Session 1 basic principles
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Transcript of Session 1 basic principles
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Good Morning
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Team Leading, Coaching, Supervision
and Appraisal
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George Bush
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In this session we can cover …
• Introductions
• Aims
• Share Experience
• Good and Bad
• Basic Principles of S & A
• Leadership V Management
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Your aims?
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Supervision and Appraisal
–Why Bother?
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The point of appraisal is to achieve alignment between
organisational, team and individual goals
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The point of supervision is three-fold: to support the
individual to achieve his or her goals, to measure progress
towards these and to help them become the best they can be
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Performance!
• Improve Quality of Outcome
• Increase Motivation
• Get Buy - In
• Personal Development
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Appraisal Principle 1: Be clear what you are trying to achieve
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Organisational needs
• State the organisation’s needs?
• Describe how the team member can contribute?
• What should the person be doing more of?
• And less of?• NB: The organisation should
have great clarity of mission if this is to work
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Individual needs
• Agree what has been achieved
• Agree ‘to what standard’• Help them understand the
team’s needs/goals and their own unique role, contribution and responsibilities
• Agree what support and resources are available
• Discuss their development/training needs
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Principle 2: Be prepared• Copies of last year’s
goals/objectives/agreements
• Records and notes re: what has been achieved
• Any 360 degree feedback
• Brief all parties (no surprises!)
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Principle 3: Get Organised
• What notes need to be made• Who signs what• Who keeps a copy of what• Agree dates for monthly
supervision into the forthcoming year
• Clear your diary for the appraisal meeting
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Principle 4: Structure the Interview
• Make it timed• Introduction: Clarify purpose,
objectives, timing etc. Agree appraisal objectives.
• Review past year• Agree objectives for next year• Discuss longer term career
aspirations• Create Personal Development
Plan
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Principle 5: Relax
• Bring dough-nuts
• Choose a comfortable
location
• Give them ‘control
choices’
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Principle 6: Listen
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Noam Chompsky
• Surface language
• Deep language
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The trouble with listening
• We forget 50% of what we are told immediately!
• 95% within 24 hours
• What stops us listening property (consider with a partner)
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What stops us from listening?
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Why listening is difficult
• Distractions
• Lack of training
• Filtering
• Self absorbtion
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Listening – Problem Behaviours:
Daydreaming Nit Picking
Micky taking Assuming
Waiting until they SHUT UP!
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“True listening is an active pursuit designed to achieve full understanding regardless of the exact words spoken …
… sometimes in spite of the exact words spoken”
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In fact we only listen when
• We are truly interested
• We have to
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And so?
• We need to tune in
• We need to understand their motivation, feelings, desires, perceptions
• We need to dovetail our our outcomes and theirs
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How to tune inHow to tune in
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Qualify meaning
‘Mine’s a better way to do it’
‘in what way is it better?’
‘It was a very successful project’
‘how do you measure ‘success’’?
‘‘We need to be more productive’We need to be more productive’
‘‘How will we measure that, exactly?’How will we measure that, exactly?’
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Deal with ‘universals’
• Look for ‘always’, ‘never’ or ‘all’ or
‘none’
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Examples
She is responsible for the whole team and its actions
‘The whole team – and all of their actions?
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Examples
‘They are all against the idea’
‘All of them?’
‘The whole idea?’
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Have a go
‘We always support one another’
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Have a go
‘Funders need more and more evaluation’
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Have a go
‘She never notices the extra work that I do’
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Have a go
‘they don’t show me any respect’
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Have a go
‘I’m the only one who can do the job’
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Have a go
‘The board don’t know how to manage’
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Have a go
‘the staff team are very angry’
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Examples
‘They are a really lazy bunch’
‘How do you know that everyone of them is lazy?’
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Principle 7
Look for ‘payoff’
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The Pareto Principle, or …
… the rule of 80/20
20%
80%
20%
80%
Activities
Results
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Principle 8
Progress is about ‘small steps’
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Quality
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KaizenP; Left side main tire almost needs replacement
M: Left side main tire almost replaced.
P: Something loose in cockpit
M: Something tightened in cockpit
P: Evidence of leak on right side landing gear
M: Evidence removed
P: DME volume unbelievably loud
M: DME volume set to more believable level
P: Aircraft handles funny
P: Aircraft warned to straighten up, fly right, get serious
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What your best boss knew, that your worst boss didn’t know…?
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Name a famous
person you admire
Name a famous
person you admire
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Name a famous person you admire
• Arts
• Science
• Religion
• Politics
• History
• Sport
• Business
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Now think of ….
• A teacher or coach who helped you achieve
• A person who make you feel appreciated or
special
• A friend who helped you through a difficult time
• A person who taught you something worthwhile
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Ambitious
Resolved
Patient
Courageous
Accountable
Humble
Knowledgeable
Honest
Caring
Competent
Intelligent
Mature
Supportive
Straightforward
Broad Minded
Inspiring
Independent
Dependable
Forward looking
Confident
Imaginative
Loyal
Cooperative
Fair
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What leaders think is important
• Honest 87%• Competent 74%• Forward looking 67%• Inspiring 61%• Intelligent 46%• Fair 42%• Courageous 35%• Imaginative 32%• Dependable 31%
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Plus 5 more ….
• Desire for continual
self improvement
• Ability to learn from mistakes
• Ability to take risks
• High emotional I.Q.
• Willingness to take
responsibility
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Leadership v. Management
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‘Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible deployment of people and other resources.’
Management Standards Centre
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Vision Results
Leadership v. Management
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‘Leadership is of the spirit, compounded of personality and vision; its practice is an art.
Management is of the mind, a matter of accurate calculation, of statistics, of methods, of timetables and routines; its practice is a science.
Managers are necessary. Leaders are essential’
Viscount Sir William Joseph Slim
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In other words, leaders …
• Provide a vision
• Communicate that vision
• Inspire commitment
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Whereas managers …
•Set targets
•Plan the steps
•Allocate resources
•Organise the people
•Control the process
•Measure progress
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‘It is impossible to overestimate the importance of the leader to the high performing organisation. (In this survey) leadership was seen as the number one, and almost only, place to begin the journey from poor performance to high’
Brookings Institution Survey