Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

A two day programme on creating

and developing a winning team

David White

Leadership Skills

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Introduction

Which is harder?

The technical challenges of the job

The leadership challenge of setting goals and managing the team

We need to be able to lead and manage people

Objectives:

Understand the key skills of leadership & supervision

Practise in roleplays and exercises

Generate practical plans for the future

Leadership is creating a vision to which others can aspire

and energising them to work towards this vision

Anita Roddick

What was Anita Roddick’s vision?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Do teams always need a leader?

Teams should always have a leader

Style may need to adapt to fit the needs of the team/task/situation

Leadership role may well shift within a team depending on:

Situation

Task orientation

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Is a leader just a manager?

Managers do the things right

Leaders do the right things

Warren Bennis

Are leaders born or made?

Congratulations Mr and Mrs Jones! ...... it’s a LEADER

Where do we get the power to lead or manage a team?

Organisational power

Legitimate formal authority

Reward power over resources

Coercive power to punish

Information required/wanted by others

Personal power

ExpertiseKnows what to do

Referent qualities admired by others

PersuasiveCommunication skills

Charismainnate aura

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

So what qualities does a leader-manager need to have?

SeniorityExpertise

ConfidenceDecisiveness

PersuasivenessGravitasCharisma

What if you don’t have, or are yet to develop any of these?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Leadership Models

Situational

Transactional

Charismatic

Transformational

Behavioural

Managers, Supervisors & Team Leaders

Managers

Budgetary and functional responsibility

Report to senior management

Responsible for the long term performance of a whole department of function

Have responsibility for shaping plans and strategy

SupervisorsPeople & performance responsibility

Report to departmental management

Responsible for the day to day performance of a team in relation to a task

Motivate and coach individuals

Provide the link between team and management

Team LeaderTeam responsibility

Report to supervisor

Responsible for the day to day performance of own and team performance in relation to a task

Build team atmosphere and cohesion

Support development

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

So how are we feeling?

How well did formal education prepare us for the management challenge?

So what can we do to be successful?

This was a question a man called John Adair was asked by the British army

Do we need good people managers in the armed forces?

So can we use his answer?

Action centred Leadership John Adair

TASK

INDIVIDUAL TEAM

Not about character, personality, knowledge or skills - just about focusing on the right things and taking the right actions…

What does each circle cover?

TASKVision & mission

Goals & objectivesDevelop plans

Provide resourcesSet time limits

Monitor performanceEnsure delivery

TEAMIdentity

Recruit & build the teamBalance workload

Set behaviour standardsCreate culture & morale

Coach as a groupSocialise &Celebrate

INDIVIDUALKnow the individuals

Assign individual tasks, targets & responsibilities

Coach & DisciplineReward & RecognisePromote and modify

individual rolesDev/Career planning

The reality of leadership behaviour

INDIVIDUAL TEAM

TASK

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

ukPlanning & Goal-setting

How important are Goals?

‘Focus on the gap,

not the obstacle’

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

‘Would you tell me, please, which way I ought to go from here?’, asked Alice.‘That depends a good deal on where you want to get to’, said the Cheshire Cat.‘I don't much care where --’ said Alice. ‘Then it doesn't matter which way you go,’ said the Cat. ‘-- so long as I get SOMEWHERE,’ Alice added as an explanation.

Lewis Carroll’s Alice in Wonderland

Vision

Vision is the art of seeing what is invisible to others. ~ Jonathan Swift

Vision without action is a daydream. Action without vision is a nightmare.

~ Japanese Proverb

Where there is no vision the people perish. ~ Proverbs 29:18

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

What makes a good mission statement?

1. The real benefit our customers get

2. The product/service we provide

3. The specific customers we focus on

4. How we do it differently to add value

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Mission vs..... Vision

Mission is the trajectory, the direction, the core purpose of the organisation or team

what we do

Vision is a multi-dimensional image of the future realisation of the mission

where we want to get to

Vision will change, mission will remain the same

James Collins and Jerry Porras said the vision should be a BHAG….

So what’s a BHAG?

BIGHAIRY

AUDACIOUS GOAL

James Collins and Jerry Porras

“I have a dream...”

Martin Luther King, Jnr

I will build a motor car for the great multitude…

It will be so low in price that no man making a good salary will be unable to own one and enjoy with his family the blessing of hours of pleasure in God’s great open spaces…

(He didn’t know about the M25)

When I’m through, everyone will be able to afford one, and everyone will have one.

