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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 sharedvision,Mobilize and inspire,Manage forresults,Develop the individuals,Effective leadership encompasse
2、s four core elements.,Understand the big picturePlan in advanceAlign the teamMaintain direction,Build enthusiasm Motivate the teamEnable the individuals,Stick to a rigorous upfront planManage aggressivelyTroubleshootChange behavior in response to feedback,Develop an exciting plan for growthBe the co
3、achMeasure and communicate performance,3,DeveloptheIndividuals,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate PerformanceKey Takeaways,Agenda,4,DeveloptheIndividuals,The Importance of Developing People,Source:Bain Worldwide Employee Satis
4、faction 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 Process,Strengthen Qu
5、ality of Results for Clients,Contribute to Long-term Growth in the Business Through Retention,Satisfied Employees,6,DeveloptheIndividuals,Agenda,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate PerformanceKey Takeaways,7,DeveloptheIndividua
6、ls,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,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for Gro
7、wthBe the CoachMeasure and Communicate PerformanceKey Takeaways,9,DeveloptheIndividuals,Plan for Growth,Review capabilities required for a person at their levelSolicit input from the individual Read previous performance reviews(with the individuals permission)Talk to the persons other managersReview
8、 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 helpDiscuss the plan in a one-on-one conversation with the i
9、ndividual 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 are disruptive because workplans rarel
10、y 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-specific skill plan focused on the in
11、dividuals 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 and competitor interviews.Once the workpl
12、an 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 an ongoing focus for development needs.Skil
13、l 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 specific and actionable,Ensure that the skill pla
14、n 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 many of the HLAs.,Skill plans should drive regu
15、lar 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 your opportunity to ensure that team members expect
16、ations 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,Skill Plan Form,Team Member:Caseteam leader/Manager:Case Cod
17、e:Date:,Scheduled Updates:,13,DeveloptheIndividuals,Agenda,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate PerformanceKey Takeaways,14,DeveloptheIndividuals,How to Be a Coach,“Tell me and Ill forget,show me and Ill remember,let me do it an
18、d 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 Game of Tennis“Effective coaching challenges peoples beliefs and chan
19、ges their behavior.”Dean Berry,Founding Father of INSEAD,16,DeveloptheIndividuals,Effective Coaching,Where you say itWhen you say itHow you say it,Coaching involves attention to both content and process.,What you say,Content,Process,17,DeveloptheIndividuals,Coaching Content,Effective coaching leaves
20、 the individual clear about the changes needed and motivated to make them.,Specific-give examples,describe specific behaviors and reactions,use quotes or written examplesFactual-do not make it personal;discuss facts,events,examplesObjective-do not be influenced by previous performance or hearsay fro
21、m other cases;base feedback on direct experience Descriptive-be descriptive,not judgmentalBalanced-always give both positives and areas for improvementActionable-discuss specific action steps for improvement,From your perspective-speak for yourself,not for othersOpen/honest-do not pull punches,do no
22、t sugarcoat,and do not overstateSensitive of feelings-criticize actions,not the person;use careful languagePositive-express confidence that the person can succeedNon-discriminatory-avoid any language that suggests racial/gender or other biasesTentative-be mindful that you are presenting perceptions,
23、not absolute truthSincere-understand that change is difficult;be tolerant and willing to help,Clear,Motivated,18,DeveloptheIndividuals,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 locationgive negative feedback in
24、 private,not in front of caseteam or clientgive positive feedback in public,whenever possible In person-avoid voicemail,especially for negative feedback Coaching is an ongoing process;day-to-day feedback is criticalFeedback must be timelySchedule sufficient time and do not allow interruptionsPrepare
25、-keep a journal of specific examplesSeparate positive from negative,and give positive feedback firstMake it a discussion,not a speechListen/questionunderstand their perspectiveprobe for background issues/concernsgive them opportunity to ask questions and respondCheck for understanding-summarize and
26、agree on key points,19,DeveloptheIndividuals,Positive Feedback,Regular positive feedback is a big part of successful coaching.,Why is positive feedback important?,Motivational:increases individual satisfaction,willingness to continue contributingReinforcing:explicitly acknowledges behaviors that are
27、 good;encourages continuation of positive behaviorsCreates greater openness to negative feedback:builds credibility and trust,When is it appropriate?,Upon completion of a good piece of analysisAfter an effective meetingAfter a good presentationAnytime positive feedback is given by a third party(e.g.
28、,a client,an expert),How do you give it effectively?,Be specific,provide detailed feedback.Explain why the work was effective in obtaining results for the clientSeparate it from negative feedback so it is not diluted/overshadowedAcknowledge publicly,whenever possible,20,DeveloptheIndividuals,Tips fo
29、r Receiving Feedback,As part of the coaching process,it may help to review 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 you
30、r growth.Constructive feedback is an important gift.Every time you are 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 perso
31、n giving you the feedback is not highly skilled.You may have different 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
32、 examples.,21,DeveloptheIndividuals,The Learning Dilemma,Source:“Teaching Smart People 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:,Rationaliza
33、tionAggressivenessRejectionCynicism,Are unwilling to“hear feedbackFail to change behaviors,Denial,Become depressed,withdrawnShift 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 t
34、o be reinforced.,22,DeveloptheIndividuals,Reactions to Feedback,As a caseteam leader,you should encourage 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 reportExp
35、ress passivity-have no reactionTake an aggressive stance toward the coachLaugh it offReject coachs authority to give feedbackShow cynicism about improvement suggestions,Accept responsibility for the behavior or understand the coachs perceptionsAnalyze why behavior was shownUnderstand the coachs poin
36、t of viewAsk for more informationEnlist coachs to help in understanding the feedbackShow concern for improvementListen carefully to feedbackAccept feedback and check in with others,Defensive Reactions,Desired Reactions,23,DeveloptheIndividuals,Handling Pushback(1 of 3),Source:Adapted from The Develo
37、ping People Workbook,Forum Corporation,The first step in handling pushback is to gain a better understanding 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 abo
38、ut how he or she sees the situation.Encourage with verbal and nonverbal signals(lean forward,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
39、 root cause of the issue.Use open-ended questions to uncover the team members view.Open-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 observa
40、tions-both facts and feelings.Summarize what you have heard,and ask if you 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.,Questi
41、on,24,DeveloptheIndividuals,After gaining a thorough understanding of 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 observatio
42、ns that include the team members experiences,along with other facts 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 your
43、s,and you do not know how to reconcile them.This makes it hard 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 Th
44、e Developing People Workbook,Forum Corporation,Handling 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 f
45、orward.,Agrees,but does not see why it is importantAgrees,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 b
46、ehavior or performance.,“I know doing a workplan 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 P
47、eople Workbook,Forum Corporation,Handling 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 foll
48、owing occasions,you put down the QA 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,y
49、ou 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),“Steve,Id like to give you some feedback on something you sai
50、d 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 comment.”“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 t
