Posts Tagged ‘monitor’

It’s outstanding that leadership development training has taken off in the past decade

It’s outstanding that leadership development training has taken off in the past decade.  Some say this has to do with a large number of baby boomers expecting to retire in the next 15 years.  Companies are looking to identify individuals within their organizations that have leadership ability or the will to do so and develop them.  Hiring from within is desirable as the employee will already have a unique understanding of the company.  The “over achievers” are usually scoped out first as the management team already knows that they are willing to go above and beyond to get the job done at a moment’s notice.  It’s not just the ability to complete a task in record time; it’s about their knowledge, skills and behaviors they display with their peers and upper management teams.  In training these individuals, the following strengths are built upon before they take an official leadership role:

1)       Influencing ability

2)       Coaching team members both constructively and positively

3)       Problem solving

4)       Leading

5)       Planning strategically and creatively

6)       Being adaptable and approachable

7)       Communicating

8)       Making decisions collaboratively

9)       Effectively managing change

A number of organizations are reviewing their current leader’s performance and identifying those who need additional training and those who should not be in a leadership role.  Leadership training conferences are put in place for the high level leaders that need additional training and have proven very successful.  Some companies opt to not send their employees to a conference, but to have training in house.  This may include a guest trainer.  The bottom line is to keep their employees in the company atmosphere while learning and applying their new education on the spot.

I feel one of the best ways to ensure you have the best leadership team around is to put the education out there for them to grab.  Some leaders like the pay but hate the job.  They won’t step down and are not an active participant in training.  What do you do?  Put the training out there for them to sign up.  There are many leaders that sign up to learn additional skills and those who wish to become a leader and want the training.  The current leaders who opt not to sign up are those who should be monitored closely.  It could be that they were great leaders at one point, but lost the will to perform the job.

When a leadership development training seminar comes your way, take it!

Employee recognition does this sound familiar

Employee recognition

Does this sound familiar? It’s a Friday and another day at the office. Today is employee recognition day. As usual once a month the department manager gathers the whole group for a one hour meeting. Employees come to the faceless conference room and await the monthly employee recognition celebration. A committee of managers and a human resources representative meet monthly to decide which employees will be given the award. The group selects 5 people around some subjective criteria and the award winners are announced in this team meeting. Each winner gets a $50.00 coupon for dinner. As the names are announced everyone in the audience shifts uneasy in their seat hoping their name won’t be called. The winners feel a little embarrassed to be picked and wonder if this will affect their relationships with their peers who didn’t get selected. They also worry if they will have to work even harder next month. The meeting ends with a cake and all in all around 2 hours of productivity is lost which accounts for thousands of dollars. Still, management and human resources go away feeling good they motivated the staff!

It is not possible to motivate others

It is not possible to motivate others. Yet, we still try. Managers assume that implementing programs to motivate with the promise of reward or the threat of punishment is just what people need to stay alert at work. From my experience it’s quite opposite. More emphasis should be spent teaching people how to motivate themselves which in turn leads to greater productivity and overall benefits to the bottom line of the organization.

More emphasis on alignment

People feel good at work when they can align their abilities and interests. People feel even better without the threat of punishment or reward. Managers should hold off the temptation to reward or punish. They both work only short-term. As the British researcher Herzberg suggested, most people want the same basics at work (good boss, nice office, competitive salary, and interesting work). When this is in place people are more interested in their own personal growth and at some level making coherence out of the work they do.

I can remember early in my work career a sales contest. The manager brought all of us into a room and told us how poorly one product was doing. He announced that the person who would sell the most in the following month would win a trip to Hawaii. I can remember thinking to myself, how silly this was. I figured even then that this contest would actually drive down sales. The overemphasis on the prize would cause loosing the focus on the customer. I was right. Sales dropped 30 % the following month during the contest. It would have been better to explain to the sales team the problem with the underperforming product. Also, it would have been better to work on improvement of the product so that the sales staff would be proud to sell it to the customers.

The famous Chinese philosopher Lao-Tzu said ‘It is better not to make merit a matter of reward less people conspire and contend.’

