TU313. Creating an Effective Leadership Development Curriculum 3 Essential Components Scott Blanchard

Transcription

1 TU313 Creating an Effective Leadership Development Curriculum 3 Essential Components Scott Blanchard

2 The average leader doesn t receive training until they are 10 years into their careers Zenger Folkman Research

3 Among new managers with less than 3 years on the job Only 39% reported they had received training. Only 34% reported receiving any mentoring. Only 31% reported receiving any coaching.

4 60 percent of frontline managers underperform during their first two years, driving performance gaps and employee turnover across the entire frontline. CEB/Learning and Development Roundtable Study

5 Those that survive develop habits in their first year that they carry with them throughout their careers. Linda A. Hill, Harvard professor and business author

6 Agenda Four communication skills and four conversations new managers need to master Three goal setting, diagnosing, and matching skills intermediate level managers need to learn Four specialized coaching skills that help advanced managers cope with management situations that are shifting or otherwise uncertain

7 The Four Core Conversations

8 Goal Setting To have a dialog that focuses the person on exactly what needs to be done and by when.

9 Praising To help people understand which specific behaviors are helping achieve the goal, why it matters, and that it was noticed and appreciated.

10 Redirecting To guide people toward their goals by helping them know when specific behaviors are out of alignment with the goal, why it matters, and that you want the person to succeed.

11 Wrapping Up To keep people energized, and inspire engagement by promoting development and honoring the work that is being done.

12 A second set of skills we believe need to be a part of a first-time manager curriculum 1. Listening with Intent 2. Inquiring for Insight 3. Telling Your Truth 4. Expressing Confidence

13 Listen with the intent of being influenced Be present and focused Be open-minded Respond so others feel heard, valued, and better able to resolve challenges

14 Inquire for Insight Ask questions that draw out ideas from the other person Ask open-ended questions Focus on moving forward Emphasize what and how rather than why What How

15 Tell Your Truth Share relevant information Be brave, honest, and respectful Be open to other perspectives Avoid blame or judgment, focusing on forward movement

16 Inspire Achievement Express Confidence Build self assurance and enthusiasm Highlight relevant qualities or skills Cite previous successes Offer support as needed

17 3 Skills Midlevel Managers Need to Master Goal Setting Aligning on what needs to be done, when Matching Diagnosing Collaboratively assessing an individual s competence and commitment on a specific goal or task Using a variety of leadership styles, comfortably, to provide individuals with what they need

18 Goal Setting Specific What exactly is the goal or task and what does a good job look like? Motivating Am I excited and interested in this goal? Attainable Is the goal realistic and achievable? Relevant Is the goal important and aligned with organization goal? Trackable Is there a way to track progress? Are there measures?

19 Understanding and Diagnosing Development Level

20 Development Levels Development level is goal or task specific!

21 Flexing and Matching Your Leadership Style

22 Since you know how to do this, what you need me to do is listen, rather than give advice, right? Since you re still learning, and may be discouraged, would it be helpful if I continue to provide you with some direction? And I d also like to hear your ideas. I know you re taking the lead, but I m here, when and if you need me. Since you haven t done this before, would it be helpful if I provided you with some direction, resources, and information?

23 Why Match? Before SLII training 54% of managers use one style naturally 34% use two styles naturally 1% use all four styles naturally 11% use three styles naturally

24 Employee Perceptions of What They Need from Their Managers S4 S3 S2 S1 12% 26% 59% 2%

25 SUPPORTIVE BEHAVIOR What Styles Do Most Managers Use? (as seen by direct reports) (High) S3 S2 22% 33% S4 42% 3% S1 (Low) DIRECTIVE BEHAVIOR (High)

26 Coaching Conversations Are Essential Regular communication around development having coaching conversations is essential. In fact, the single most important managerial competency that separates highly effective managers from average ones is coaching. (Source: Harvard Business Review, 2015)

27 In a study with 100 organizations, respondents cited that getting their managers to be more coach-like was their number one concern. (The Ken Blanchard Companies 2016) Nearly half of managers spend less than 10% of their time coaching others. (2014 study by the Conference Board)

28 Coaching Is A deliberate process using focused conversations to create an environment that results in accelerated performance and development 28

29 The Coaching Process 29

30 Connect Build trust and positive relationships Greet the person. Express interest in the person. Show that you care.

31 Focus Identify topics and goals Set the context for the conversation Narrow down and discuss the key focus area(s) Confirm priorities Did they confirm the specific focus?

32 Activate Collaborate to develop a plan for action Gather ideas and consider options Draw out a plan of action Identify what is needed to move forward Did they identify specific actions to be taken?

33 Review Clarify agreements and discuss accountability Ask for a recap of actions and commitments Confirm timelines, including followup meetings Reflect on what was learned or useful Do they have clear agreements and timelines?

34 The Four Essential Skills are used in each part of the Coaching Process. 34

35 Linking the Skills and Process The coaching process is the frame. The coaching skills are the gears that help the frame move forward. 35