The horse will have disappeared from our highways, the automobile will be taken for granted…

(And we will) give a large number of men employment at good wages.

‘We will create products that will become pervasive around the world

We will be the first Japanese company to go into the US market and distribute directly

We will succeed with innovations that US companies have failed at - such as the transistor radio

50 years from now, our brand name will be as well known as any in the world.. And will signify innovation and quality that rival the most innovative companies anywhere

‘Made in Japan’ will mean something fine, not something shoddy’

Sony in the USA

On a business development trip to the USA in the 1950’s, Akito Morita struck gold

US giant, Bulova were impressed with their prototype transistor radio and agreed to place a huge order

This would put Sony on a very sound footing for years to come

Morita turned it down....why?

The label on the radio had to be ‘Bulova’

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

NASA

Mission: to explore space

Vision: By the end of the decade to put a man on the moon and bring him home safely

stated by JFK in 1962

delivered in 1968

What is NASA’s current vision?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

ukTime Management& Task Planning

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Task types

Positive Active Tasks

tasks which achieve your mission and vision, take the business forward and are important to its long term success

Maintenance Tasks

the tasks that keep the business going and ensure its smooth running

Reactive Tasks

consist of all the ad hoc work that comes in -which may or may not need to be completed in a specified short period of time

Setting priorities

Not urgent Urgent

Do it!

Delegate it! or do it quickly

Start it!

Bin it!

Important(active tasks

related to what

you are here for)

Not important

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Stress

too little is as bad as too much

review workload with your manager

offload reactive tasks in favour of positive tasks

don’t become an adrenalin addict

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Handling stress - 1. Creating time

recognise the symptoms

cut appointments and meetings

eliminate/delegate/delay low importance tasks

complete urgent, short duration tasks quickly and first

alert/seek help from colleagues and boss

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Handling stress - 2. Focusing

plan immediate actions

revise delivery date if possible

delegate elements of the project

focus on core issues

Action centred Leadership

INDIVIDUAL

TASK

TEAM

What motivates you?

MotivationMaslow’s Hierarchy of needs

Pay

Job security

Team spirit

Recognition, influence

Empowerment, responsibility

Milestone achievementsPersonal growth,

career development, this job matters Motivators

Hygiene factors

Selfactualisation

Self esteem

Esteem from others

Social belonging

Shelter & safety

Physiological needs (food & water)X

Y

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

The 4 ‘R’s of Motivation

R Respect

R Responsibility

R Recognition

R Reward

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Goal Theory of Motivation Edwin Locke

Goals motivate depending on their:

Difficulty (challenging but achievable)

Specificity (SMART qualities)

Acceptance (self-generated)

Commitment (believe in them)

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Motivation: Expectancy & Equity Theories

Expectancy theory – Vroom

Valence (value I put on it)

Expectancy (relationship between Effort and Performance)

Instrumentality (the extent to which Performance determines Reward)

Equity theory – Adams

Am I being treated fairly in comparison with others?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Are there limits?

Qualitative capacityWork must be stretching but not intimidating

Quantitative capacityToo little can be as bad as too much

Job satisfactionThe job must be seen as worthwhile

Challengethe job should provide interesting challenge

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Identity and valuesPrinciple

Sense of being part of something successful

Clear business goals

Clear personal goals in the job

Recognisable identity

Good communications

Sense of being competitive as performers

High levels of trust & empowerment

Example

Business performance statistics

Mission & vision statements

Smart and challenging objectives

Inspiring team name

Open sharing of issues

Open and fair comparisons, league tables

Clear procedures and limits of responsibility

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Motivators

Individual

One-to-one meetings

Career planning

Training & coaching

Performance indicators

Awards & prizes

Team

Team meetings

Social events

Posters and images

Newsletters

Intranet sites

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Team Motivation

Team brand

Mission statement

Team targets

Team meetings

Cross department project groups

Environment

Social events

Motivated OperationsRitz-Carlton Hotels

Service excellence

Luxury hotel chain aimed at corporate clients and meeting planners

Properties in US, Australia, Spain, Hong Kong, Japan, Singapore and Mexico

The Ritz Carlton Credo

‘The genuine care and comfort of your guests is our highest mission.

We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience.

Ladies and gentlemen serving the needs of ladies and gentlemen’

The Ritz Carlton Credo

‘The Ritz-Carlton experience enlivens the senses,

instils well-being,

and fulfils even the unexpressed wishes and needs of our guests’

Pass me the sick bag?

