Post on 24-Jan-2015
description
Leadership and Talent Development in Challenging
Times
• $8/hour
Costs of Turnover
• $8/hour
• $3500
Costs of Turnover
• $8/hour
• $3500
• 30-50% entry level
Costs of Turnover
• $8/hour
• $3500
• 30-50% entry level
• 150% middle level
Costs of Turnover
• $8/hour
• $3500
• 30-50% entry level
• 150% middle level
• 400% high-level
Costs of Turnover
Even WORSE...
They Might NOT Quit
• Passive aggressive
They Might NOT Quit
• Passive aggressive
• Purposeful errors
They Might NOT Quit
• Passive aggressive
• Purposeful errors
• Sick time
They Might NOT Quit
• Passive aggressive
• Purposeful errors
• Sick time
• Longer breaks
They Might NOT Quit
• Passive aggressive
• Purposeful errors
• Sick time
• Longer breaks
• No weekends
They Might NOT Quit
• Passive aggressive
• Purposeful errors
• Sick time
• Longer breaks
• No weekends
• Only what they’re told
They Might NOT Quit
Chllenging Times
A little bit about me...
Mike WinstanleywinTrain Consultants
mike@wintrainonline.com
www.wintrainonline.com
Defintion
Talent Developmentthe process of changing an organization, its employees, its stakeholders, and groups of
people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization.
Process
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OK. So, what can I do?
OK. So, what can I do?
Psych 101 for Managers Cliffs Notes Version
Look In The Mirror
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Boss or Leader?
voice: 248.321.3084 ! fax: 707.221.2667
MMiikkee WWiinnssttaannlleeyy
winTrain Consultants LLC39300 Medallion Court #6103
Farmington Hills, MI 48331
email: mwinstanley@wintrainonline.com
win train
Leadership of Choice
Question #1
Do they LIKE me?
Likeability
• 4 questions people ALWAYS ask about you...
• Are you friendly?
• Are you relevant?
• Are you empathic?
• Are you real?
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How To Increase Your Likablility
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How To Increase Your Likablility
• Friendliness
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
• Improve listening skills
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
• Improve listening skills
• Ask, don’t tell
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
• Improve listening skills
• Ask, don’t tell
• Real
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
• Improve listening skills
• Ask, don’t tell
• Real
• Open up
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How To Increase Your Likablility
• Friendliness
• Stop Unfriendliness
• No “catharsis”
• Body language
• Relevance
• Frequent contact
• Mutual interests
• Empathy
• Improve listening skills
• Ask, don’t tell
• Real
• Open up
• Admit your mistakes
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Question #2
Assumptions...
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Assumptions...
• Dislikes work
• Prefers to be directed
• Avoids responsibility
• Little ambition
• Primarily wants security
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Assumptions...
• Work is a natural activity
• Prefers to use their creativity
• Seeks responsibility
• Ambitious
• Dislikes work
• Prefers to be directed
• Avoids responsibility
• Little ambition
• Primarily wants security
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Question #3
What Are My Expectations?
What Are My Expectations?
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Communicating Expectations
1. Check your attitude
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
6. Consider resources required
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
6. Consider resources required
7. Establish control procedures
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
6. Consider resources required
7. Establish control procedures
8. Define parameters
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
6. Consider resources required
7. Establish control procedures
8. Define parameters
9. Single task to a single person
Communicating Expectations
1. Check your attitude
2. Clearly define the tasks
3. Develop performance standards
4. Assess staff capabilities
5. Explain the reasons
6. Consider resources required
7. Establish control procedures
8. Define parameters
9. Single task to a single person
10.Support and communicate
Communicating Expectations
Tell me about your excellent suggestion...
Question #4
What am I responsible for?
What am I responsible for?
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Question #5
What’s My True Intent?
What’s My True Intent?
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Management Myth #91“If it wasn’t for the people, management would be easy”
Management Myth #91“If it wasn’t for the people, management would be easy”
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Your #1 Job as a Leader
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Your #1 Job as a Leader
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Do WHATEVER it takes to help your people be SUCCESSFUL
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Management Myth #1“They work for you”
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Who’s Motivating Who?
• Tactful discipline
• Good working conditions
• Personal loyalty
• Promotion and growth
• Interesting work
• Good wages
• Job security
• Help on personal problems
• Feeling “in” on things
• Full appreciation for work done
• ——
Who’s Motivating Who?