Quick and efficient

Modern management likes quick results. Placing emphasis on reward and punishment is easy to measure. It can scare people enough to get short term results. Long term it robs the soul out of people and their work. There are many dangers with rewards. When reward is the goal the focus gets very narrow. I can remember my senior management days when our bonus targets were set in January. We reviewed our goals monthly to make sure our large bonus numbers could be met. This can be a huge incentive when the bonus can be up to 10 times your base salary. The problem can be as the business requirements change management still remains focused on the bonus goals from earlier in the year. Instead would be much more important as the business changes to focus on the work which needs to be done.

Rewards lead to bad habit

When rewards are at stake, the easiest route is taken. When this occurs, courage, creativity and risk taking goes down.

Studies by Deci and Kohn and others have even suggested that at best by rewarding a person who does not like his work, he gets satisfied only until the next bonus. Worst, when rewarding a person who likes his work, his performance goes down with the new threat of monitoring for an activity which once a person found enjoyment out of.

The aim is collaboration

Ask any manager and you will hear: ‘We want our people to work together’.
Yet if you study the management system you will find processes, programs and reward activities which force competition between people.

Stop the overemphasis on rewards and punishment

Pay people competitive salaries and provide work worth doing. Help people to do right work which gives challenge and matches their abilities and interests.

Where possible give employment security, eliminate all forms of competition between people, and encourage open communication and a trusting environment at work.

Throw out old ideas

The time is now for new approaches to enabling success at work. Think if you had to enable people development at work and you couldn’t reward or punish what would you do? This is the most important question for the best manager to ask.

Craig Nathanson

Craig Nathanson is the founder of THE BEST MANAGER™, workshops and products aimed at bringing out the best in those who manage and lead others

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Why

Why?

We hear it all the time (especially from kids) and ask it often (more on that later).

“Why?” is a question used in all sorts of situations, and its prevalence should hint to its usefulness.

And yet, for all of its value, “Why?” can cause a lot of problems, miscommunications, misunderstandings and more because the “Why?” question is so like a double-edged sword.

Therefore, we must examine and learn the uses and misuses of this powerful word/question in order to use it most effectively.

Why So Powerful?
“Why?” is a powerful question because it . . .

. . . stimulates learning. “Why?” is the quintessential open-ended question. The answer to “Why?” provides new information for the asker.

. . . allows discovery. Asking “Why?” helps us find the root cause of a problem by diving into the details. Similarly, this question can lead to discoveries in situations other than problem solving as well.

. . . creates understanding – for both parties. Have you ever explained something to someone else and after you explained it you understood it better? The “Why?” question creates deeper individual understanding and allows for mutual understanding as well.

. . . quenches curiosity. Kids ask “Why?” because they intuitively know that the answers will help them learn, discover and understand. In other words, “Why?” is the perfect question to ask when we are curious, and the perfect question to stimulate our curiosity as well.

Why So Dangerous?
The “Why?” question is powerful . . . and . . . it`s rife with challenge.

Do this quick mental exercise. Think about all the different ways you have heard (or you could ask) “Why?”

With just a bit of imagination you probably will be able to hear your parents or other people with positional power asking the question in a way that wasn`t about curiosity or learning, but in a more “questioning” or accusatory manner.

While the problems certainly don`t always come from a place of positional power, because we have all experienced this, it highlights the challenge this question faces.

“Why?” is dangerous because it can . . .

. . . insinuate power. The power piece can come when words are added to the question, like “Why did you to that?” The problem – and danger – is that as a receiver we can add those additional words in our mind even if they aren`t said; creating meaning that may or may not have been intended by the asker. Either way, once the receiver assumes it, that power is implied. Often – because of this – the receiver may be reticent to answer, may answer in a limited way or in the way we think we “should.”

. . . suggest judgment. Again, this judgment could be coming from someone in power, but not necessarily. The reality is most of us want to be liked and accepted. When we hear judgment in the “Why?” question, we can be stymied by caution or answer in the way in which we assume others want.

. . . impede progress. Any question that leads us to be cautious, incomplete or inauthentic in our answers is a dangerous question because almost by definition it will keep us from moving forward, hide problems or actually move us in the wrong direction. Improper use of the “Why?” question can do all of these things – and more.

