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human communication
Human Communication 4th Edition Judy Pearson, Paul Nelson, Scott Titsworth, Lynn Harter - Solutions
How frequently do you review the effectiveness of your client relationships?
What types of intervention do your different clients need from you?
How well have you identified and managed the different stakeholder requirements?
Which styles could you use more and why?
How often do you use each of the six categories of intervention style?
Agreement of the following course of action and desired involvement in the ongoing development
Identification of key stakeholders and decision makers
Preferred approach and time commitment to the activity
Budget and timescales
Understanding of the different individuals and their background
Current skills levels and starting point of the targeted group
An overview of the extent and nature of development that has already taken place
Desired benefits for the individuals, the team and the organization
Desired outcomes of the development activity
What does need to change?
When did you last review the pre- and post-briefing of your training and development activities?
How well do you measure their performance?
How well briefed are the consultants that deliver the development activities?
What process do you have in place for development planning?
How do you measure this?
How much responsibility do individuals take for their own development?
What guidance are you giving managers on pre- and post- briefing?
How well are senior managers briefing and debriefing the individuals that attend development events
Finally, the individual is the only person who can make it happen!
Discuss the learning with the individual after their attendance at any workshop and provide ongoing coaching and challenge.
Brief individuals on what you want them to gain from attending any development activity.
Be creative in how to develop these skills in the team. Attendance at a workshop is not the only solution.
Identify clear development plans for team members that support them to achieve their objectives.
What materials do you have in place to clarify the purpose and objectives of your different development programmes?
What skills training are you providing for your leaders to ensure they support the development activities that their team attend?
How do you assess the benefit of development events after the event?
What pre- and post-briefing guidance do you provide for your leaders and course participants?
How well are you communicating the availability of these development activities to your people?
How well are you integrating these different development activities into your existing training and development programmes?
What are you providing for your graduates in the way of personal development activity?
Which individuals would benefit from a self-directed action learning set?
How well is your mentor scheme working – how do you measure its effectiveness?
What improvements do you need to make to the coaching that is provided within the business?
When did you last evaluate the effectiveness of your external/internal coaches?
What current business projects could be given to particular groups?171 LEADERSHIP DEVELOPMENT
What benefits is the business gaining from these activities?
Which of these activities are working well/not so well?
Which of these activities do you support in the business?
How are we going to work together?
What do you see as your responsibilities?
What do you see as my responsibilities?
What support are you looking to gain from me?
5. Roles and responsibilities
4. Focus What are the three most important issues that you want to focus on in this mentor partnership:1.2.3.
3. Future Where would you like to be in 1–2 years time? Why? For example:New responsibilities Better working relationships New role Greater skills/experience
What challenges do you face in your current role?
What skills do you feel you need to develop?
What do you see as your strengths/skills?
What do you enjoy/not enjoy?
What training do they require?
Who will provide the internal administration of the system?
What security is needed for individuals and for corporate compliance?
How well is the company IT system able to support this initiative?
What mix of narrative and numerical data is required in the profiles?
What organizational data will be required from the exercise?
How much access do people have to internet and e-mail?
How many different questionnaires will be required for different levels of manager?
How often will the 360 feedback process be repeated?
How many people will participate in the programme?
Is the level of information in line with the original goals?
Will the individual understand it?
Does the numerical analysis add value for the individual?
Agree how they will take the feedback further with their team or colleagues.We should suggest the guiding rules:
Agree a review date to discuss progress.
Discuss the different options, e.g.– send out the whole report to all observers.– face-to-face discussion with key observers (one-to-one or whole group).– share the learning plan with their team.The key benefit of sharing the data is in opening a discussion with people whose views you value.
Discuss the benefits of sharing the data with the team/key colleagues.
Ask the person to identify with whom they will share the feedback.
If looking for solutions, what could they do differently? Who does this well? What do they do?5. Sharing the feedback
Focus on three or four areas.
Gain agreement to specific development actions. What areas is the individual interested in looking at?
Comments – get behind them – why do you think they said that?4. Development actions
Remember that you are there to ask questions and prompt the discussion.You are not there to give your own personal viewpoint.
Talk through the main patterns and trends, higher scoring areas (start with the positives), lower scoring areas and areas of difference between ratings from colleagues/direct reports/manager. What does this tell you?
Explain that the importance of feedback is what you do with it. The feedback session provides a process for identifying key themes and making sense of the data.3. The feedback
The narrative is unedited, look at overall themes rather than trying to guess who said what.137 LEADERSHIP DEVELOPMENT
Difference between numerical ratings and narrative. People may be high or low scorers, the value is in the narrative.
People will see you differently, therefore the comments may be contradictory.
They are purely a set of perceptions, not fact.
Prepare for the meeting by reading the feedback, identifying the key themes, etc.2. Give an overview of key points regarding 360 reports and the feedback session
A short time before the feedback debrief (a couple of days), give the person their report. Ask them to read their feedback and make some notes in preparation for your meeting.
Book protected time in your diary and allow 1–1.5 hours for the feedback debrief.
Actively seeks feedback on personal style and works to improve, based on feedback given.
Maintains a positive attitude, controlling own feelings of stress and anxiety when under pressure to ensure that others are not affected adversely.
Is self-disciplined and hard working, focused on achieving the best results for the company and client.
Demonstrates integrity, fairness and consistency, maintaining confidentiality and honesty in dealing with internal and external customers.
Presents a knowledgeable and authoritative presence with clients and colleagues.
Demonstrates passion and energy for what they do, showing conviction and enthusiasm for the job.
Demonstrates fairness by ensuring consistent application of company policies and procedures.Personal style Employees with a strong focus on personal effectiveness show resilience and determination to succeed in the face of pressure and difficulties.
Adapts personal style to meet the needs of the individual and the situation.
Deals promptly with ‘difficult’ individuals and performance problems in a direct, supportive and honest manner.
Actively manages performance by conducting regular performance reviews.
Coaches others to develop to their full potential and to improve their performance.
Praises, recognizes and values individuals’ contributions and efforts.
Takes active responsibility for the development of others by setting achievable but challenging objectives.
Develops the skills and qualities of team members in order to maximize team and project success.125 LEADERSHIP DEVELOPMENT People and performance Managers who demonstrate effective People Management Skills ensure that people within their teams maximize their personal contribution and development.
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