1. Good wages
2. Job security
3. Promotion and growth
4. Good working conditions
5. Interesting work
6. Personal loyalty
7. Tactful discipline
8. Full appreciation for work done
9. Help on personal problems
10.Feeling “in” on things
Us
Who’s Motivating Who?
1. Good wages
2. Job security
3. Promotion and growth
4. Good working conditions
5. Interesting work
6. Personal loyalty
7. Tactful discipline
8. Full appreciation for work done
9. Help on personal problems
10.Feeling “in” on things
1. Full appreciation for work done
2. Feeling “in” on things
3. Help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion and growth
8. Personal loyalty
9. Good working conditions
10.Tactful discipline
Us Them
Who’s Motivating Who?
1. Good wages
2. Job security
3. Promotion and growth
4. Good working conditions
5. Interesting work
6. Personal loyalty
7. Tactful discipline
8. Full appreciation for work done
9. Help on personal problems
10.Feeling “in” on things
1. Full appreciation for work done
2. Feeling “in” on things
3. Help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion and growth
8. Personal loyalty
9. Good working conditions
10.Tactful discipline
Us Them
Who’s Motivating Who?
1. Good wages
2. Job security
3. Promotion and growth
4. Good working conditions
5. Interesting work
6. Personal loyalty
7. Tactful discipline
8. Full appreciation for work done
9. Help on personal problems
10.Feeling “in” on things
1. Full appreciation for work done
2. Feeling “in” on things
3. Help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion and growth
8. Personal loyalty
9. Good working conditions
10.Tactful discipline
Us Them
Talent “Development”
Recognition and Motivation
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
• They’ll be suspicious of my motives
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
• They’ll be suspicious of my motives
• If I recognize them too often, it’ll lose meaning
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
• They’ll be suspicious of my motives
• If I recognize them too often, it’ll lose meaning
• No time
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
• They’ll be suspicious of my motives
• If I recognize them too often, it’ll lose meaning
• No time
• It’s difficult
Recognition? We don’t NEED No Stinking Recognition!
• I don’t want to get too close with my people
• WIIFM?
• Don’t want to play favorites
• They’ll be suspicious of my motives
• If I recognize them too often, it’ll lose meaning
• No time
• It’s difficult
• They don’t want “stuff” for their efforts
Recognition? We don’t NEED No Stinking Recognition!
Still No Recognition...
• They’ll want more money
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
• Other companies aren’t doing it
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
• Other companies aren’t doing it
• They shouldn’t need recognition. They have a job, after all, don’t they?
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
• Other companies aren’t doing it
• They shouldn’t need recognition. They have a job, after all, don’t they?
• I don’t know what to reward for
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
• Other companies aren’t doing it
• They shouldn’t need recognition. They have a job, after all, don’t they?
• I don’t know what to reward for
• I don’t know what gift is appropriate
Still No Recognition...
• They’ll want more money
• They’ll expect more recognition
• Other companies aren’t doing it
• They shouldn’t need recognition. They have a job, after all, don’t they?
• I don’t know what to reward for
• I don’t know what gift is appropriate
I hate my employees
Still No Recognition...
Different Approaches
• Recognition and praise
• Challenging work/added responsibility
• Independence/freedom (empowerment)
• Leadership opportunities
• Contacts with others
• Job enrichment (greater variety)
• Learning opportunities
Different Approaches
1. Everyone eligible
2. Specific
3. Psychological value
4. Above and beyond
5. Timely
6. “Manager Select” trap
7. Match reward to person and achievement
8. Public
9. Feelings
Doing it right...
LeadabilityHow to get ahead by being a more effective follower
• Look in the mirror
• Accept responsibility
• Think like your boss
• Respect their time
• Communicate expectations
• Understand their job
• Understand their needs
• Understand them
• Keep up with their interests
• Adapt to their style
• Recognition
Leadability101
• Going around end
• Becoming Teacher’s Pet
• Socializing indiscreetly
• Communicating your complaint candidly
• Showing up the “incompetent” boss
• Inflaming the “insecure” boss
• Whining about the “boss” boss
Leadability Taboos
Thank You!
Mike WinstanleywinTrain Consultants
mike@wintrainonline.com
www.wintrainonline.com