At a Ritz Carlton Hotel

The housekeepers...

The doorman...

The bellhop...

...are all authorised to spend up to $2000 to fix a customer’s problems

Malcolm Baldridge National Quality Award

So does Ritz Carlton deliver?

The Management challenge:Building the team

A number of people which exist in a close physical, social or conceptual

relationship to one another

What is a group?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

What are the differences between a group and a team?

Groups are connected but do not need each other to produce results

e.g. a swimming team

Teams can only produce results as a team and rely on each other

e.g. a football team

Teams have a shared goal, a sense of identity and care about each other

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

What would tell you that you’re on a good team?

You successfully achieve your goalstask

You get on well togetherteam

You feel proud of your own contributionindividual

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Beware Groupthink!

illusion of invulnerability (we can’t fail)

we-versus-they feeling

Rationalisation (of errors)

illusion of morality (God’s on our side)

illusion of unanimity (we all think the same, or do we?)

Mindguard (refusal to face facts)

How teams develop - Tuckman

forming inhibited, polite, guarded

storming conflict over approach, belief

norming agreeing objectives & methods

performing cohesive, mutual support

adjourning reflection, departure or new tasks

Results

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Team BuildingHow can you build cohesion and performance in the following circumstances?

Group 1: Your team has been brought together to complete a major project

Group 2: Your team are depressed following a public failure/poor performance and a key member has left the organisation

Group 3: Your team are on a high following a public success/high performance

Group 4: You have been promoted from within the team - some of your fellow team members had also applied for the job you got

Present your views as the leader addressing the team…. Include any new policies you have for developing the team culture and rewarding & recognising performance

10 minutes preparation for a 2 minute presentation

Personality & Working styles

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Working styles

This model describes your main approach to situation and people at work

Measuring your level of assertiveness, and attempts to influence and control

Highlighting how much you express emotions through your words and body language

Working styles

Less Assertive

(Ask)

MoreAssertive

(Tell)

Less Emotional(control )

More Emotional

(Show)

DRIVER

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Driver

Decisive, ambition, goal driven, competitive, status conscious

+ Good at taking charge, willing to take risks, inspiringly forceful, direct

- Ignores feelings, driven, careless of minor errors, lack tact

Working styles

Less Assertive

(Ask)

MoreAssertive

(Tell)

Less Emotional(control )

More Emotional

(Show)

ANALYTICAL DRIVER

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Analytical

Logical evaluators, focus on facts, well-organised

+ Good problem solvers, patient with detail, good working on their own

- Uncomfortable with own and other’s feelings, avoid conflict, over analytical

Working styles

Less Assertive

(Ask)

MoreAssertive

(Tell)

Less Emotional(control )

More Emotional

(Show)

ANALYTICAL

AMIABLE

DRIVER

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Amiable

Responsive, friendly, supportive, relaxed and patient

+ Good listeners, sensitive to others, team players and supportive

- Avoids confrontation, struggles to say no, may be reluctant to take initiative

Working styles

Less Assertive

(Ask)

MoreAssertive

(Tell)

Less Emotional(control )

More Emotional

(Show)

ANALYTICAL

AMIABLE EXPRESSIVE

DRIVER

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Expressive

Outgoing, persuasive, enthusiastic, lively and friendly

+ Good motivators, fast paced, achieve goals through building relationships with others

- Can lash out when upset. Will intimidate analytical and amiables when under pressure to get ahead

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Managing Analyticals

Prepare a detailed factual case in advance

Be straightforward and direct

Support their critical approach

Don’t rush, but be persistent

Draw up a detailed schedule

Give them time to verify and check

Disagree on factual reasons only

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Managing Drivers

Stick to the point and to business

Arrive with a clear package of needs

Present logically and efficiently

Ask specific questions

Provide alternatives

Disagree on facts not personalities

Don’t hang about…

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Managing Expressives

Refer to their ideas, intuitions, values

Aim to entertain and leave time for social side

Avoid detail (put that in writing)

