get the most from your ‘b’ and ‘c’ players while …get the most from your “b” and...

Institute for Management Studies • 201 W Liberty St • Ste 100 • Reno NV 89501 • (775) 322-8222 • www.ims-online.com

The Institute for Management Studies 37 Years of Executive Education Excellence

Presents

Get the Most from Your ‘B’ and ‘C’ Players While

Developing Your High Performers

Bill Hawkins Hawkins Consulting Group

(858) 756-7930 [email protected]

Institute for Management Studies

Get the Most from Your “B” and “C” Players

While Developing Your High Performers

Bill Hawkins

Goals for Today

• Learn how to identify high potentials and connect development experiences to their needs

• Analyze a method to determine how (and with who) managers should spend time

• Build Skills in coaching and developing the “B & C”people on your team

• Learn motivational techniques to engage every member of the team

1

The Von Manstein Matrix

Lazy

Hard Worker

Stupid Intelligent

There are only four types of officer:

First --- there are the lazy, stupid ones. Leave them alone, they do no harm

Second --- there are the hard-working intelligent ones. They make excellent staff officers, insuring that every detail is properly considered.

2

Third --- there are the hard-working, stupid ones. These people are a menace and must be fired at once. They create irrelevant work for everybody.

Finally --- there are the intelligent lazy ones. They are suited for the highest office.

General Von MansteinOn the German Officer Corps

The Von Manstein Matrix

Lazy Leave Alone Stars

Hard Worker

Fire Immediately Excellent Staff

Stupid Intelligent

3

Your Direct ReportsRank Order by Productivity

•

•

•

•

•

•

•

•

Sources of Initial Success(They look Good)

Make the Numbers

Very Bright

Commitment / Sacrifice

Charm

Ambition

4

Ten Early Indicators of Global Executives

1. Seeks Opportunities to Learn

2. Adapts to Cultural Differences

3. Has the Courage to Take Risks

4. Committed to Making a Difference

5. Can Handle Complex and Uncertain

Situations

6. Is Insightful: Can See Things From

New Angles

5

7. Acts with Integrity

8. Seeks and Uses Feedback

9. Brings Out the Best in People

10. Learns from Mistakes

________________________________________________________________

M. McCall, G. Spreitzer, J. Mahoney, “Identifying Leadership Potential in Future International Executives: A Learning Resource Guide” 2004

Your Direct ReportsRank by Time You Spend with (or on)

Them

•

•

•

•

•

•

•

•

6

Your Team

P

R

O

D

U

C

T

I

V

I

T

Y

.

High

Low POTENTIAL High

Your Team

P

R

O

D

U

C

T

I

V

I

T

Y

2) Kim S.

3) Maya M.

4) Jose D.

5) Robert Y.

1) Raphael M.

7) Lynn P.6) Jasmin P.

8) Hans Y.

High

Low POTENTIAL High

7

Typical Corporate America

P

R

O

D

U

C

T

I

V

I

T

Y

Solid Citizens

50%

Stars(or near stars)

25%

Deadwood

5%

Learners

20%

High

Low POTENTIAL High

Where do Leaders Spend Their Time?

Solid Citizens Stars

Deadwood Learners

8

Where do Leaders Spend Their Time?

Solid Citizens

4

Stars

2

Deadwood

1

Learners

3

Where Should Leaders Spend Their Time

Solid Citizens

25%

Stars

50%

Deadwood

5%

Learners

20%

9

Time doing what?

• Mentoring

• Coaching

• Counseling

To be an effective coach you must be Credible

(and)

As part of their development your people need to understand

Credibility

10

Credibility

Position Credibility

ComposureCharacter

Competence

Career Credibility

Courage Conviction

Care for People

Composure

• Appropriate emotional reactions • Poise and stability • 3 Key Challenges

-- How do you handle stress? -- How do you handle bad news?-- Public speaking

11

CharacterBuilt over time / Lost in an event

The Big Stuff

• Honest and Ethical

• Fairness with others

• Hold others to high standards

The Little Stuff

• Walk the talk

• Keep promises(big and small)

• Trustworthiness

Competence

• Technical

• People (relationship)

• Conceptual

12

Competence as Influence

1st Line Supervisor

Middle Manager

Senior Leader

Tech.

People

Concept

Total 100 % 100 % 100 %


1st Line Supervisor

Middle Manager

Senior Leader

Tech. 70 %

People 25 %

Concept 5 %

Total 100 % 100 % 100 %

13


1st Line Supervisor

Middle Manager

Senior Leader

Tech. 70 % 30 %

People 25 % 40 %

Concept 5 % 30 %

Total 100 % 100 % 100 %


1st Line Supervisor

Middle Manager

Senior Leader

Tech. 70 % 30 % 5 %

People 25 % 40 % 25 %

Concept 5 % 30 % 70 %

Total 100 % 100 % 100 %

14

A tool for developing competence Feed-forward

How does it work?Pick something (personal or professional) that you would like to work on for your development…..

