So Cal Bio Keynote Talent Development

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


• 150% middle level

Costs of Turnover

• $8/hour

• $3500


• 150% middle level

• 400% high-level

Costs of Turnover

Even WORSE...

They Might NOT Quit

• Passive aggressive

They Might NOT Quit


• Purposeful errors

They Might NOT Quit



• Sick time

They Might NOT Quit



• Sick time

• Longer breaks

They Might NOT Quit



• Sick time

• Longer breaks

• No weekends

They Might NOT Quit



• Sick time

• Longer breaks

• No weekends

• Only what they’re told

They Might NOT Quit

Chllenging Times

www.wintrainonline.com

http://www.wintrainonline.com


A little bit about me...

Mike WinstanleywinTrain Consultants

[email protected]


mailto:[email protected]




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.

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Stakeholder_(corporate)

http://en.wikipedia.org/wiki/Stakeholder_(corporate)

Process

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OK. So, what can I do?

Psych 101 for Managers Cliffs Notes Version

Look In The Mirror




Boss or Leader?

voice: 248.321.3084 ! fax: 707.221.2667

MMiikkee WWiinnssttaannlleeyy

winTrain Consultants LLC39300 Medallion Court #6103

Farmington Hills, MI 48331

email: [email protected]

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?




How To Increase Your Likablility





• Friendliness





• Friendliness

• Stop Unfriendliness





• Friendliness


• No “catharsis”





• Friendliness



• Body language





• Friendliness



• Body language

• Relevance





• Friendliness



• Body language

• Relevance

• Frequent contact





• Friendliness



• Body language

• Relevance


• Mutual interests





• Friendliness



• Body language

• Relevance



• Empathy





• Friendliness



• Body language

• Relevance



• Empathy

• Improve listening skills





• Friendliness



• Body language

• Relevance



• Empathy


• Ask, don’t tell





• Friendliness



• Body language

• Relevance



• Empathy



• Real





• Friendliness



• Body language

• Relevance



• Empathy



• Real

• Open up





• Friendliness



• Body language

• Relevance



• Empathy



• Real

• Open up

• Admit your mistakes




Question #2

Do I Trust Them?




Assumptions...


Assumptions...

• Dislikes work

• Prefers to be directed

• Avoids responsibility

• Little ambition

• Primarily wants security


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


Question #3

What Are My Expectations?

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










9. Single task to a single person

10.Support and communicate


Tell me about your excellent suggestion...

Question #4

What am I responsible for?

Question #5

What’s My True Intent?

Management Myth #91“If it wasn’t for the people, management would be easy”

Your #1 Job as a Leader


Do WHATEVER it takes to help your people be SUCCESSFUL


Management Myth #1“They work for you”




Adapt




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

• ——


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


1. Good wages

2. Job security



5. Interesting work

6. Personal loyalty

7. Tactful discipline



10.Feeling “in” on things


2. Feeling “in” on things


4. Job security

5. Good wages

6. Interesting work


8. Personal loyalty


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



• WIIFM?



• WIIFM?

• Don’t want to play favorites



• WIIFM?


• They’ll be suspicious of my motives



• WIIFM?



• If I recognize them too often, it’ll lose meaning



• WIIFM?




• No time



• WIIFM?




• No time

• It’s difficult



• WIIFM?




• No time

• It’s difficult

• They don’t want “stuff” for their efforts


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 don’t know what gift is appropriate

I hate my employees


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

[email protected]






So Cal Bio Keynote Talent Development

Health & Medicine

Transcript of So Cal Bio Keynote Talent Development