Seek opinions regarding people

Provide ideas for implementation

Offer incentives and deals

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Managing Amiables

Break the ice and show interest in them as people

Patiently draw out personal goals

Present your case softly

Manage disagreement sensitively

Be casual and informal

Provide guarantees and written confirmation

What the styles react best to

AnalyticalBusiness like atmosphere

Documents and detailFactual evidence

Emphasis on practicalities and numbers

DriverBusiness like atmosphere

DocumentsQuick evidence

Emphasis on resultsAnd speed

AmiableOpen, honest atmosphere

Friendly and non aggressiveHonest and clear intentions

Deliberate progressTrustworthiness, reliability

ExpressiveOpen, fun atmosphere

Interest in ideas and opinionsBenefits and actions at

Headline levelLoyalty

How the styles get what they want

AnalyticalSeek detailed information

Slow decisionmakerIndependent thinkerPrefers tried & tested

Risk averse

DriverImpatient & autocraticQuick decisionmaker

Open to ideasLikes innovation

Willing to take risks

AmiableFriendly, prefers team work

UnfocusedCo-operative

Indecisive & reluctantRisk averse

ExpressiveCharming

PersuasiveSocial skills

Likes alternativesWilling to take risks

NVC and style

AnalyticalGraphs and articles

Full deskDetailed written commsClosed body language

Conservative dressQuiet voice

DriverAwards and trophies

Status signalsEmpty desk

Terse written commsExpansive body languageConfident business dress

Loud voice

AmiableFamily picturesTeam photos

Chatty written commsWarm personality

Casual dressQuiet voice

ExpressiveEvidence of achievement

Relaxed posturePreference for voice comms

Touchy body languageFlamboyant dress

Loud voice

Action centred Leadership

TASK

TEAM

INDIVIDUAL

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Performance ManagementFormal

Appraisal scheme

Personal Development Plans

Training courses (include induction)

Disciplinary process

Counselling service

Professional qualifications

Mentoring schemes

Bonus schemes/PRP

Development programmes

Formal objectives/KPIs

Pay review

Informal

Coaching/one-to-ones

Team meetings

On-the-job training

Delegation

Job shadowing

Special projects

Recognition

Self study

Informal mentoring

Social events

Reporting

Feedback

A spectrum of options

Discipline Counselling Coaching Mentoring Training

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

How the interventions work

When is this technique the right answer?

What does the intervention involve?

Who should carry it out? Group 1: Discipline

Group 2: Counselling

Group 3: Coaching

Group 4: Mentoring

Group 5: Training

When:

Specific skill and knowledge gaps

Answer:

Inputs through courses or on-the-job training

Who:

Carried out by ‘professionals’

How:

Formally planned and delivered

Discipline Counselling Mentoring Coaching Training

When:

work performance or behaviour does not meet minimum requirements

Answer:

formal procedures involving setting specific mandatory targets and timescales and providing support

Who:

managers and HR professionals

How:

aiming to recover performance, but with the serious threat of sanction

Discipline Counselling Mentoring Coaching Training

When:

non-work problems intrude on work performance

Answer:

by listening and helping the individual to face the problem and encouraging them to find ways to solve it

Who:

supported by HR and frequently requiring professional intervention (medical/financial/etc)

How:

when needed and highly confidential

Discipline Counselling Mentoring Coaching Training

When:

need for advice and guidance regarding long term personal development

Answer:

Helping the individual through a series of informal discussion with a respected, experienced person

Who:

Senior managers or external contacts

How:

Occasional, client driven and confidential

Discipline Counselling Mentoring Coaching Training

When:

Desire for performance improvement, in the face of existing, or new, challenges

Answer:

Helping the individual or team to develop additional skills, or realise their potential in the ones they have

Who:

Carried out by manager

How:

A key part of one-to-one discussions with staff members

Discipline Counselling Mentoring Coaching Training

Performance ManagementFormal

Appraisal scheme

Competency/skill frameworks

Personal Development Plans

Training courses (include induction)

Disciplinary process

Counselling service

Professional qualifications

Mentoring schemes

Bonus schemes/PRP

Development programmes

Assessment Centres

Succession Planning

Formal objectives/KPIs/job description

Pay review

Informal

Coaching/one-to-ones

Team meetings

On-the-job training

Delegation & empowerment

Job shadowing

Special projects

Recognition & reward

Self study

Informal mentoring

Social events

Reporting

Accompaniment/Feedback

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Delegation

‘the process of hanging on tight with an open hand ... of sharing leadership and

developing solution-oriented people'

‘Giving up work you like but not giving up accountability for its

completion’

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Delegation defined

Delegate (noun)A person appointed by another, with the power to act on his/her behalf, or transact business as a duly authorised representative or deputy.

Delegate (verb)To commit or entrust, to depute, to appoint as a representative with the authority to act.

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

But remember...

