developing others

www.humanikaconsulting.com

What is …

“Part of the leadership responsibility involves developing the leadership abilities of others in

the organization.”

Become Balanced Manager

LEADERSHIP

MANAGEMENT DEVELOPING OTHERS

Balanced Manager

A leader as "a person capable of inspiring and associate others with a dream."

Leadership is "organizing a group of people to achieve a common goal.”

SITUATIONAL LEADERSHIP

Management

Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively

Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Management Process

The Managerial Roles

The Changing Roles of Management and Managers

Time Spent On Management Function At Different Management Level

Lower-level management

Mid-level management

Top-level management

Planning Organization Leading Controlling

Skills For manager Level

Developing Others Scheme

Competency Frame

Competency Concept

Organizational - Individual

COMPETENCY

Human Asset ValueCareer Person•potensi yang cenderung rendah, namun performanya cukup tinggi.•memiliki ketekunan dalam menyelesaikan apa yang menjadi tugasnya•tersedianya jenjang karir yang jelas

Potential Candidate•orang yang dinilai memiliki potensi dan kompetensi tinggi•ditawari paket salary dan benefit yang kompetitif•challenging jobs dan fast track career path

Deadwood•potensi rendah dan performa rendah•memberatkan perusahaan

Problem Employee•Memiliki potensi yang tinggi, sayangnya tidak menunjukkan performa yang semestinya•perlu diberikan coaching and counselling

PERF

ORM

ANCE

COMPETENCY

Contingency Theory of Action and Job Performance

INDIVIDUAL JOB DEMANDS

Organizational Environment

Vision, values, philosophy,

knowledge, abilities (competencies), life and career stages,

style interest

Tasks, functions ,and role

Culture and climate, structure and systems, maturity of industry and

strategic

BEST FIT AREA

Improved Individual

Performance

ABILITIES :KnowledgeSkillsExperienceCredentialQualification

MOTIVATION :EnthusiasmInitiativeSelf ConfidenceProfessionalism

ROLE CLARITY :Role PerceptionPersonal preferenceRole negotiation

Alan M. Barratt, Dimitri P. Georgides, (1995) "The synolic approach to human resource development"

Methods of People Development

Helping high flyers fly high Martin Galpin, James Skinner, (2004)

Developing Others By Training Based

• On The Job Training• Vestibule (workshop)• Demonstration• Program Instruction

(Assignment)• Apprentice

Developing Others by Lecturing Based

• Seminary• Discussion• Case study• Job rotation• Coaching & Counseling

Delegation of Authority

What’s DelegationDelegation of authority means giving the rights

and responsibility to other people in the group to work independently and make decisions.

Delegation can be defined as transfer of authority from superior to subordinates.

Hence delegation of authority required a strong and trustworthy relationship between the supervisor and the subordinate.

Certain amount of freedom should be given to the subordinate such that he can make the decisions whether right or wrong and learn from it. This will in turn help the subordinate grow and get the abilities to be a future leader.

Effective Delegation

• Give the person a whole task to do

• Understands exactly what you want them to do

• Share your picture with the staff person

• When you want feedback about progress

• Measurements or the outcome• Thank and reward the staff

person

S.M.A.R.T. Instructions

Giving Instruction

• Somewhere along the line, you are going to have to tell another person how to perform a task.

• Ability to give good instructions will affect the speed at which they learn

Effective Giving Instruction• Get people’s attention. • Be clear and specific about what you want. • If you’re unsure whether or not people have

really understood you, have them repeat your message using their own words.

• Demonstrate or illustrate whenever possible.• Only give a small number of instructions at any

one time. • Use direct and specific language. • Don’t rush your instructions. • Avoid misunderstandings by asking the person

how they’ll approach the issue or task and why. • Restate your instructions one more time if

necessary.• Check back during the initial stages.

COACHING

Coaching and Others

Coaching

“improving performance at work, by turning things people do at work into learning situations, in a planned way, under guidance.”

Key Words

• Improving performance : using a range of learning experiences to bring about improvements.

• Things people do :which becomes opportunities from which all parties can learn.

• Planned : so as to get most out of the situation.

• Guidance :where the coach transfers his knowledge, skills and experience.

How to coach

• Share your knowledge and skills

• Help them realize their potential• Help them to improve their skills

Its not about how long you spend with people but how well you spend that time

Steps to Coach

• Competency - Assess current level of performance

• Outcomes - Set outcomes for learning

• Action - Agree tactics and initiate actions

• Checking - give feedback and make sense of what’s been learnt.

25-07-03

Coaching skills...

• Building Rapport • Questioning - Use open questions to prompt a

response ( What have you tried?, How could you..?)

• Observation - Change the way you look at people and situation

• Listening - What to avoid :* Here only what we want to hear* Think we know what people are talking about* Listen to the words but miss the music

• Helping people change - question words like “never”

“Don’t let what you can’t do interfere with what you can do”

• Develop trust• Give feedback

Coaching Vs Mentoring

Individual Development Plan

A plan developed by the specialist with input from a support team that outlines personal and professional development goals and

methods of accomplishment for the

year.