Herein lies the danger, for none of these outcomes allows the question to reach its full power and may actually have a damaging effect in a conversation or meeting.

How to Best Use Why
The key to using the “Why?” question first comes in understanding the powers and dangers, then in balancing them correctly. Once we know the risks, we can . . .

. . . preface our questions to minimize the power and judgment concerns of the receiver.

. . . watch the tone of our voice, realizing that tone could – intentionally or not – imply judgment.

. . . monitor our intent, because if we really are passing judgment perhaps we want to modify our approach, or at least not expect the fullness of answers we might get if our intention was different.

. . . ask the “Why?” question differently, to avoid some of the risks (ask, “Can you tell me more?”, or “How do you mean?” as just two examples).

Using any or all of these approaches can help you get the very most from this most powerful question.

Remarkable Leaders know that asking better questions helps them in many of their leadership roles which is why questions are related to several of the competencies of The Remarkable Leadership Learning System – a one skill at a time, one month at a time approach to becoming a more confident and successful leader. You can get two months of that unique system for free as part of our Most Remarkable Free Leadership Gift Ever today at http://MostRemarkableFreeLeadershipGiftEver.com and become the leader you were born to be.

Dance coaching model www

DANCE COACHING MODEL

www.executivecoachingindia.com

DANCE model, propounded by The Orange Academy has been one of the most powerful models towards bringing deep-seated changes in an individual. The model by definition epitomizes innovation, fun, coordination, physical dexterity and also gives an individual the zest to move ahead, step by step.

The numerous results of this model has been very inspiring, both for the coach and the coached

In the DANCE model, we look at a step-by-step process that would help individuals experience the transition from awareness level to levels of immense performance and satisfaction.

An overview of the DANCE model –

 DISCOVERY: It becomes impossible for us (the coach and the coached) to have a fruitful outcome of the coaching session, if we do not make great effort in having clarity on the needs and expectations of the client. Therefore, in this session, we become very clear of the purpose of the session. This is the session when both the coached and the coach sit together and discover the facets of the cube that the client wants and needs to work upon.

 This is a step-by-step progress and thereby has been broken down into sub phases – mining, defining and refining. The Discovery session gives the one being coached the understanding of the process of coaching and also makes them concretize on their goals for coaching.

 AWARENESS: This step deals with facilitating the self awareness levels of the coached through a series of high gain questions and world class psychometric tests. This aids the coached to understand their dilemmas much better and thereby helps them walk towards positive transition in an enlightened and focused manner. Awareness sessions are customized to suite the needs of the organization and the individual.

 NEW STRATEGY: The second step looked at, the coached and the coach move towards strategizing the path to achieving goals. This progression assists the coached to refine their strategies and propels them towards to well prioritized goals and clear action points. Strategy session helps the coached to create a balance scorecard to prioritize their goals and a dashboard to monitor everyday achievement.

 COMBAT: At this step, the coached launches definitive action towards progress and witnesses drastic changes by taking huge action and also learns through personal insights. Combat is about taking huge action, in the direction of the goals set in during earlier steps.

 ELEVATE AND ACKNOWLEDGE: All the steps completed, the coached individual elevates to a different level altogether and starts harnessing his potential towards greater heights of achievement. In the process of progress, the individual celebrates success and also makes it a point to acknowledge the organization and team through better performance and relationships.

Contact The Orange Academy

The Orange Academy is one of the front runners of executive coaching in India. The organization has in its fold world class coaches with sizeable experience and insights at the leadership levels. Their expertise gives The Orange Academy an edge to provide the best of coaching results. The academy endeavors to bring about positive behavioral changes in as many individuals as possible, thereby assisting in their overall growth. This in turn would contribute significantly to the growth of the organization.

The Orange Academy offers executive coaching, life coaching and cross cultural coaching in India and abroad. It also assists budding coaching professionals refine their skills through a coach mentoring program brought by accredited coaches of international repute.

For further information and understanding on our coaching process and our coaches, please do feel free to contact at response@executivecoachingindia.com or visit us at www.executivecoachingindia.com

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