best interest

To work with resistance, leaders need to understand how people view the world and what they value

Realtruth:Real

truth:


Lesson

People have good reasons for resistance that we need to understand: Lack of time; not a priority Fear of failure; too difficult Inconsistent with their values They don’t trust your intentions The timing isn’t right


Organizational Application

Teach leaders to:

Personalize responses instead of redoubling the institutional message

Take responsibility to explore reasons instead of blaming

Build on existing buy-in


Feedback From Othersis Essential for Development

Coaching often defined as giving feedback

Learners say feedback is valuable

360 feedback is centerpiece of many change initiatives

“Their problem is they don’t listen to feedback.”

Half- truth:


Relevant Information

is Essential forDevelopment

Help people increase their insight into what is important

Realtruth:Real

truth:


GAPS: Relevant Information for Development

Where person is Where they want to go

Their

View

Others’

Views



Where person is Where person wants to go

Their Goals

View

Others’

Views




Their Abilities Goals

View

Others’

Views





View

Others’ Perceptions

Views





View

Others’ Perceptions Standards

Views


Sources of GAPS Information

Where person is Where they want to go

Perceptions• Direct

feedback and conversation with others

• 360feedback

• Customer feedback

• Performance review

Standards• Roles and

responsibilities• Respected role models• Competency models• Organizational vision,

values • Organizational goals,

strategies• Core competencies• Competitive challenges• Market demands

Others’

Views


Versatile LeadershipVersatile Leadership


Versatile Leadership:

Styles and Processes



High

HighLow Task BehaviorTask Behavior

Relationship Relationship BehaviorBehavior

S3S3 S2S2

S4S4 S1S1


Versatile Leadership:Styles and Processes


High


Relationship Relationship BehaviorBehavior Directing StyleDirecting Style

Initiating

Structuring

Providing Instructions

Telling

S3S3 S2S2

S4S4 S1S1






High



Coaching StyleCoaching Style

Involving

Explaining

Coordinating

Collaborating

Directing StyleDirecting Style

Initiating

Structuring


Telling

S3S3 S2S2

S4S4 S1S1





Styles and ProcessesHigh



Encouraging StyleEncouraging Style

Facilitating

Sharing

Understanding

Reinforcing


Involving

Explaining

Coordinating

Collaborating


Initiating

Structuring


Telling

S3S3 S2S2

S4S4 S1S1






High



Encouraging StyleEncouraging Style

Facilitating

Sharing

Understanding

Reinforcing


Involving

Explaining

Coordinating

Collaborating

Empowering StyleEmpowering Style

Turning Over

Leaving Alone

Letting Go

Being Available


Initiating

Structuring


Telling

S3S3 S2S2

S4S4 S1S1




High



Encouraging Encouraging StyleStyle


Empowering StyleEmpowering Style Directing StyleDirecting Style

S3 S2

S4 S1


Prioritizing Development Objectives

1. Clarify where they want to go: Find alignment between Goals and Standards.

2. Compare where they are now (Abilities, Perceptions) with where they want to go.

3. Find their greatest leverage: the biggest payback for their development efforts.

4. Choose one objective and get started.


Support Intelligent Risk Taking

What can you do to minimize fear of failure and support intelligent risk taking with the people you are coaching?


EmphasizeOn-the-Job Activities

B o o k s a n d T a p e s( 7 0 % )

S e m i n a r s( 2 0 % )

O n - t h e - j o b( 1 0 % )

B o o k s( 1 0 % )

S e m i n a r s( 2 0 % )

O n - t h e - j o b( 7 0 % )

What people tend to do whenplanning development:

What people shoulddo to develop:


Types of Development Objectives

Learning a new skill

Changing a behavior

Gaining new information

Moving to a higher level of skill

Applying skills in a new way


What is Wisdom?

What

I Shall

Do

On

Monday

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