The best executive is one who has sense enough to pick good people to do what needs to be done & the self-restraint to keep from meddling with them.

adapted from Theodore Roosevelt

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Why delegate?

Maximising individual and team capability

Increasing performance/output

Developing succession within your department and the organisation

Focusing on high leverage activity

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Why don’t we delegate?

It’s quicker to do it myself

There aren’t people to delegate to

Only I know how to do it

No-one else will do it properly

I have to keep control

I like doing the work

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

What is the delegation process?

1. Identify tasks

2. Select delegate

3. Brief delegate

4. Monitor & control

5. Delivery & recognition

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Delegation as motivation

‘Leaders are remembered because they challenge their people.

Managers are often forgotten because they let their people get away with

second best.’

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

How can I decide to whom a task should be delegated?

1. Existing skills/aptitude

2. Motivational value

3. Time/availability

4. Trust

5. Equality of opportunity

6. Strategic development relevance

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Briefing the task

Delegator

Why task is needed

Required outcome

Preferred timescale

Scope & Quality

Level of personal responsibility

Benefit to delegate

Delegate

Understanding

Commitment

Method

Help needed

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Monitor & control

Diarise receipt of deliverables

Review regularly

Provide coaching help

Be prepared to amend plans

Praise achievements

Be available

Be positive about mistakes

Never take the work away!

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Feedback

MotivationalDevelopmental

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Motivational feedback

Giving praise for something well done.

The purpose of motivational feedback is to motivate the person and encourage them to continue working well

The more specific the feedback is the more value it will have.

Motivational feedback can be delivered at any time

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Developmental feedback

Giving specific advice to someone, which will help to develop his or her performance

Being specific will add weight to the feedback

Best delivered one to one

Aim is to develop performance – not to knock confidence

so ensure what you are saying is based on performance not personality and will not bruise the other person’s ego!

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Attribution Theory & feedback Heider

Internal attributions

If I succeed it’s because I’m good

External attributions

If I fail it’s somebody else’s fault

Common errors:

1. Fundamental attribution error

I take credit for my successes but deny responsibility for my failures

2. Self-serving error

But the success and failures of others are always their own fault

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Effective Feedback

Explains why the behaviour is unhelpful

Refers to specific examples

Allows the coachee to comment

Suggests alternative positive behaviours

Maintains esteem

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Focus feedback on...

Behaviours that can be changed

Behaviours that have most impact on the job or strategic direction

Strengths and preferences as well as development needs/non-preferences

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Principles of good feedback

Timely in relation to issue to be addressed

Specific

factual example

Behaviour and action focused

rather than attitude

Respectful of the self-esteem of the individual

Proportional

avoiding the big dump

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Three techniques for giving critical feedback

1. Sandwich effect: praise/criticism/praise

2. Empathy: ‘we all struggle with this’

3. Evidence based: When you…. (specific example)

The effect was…. (practical consequences)

The affect was… (how others feel about it)

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Evidence based approach

Raise skill area to discuss

Give recent specific example

Provide a balance of positive and negatives

Describe the practical effect of the behaviour

Comment on the emotional affect of the behaviour

Allow the individual time to reflect

Agree on what needs to be done

In practice...Raise skill area to discuss

I’d like to discuss your time management

Give recent specific example

Your weekly report was late again this week

Provide a balance of positive and negatives

The report is good but it is important that it’s in on time

Describe the practical effect of the behaviour

Being late it holds up our departmental report

Comment on the emotional affect of the behaviour

This makes us all look pretty foolish and I feel let down

Allow the individual time to reflect

What do you think?

Agree on what needs to be done

So your next report will be in by 5pm on Monday...

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Courageous Conversation: the 7 steps

1. This is the issue...

2. An example of this is...

3. What I feel is...

4. What is at stake is...

5. My contribution to this issue is...

6. I want to resolve this with you because...

7. What do think and feel about it?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Ending the session

Give the coachee positive feedback on the discussion:

I would just like to say how much I appreciated your honesty today - and what a good job you’re already doing to tackle the issues you raised

Hand responsibility for ending the session to the coachee:

Is there anything else we need to discuss before we finish today?

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Giving bad newsDo it as soon as possible

Do it privately

Get straight to the point

Allow the other person to vent their emotions

Be firm

Empathise

Offer realistic support

Give them time to come to terms with the news

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

The value of coaching

Bringing out the best in people

Which performers do we really devote management time to?

Top

Weak

SatisfactoryDO? SHOULD?