Feed-forward

• Talk to as many people (one at a time) as possible in the time allowed

• Ask each person for suggestions on the issue you picked for development

• Write down their suggestions (you will need a pencil and paper)

15

Two Key Guidelines

The person providing suggestions cannot talk about the past. Only future

suggestions are allowed.

The person asking for feed-forward can only say two words in response

Two Key Guidelines

The person providing suggestions cannot talk about the past. Only future

suggestions are allowed.

The person asking for feed-forward can only say two words in response

THANK YOU!

16

Feedforward Suggestions 1.________________________________________________________________________________

2.________________________________________________________________________________

3.________________________________________________________________________________

4 ________________________________________________________________________________

5 ________________________________________________________________________________

6 ________________________________________________________________________________

7 ________________________________________________________________________________

8 ________________________________________________________________________________

9 ________________________________________________________________________________

10 _______________________________________________________________________________

11 _______________________________________________________________________________

12 _______________________________________________________________________________

13 _______________________________________________________________________________

14 _______________________________________________________________________________

15 _______________________________________________________________________________

Feed-forwarddebrief

• In a word or two, how would you describe this exercise?

• Compare to feedback

IN GROUPS• What made this work for you? • How could you use this in developing

your people?

17

Credibility


ComposureCharacter

Competence

Credibility


ComposureCharacter

Competence

Career Credibility

Courage Conviction

Care for People

18

Courage

• Willingness to challenge others • Admit mistakes• Take risks• Make tough and timely decisions • Stand up for your beliefs • Say in public what you committed to in

private

Conviction • Passion and Commitment

– For the job, the team, the organization– A positive attitude can not be coached,

you have to demonstrate it.

• Positive attitude– Optimistic and solutions oriented – We can make this happen

• Inspiration to others– I’ll lead the way– Problems are an adventure, not a headache

19

Care for People

• Listening

• Showing Respect and Dignity

• Demonstrating Concern(Personally and professionally)

Credibility


ComposureCharacter

Competence

Career Credibility

Courage Conviction

Care for People

20

Developing Your Peak Performance

People

And connecting their development to your needs

Every Manager is faced with the Dilemma of doing two things

simultaneously• Produce excellent current results • Improve performance and prepare for the

future by acquiring and putting into action, new skills and capabilities

How do you do that?

21

Five Categories of Experience(Executives Cite as Potentially Developmental)

Challenging Jobs:

Other People, mostly bosses:

Hardships:

Coursework:

Off-the-job Experiences:

Critical Career IssuesSenior Level:

– Be strategic – Handle ambiguity – Recognize that jobs are too big

Middle Level: – Give up technical mastery– Direct and motivate others – Become a creative problem solver

First Level: – People are a problem

Center for Creative Leadership, Developmental Learning Guide, 2005

22

Twelve Challenges Common to Developmental Experience

1. Success and Failure are both possible and will be obvious to others

2. Requires aggressive individual “take charge”leadership

3. Involves working with new people, a lot of people, or both


4. Creates additional personal pressure

5. Requires influencing people over which the manager has no direct authority or control

6. Involves a lot of variety

23


7 Will be closely watched by people whose opinions count

8 Requires building a team, starting something from scratch

9 Fixing or turning around a team or an operation or project in trouble


10. Involves interacting with an especially good or bad boss

11 Has a major strategic component and is intellectually challenging

12. Something important is missing

*Based on research (by Bob Eichinger and Mike Lombardo) 5 or more of these imbedded challenges must be present for the experience to be developmental.

24

Your Check List

1. Leadership Credibility:

Potential Problem Strength Position:

composure character competence

Career:courage convictioncare for people

2. Critical Career Issue to be developed: (senior level, middle level, first level)

3. Category of Experience• Job • People • Course work• Off-job experience

4. Five of the Twelve imbedded challenges most likely to be available in your world.

Rules for Development• Real work develops people

• Variety beats repetition

• No stress; no learning

• Think small

• Start early

AND REMEMBER

Development

is the land of the first and the different

25

Developing Your “B“ and “C” Players

Their Check List for Developmental Planning

What components of my job currently contribute to my on-going development?

– What am I learning? – How am I developing?

What components should I pay more attention to as learning opportunities?– Technical skills – People management – Conceptual

What do I need to do “more of “ to increase my effectiveness in this role and/or prepare me for future opportunities?