Two coaching styles

OUTPUTSupportive

Facilitating problem solvingBuilding self confidenceEncouraging others to

learn on their own

INPUTDirective

Developing skillsProviding answers

Instructing

0

50

100

20

70

%performance

30

40

10

60

90

80

Total coaching

INPUT

OUTPUT

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Two coaching stylesINPUT

identification of problem by coach

advising on technique and method

checking on effect

OUTPUT

joint identification of problem/performance

encouraging coachee to identify own options for improvement

jointly assessing and agreeing action plan

monitoring & support

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

How do I choose the type?

INPUT

technical or skills training need

very urgent

the only issue is the task

OUTPUT

technical skills in place, but need honing

Complex/sensitive problem

time can be made for discussion

team/individual development will help

attitude change is important

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

1. Input coaching VESOS – a training model

V Value/Purpose – of task

E Explain – how to do the task

S Show - demonstrate

O Observe – coachee doing it

S Supervise – stand back but monitor

Teaching Effectiveness

70%

10% 32%

72%

65%

85%Recallafter 3 weeks

Recallafter 3

months

Source:John Whitmore

ExplainedExplained &

shownShown & Observed

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Input Coaching

Break into groups, each to…

Identify a simple, physical task on which to coach a person (or persons) from the other group

Develop a short coaching session using VESOS

And then we reconvene as one group with…

One person from each group to conduct this coaching session with a member of the other group (one roleplay per group)

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Possible skills

Paper related (serviettes, planes, choosers, origami, reading the FT)

Clothes related (tying a tie, platting hair, packing clothes in a case)

Physical (dancing, yoga, gymnastics, offside rule)

Construction (assembling a picture frame)

Using a piece of equipment (mobile phone, coffee maker, software)

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

What are the dangers of input coaching?

You need to know more than they do

They might not like you knowing more than they do

They become dependent

Your views overwhelm theirs

They can only ever be as good as you

Keys to real performance

Knowledge Skills

Attitude

OUTPUT

INPUT

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

So what does an output coaching session cover?

What’s wrong with current performance

Goals, aspirations, objectives for performance improvement

The ways performance might improve

Precise action plans

Let’s put it into the right order…

But what comes first?

The GROW Model

O

GOAL Where do you want to get to?GR

W

REALITY

OPTIONS

WAY FORWARD

Where are you now?

What could you do?

What will you do?

Source:John Whitmore

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Goals

A team leader is struggling with poor team morale and is using this to explain poor performance. It surfaces in a 1-to-1

What do you say?

What broad questions could you ask to turn the negative ‘problem’ into a positive ‘goal’ for the coachee?

Work in pairs/small groups to come up with three questions you could ask

Goal seeking questions

Performance Goal

Goal for discussion

End Goal

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Turning problems into goals

My team is de-motivated and I need to do something

I’m a couch potato and need to get fit

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Goals for discussion

What would you like to get out of this discussion – what do you want to leave this meeting with?

A way to build team motivation & morale

A plan to get fit

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

End Goals

Where do you want to end up? What specifically do you want to achieve? What would the ideal end result be?

I’d like the team to hit their next quarter’s targets

I want to take part in next year’s London Marathon

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Performance Goals

And what would that look like in detail? How would things be if you were achieving that goal?

The team socialising together, helping each other out, with realistic personal targets and celebration of success

I’d be exercising at least three times a week, following a healthy diet, lost some weight, oh… and drinking less

Options

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Whose ideas are the best?

THEIRS because they:

know the problem better than you

will be committed to their solutions

need to take ownership

must feel empowered and responsible

need to believe they can do it without you

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Way forward

Summarising the options

Test them for Relevance

practicality

desirability

Creating a (very) shortlist of related actions

Turning them into SMART objectives

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Way forward seeking questions

Which options do you think are best?

How well do they meet your criteria for success?

How will this achieve your goal?

If you couldn’t do it all, what would you drop?

What could stop you?

Talk me though the steps involved

When can you start/complete this?

Who else needs to be involved to do this?

Rate your commitment to this working - on a scale of 1 to 10

– …what could raise your commitment?

unconsciousincompetence

consciousincompetence

The learning process

consciouscompetence

unconsciouscompetence

Leadership Skills

dwhi

te@

whi

teho

rn-c

onsu

lting

.co.

uk

Remember…

The only person who should be underworked in your department…

…is you

Delegate your job away,

but coach the delegates to ensure they do it well

You’re creating their future

and your own