Is there anything I should do “less of” to increase effectiveness?

What feedback do I need on my performance?

26

Effective Learning Tactics

Research has shown that most learners use a variety of methods when learning something new. Below is a checklist of tactics you may use to enhance your ability to learn and develop.

Identify two or three that you do not typically use --- and try them

Checklist• Teach someone else how to do something• Look for complexity in situations • Relentlessly ask questions of your self and others • Look for ambiguity in situations • Ask “what lessons have I learned” often• Look for patterns and historical parallels • Develop change or learning partners • Seek role models (ask them to lunch) • Talk with previous job incumbents • Develop strategies for handling the stress of “going against your

grain”• Mentally rehearse how to act before going into a situation • Put yourself into a situation where you must over come or neutralize

a weakness • Ask ---- what would the ideal manager do here? • Keep a learning journal • Analyze success and mistakes by asking “why”

27

The Six Question Process

1. Where are we going? 2. Where are you going? 3. What is going well? 4. What are the key suggestions for

improvement? 5. How can I help?6. What suggestions do you have for me?

* Monthly conversations

So What Really Motivates People?

28

MotivationSome leaders believe that the high achievers, the high impact people on their team are self-motivated. Research, however, shows that it is the rare individual who is truly self-motivated over an extended period of time. The reality is that the “boss” has a direct impact on motivation of individual members on the team. Although money and promotional opportunities can be motivational for some people, some of the time, they won’t motivate everyone. And they are limited in supply in most organizations.

Research (originally conducted at Harvard in the l960’s) indicates that there are 3 deep-rooted motivators of human beings. Most of us have needs for all three of these. Of these three, however, most people have a primary motivational need that is much more important than the other two. If it is not met at work (think of people who work in unsatisfying jobs like assembly line work) they will attempt to satisfy this motivational need in recreation or by doing volunteer work. Or they may simply quit a job and move on even when the pay is good. Research shows that – over time – the primary motivational need must be met or people become unmotivated.

There is also a secondary motivator that is “nice to have”. For most people this is not essential. But when both the primary and secondary needs are met, people become highly motivated. The motivator that comes in third place for an individual --- many times has so little impact on that person that he or she cannot understand why it motivates other people. As a leader this can be a “Blind Side” in understanding motivational needs of others on the team.

Power

• The need for autonomy (control in my life)

• Ability to demonstrate my uniqueness

• Respect and admiration of others

29

Affiliation

• Need to be part of a team of great people

• Personally feel that I make a difference, a contribution

• Our mission is significant (would love to change the world)

Achievement

• Need to have challenging and interesting work where I can see results

• Want an opportunity to use my talents and skills

• The opportunity to learn

30

If their motivational needs are not being met ……..

What will they say?

POWER

31

Power

• You micro manage me

• You don’t provide enough positive recognition

• I need a different title, bigger office, etc.

AFFILIATION

32

Affiliation

• There are team members not doing their part

• There are people on your team who are not team players

• You have not communicated a vision for this team

ACHIEVEMENT

33

Achievement

• I’m bored

• My skills, talents and abilities are being wasted

• We are not getting anything done around here

The “Magic” Question

Think back to the last project (job assignment, etc) and tell me……

What was there about it that gave you a sense of Pride and Satisfaction?

34

People with Strong Power needs will:

Tell You:– About all the problems – The reward at the end

Will respond to:– Positive Recognition – A challenge that involves

• Using their unique strengths, knowledge or abilities • Over coming obstacles • Few rules and restrictions as possible

People with Strong Affiliation needs will:

Tell You:– About each member of the team – Why the project was important

Will Respond to:– A chance to work on an elite team of people (who this

person respects) – A challenge that involves:

• An important cause, a significant issue • A chance to work on a great team knowing that his or her

participation on that team will make a difference

35

People with Strong Achievement needs will:

Tell You:– About the goal / target and how it was achieved – The personal knowledge or skill set used in the

reaching the goal.

Will Respond to: – Constructive Feedback (how can I improve) – An assignment that is challenging, involves specific

outcomes --- and a chance to learn.

In conclusion Your Challenge

• Identify your high potential talent, focus your development efforts, and invest time in them.

• Optimize “time” with your “B” and “C” team members

• Look for “on the job” developmental opportunities

• Don’t try to do it all yourself • Take care of yourself first --Then tune into

motivation needs for your entire team

36

Suggested Readings Available on www.marshallgoldsmithlibrary.com

"Try Feedforward Instead of Feedback"

http://www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=110

"The Six-Question Process: Helping Executives Become Better Coaches"

http://www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=116

37

get the most from your ‘b’ and ‘c’ players while …get the most from your “b” and...

Documents