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1、Author:,Reviewer:,bc,Develop the Individuals,December 1998,Copyright 1998 Bain & Company, Inc.,Jacintha Peeris,Dianna Magnani,2,贝恩咨询职业生涯-DeveloptheIndividuals,Key Elements of Effective Leadership,Create a sharedvision,Mobilize and inspire,Manage forresults,Develop the individuals,Effective leadershi
2、p encompasses four core elements.,Understand the big picturePlan in advanceAlign the teamMaintain direction,Build enthusiasm Motivate the teamEnable the individuals,Stick to a rigorous upfront planManage aggressivelyTroubleshootChange behavior in response to feedback,Develop an exciting plan for gro
3、wthBe the coachMeasure and communicate performance,3,贝恩咨询职业生涯-DeveloptheIndividuals,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate PerformanceKey Takeaways,Agenda,4,贝恩咨询职业生涯-DeveloptheIndividuals,The Importance of Developing People,Source
4、: Bain Worldwide Employee Satisfaction Survey,Opportunities for professional and personal development are critical elements of overall employee satisfaction.,Importance,“How important is each of the following?”,5,贝恩咨询职业生涯-DeveloptheIndividuals,Benefits,Developing people has some obvious benefits.,En
5、hance Ongoing Team Process,Strengthen Quality of Results for Clients,Contribute to Long-term Growth in the Business Through Retention,Satisfied Employees,6,贝恩咨询职业生涯-DeveloptheIndividuals,Agenda,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communica
6、te PerformanceKey Takeaways,7,贝恩咨询职业生涯-DeveloptheIndividuals,How to Develop People,Excellence in developing people can be achieved through three major activities.,Be the Coach,Develop an Exciting Plan for Growth,Measure and Communicate Performance,Reassess,8,贝恩咨询职业生涯-DeveloptheIndividuals,Agenda,Ove
7、rviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate PerformanceKey Takeaways,9,贝恩咨询职业生涯-DeveloptheIndividuals,Plan for Growth,Review capabilities required for a person at their levelSolicit input from the individual Read previous performance revi
8、ews (with the individuals permission)Talk to the persons other managersReview allocated workstream against capabilities and development needs and adjust as necessary,At the beginning of a case, the caseteam leader should develop a case-specific skill plan for each team member.,Write a skill plan wit
9、h the individuals helpDiscuss the plan in a one-on-one conversation with the individual to ensure buy-in and enthusiasm for it,10,贝恩咨询职业生涯-DeveloptheIndividuals,Skill Plan Myths,The following are some common myths and realities about skill plans.,The skill plan found on the consensus review form is
10、sufficient for helping people developSkill plans are disruptive because workplans rarely match development needsSkill plan discussions are very time consumingSkill plans should be filed away at the beginning of a case for review at the end of the case,The consensus review form highlights a generic l
11、ist of development needs for an individual. A case-specific skill plan focused on the individuals workstreams for a particular case is an important supplement.There are usually a number of ways to meet a generic development need regardless of the case - e.g., a client experience need on a market ove
12、rview stream could be accomplished through expert and competitor interviews.Once the workplan has been described, individuals should be asked to draft skill plans. A skill plan should focus only on the two or three most important needs. Reviewing and discussing the plan typically takes less than an
13、hour.The whole point of a skill plan is to provide an ongoing focus for development needs. Skill plans should be referred to during coaching meetings and regularly reviewed and revised during the case.,Myth,Reality,11,贝恩咨询职业生涯-DeveloptheIndividuals,Skill Plan Imperatives,To get the most out of skill
14、 plans:,Everyone should have one,Skill plans should be specific and actionable,Ensure that the skill plan includes specific HLAs that tie to the major developmental needs identified in the individuals latest review.Test HLAs for reasonableness. Unrealistic goals set people up for failure and disappo
15、intment. The end of case review should show achievement on many of the HLAs.,Skill plans should drive regular PD discussions,Clearly identify your expectations for the content, frequency, and method of updates. Review progress against their skill plan periodically with each team member.,Everyone sho
16、uld have a skill plan that you review and discuss. This is your opportunity to ensure that team members expectations are in alignment with yours.For new people, you should take the first cut at the plan and review it with the individual. For experienced team members, they should take the first cut,
17、and then review it with you.,12,贝恩咨询职业生涯-DeveloptheIndividuals,Skill Plan Form,Team Member:Caseteam leader/Manager:Case Code:Date:,Scheduled Updates:,13,贝恩咨询职业生涯-DeveloptheIndividuals,Agenda,OverviewHow to Develop the IndividualsDevelop an Exciting Plan for GrowthBe the CoachMeasure and Communicate
18、PerformanceKey Takeaways,14,贝恩咨询职业生涯-DeveloptheIndividuals,How to Be a Coach,“Tell me and Ill forget, show me and Ill remember, let me do it and Ill really learn.”Chinese Proverb,15,贝恩咨询职业生涯-DeveloptheIndividuals,Be the Coach,“Coaching is unlocking a persons potential to maximize their own performan
19、ce. It is helping them to learn rather than teaching them.”Timothy Galwey, The Inner Game of Tennis“Effective coaching challenges peoples beliefs and changes their behavior.”Dean Berry, Founding Father of INSEAD,16,贝恩咨询职业生涯-DeveloptheIndividuals,Effective Coaching,Where you say itWhen you say itHow
20、you say it,Coaching involves attention to both content and process.,What you say,Content,Process,17,贝恩咨询职业生涯-DeveloptheIndividuals,Coaching Content,Effective coaching leaves the individual clear about the changes needed and motivated to make them.,Specific - give examples, describe specific behavior
21、s and reactions, use quotes or written examplesFactual - do not make it personal; discuss facts, events, examplesObjective - do not be influenced by previous performance or hearsay from other cases; base feedback on direct experience Descriptive - be descriptive, not judgmentalBalanced - always give
22、 both positives and areas for improvementActionable - discuss specific action steps for improvement,From your perspective - speak for yourself, not for othersOpen/honest - do not pull punches, do not sugarcoat, and do not overstateSensitive of feelings - criticize actions, not the person; use carefu
23、l languagePositive - express confidence that the person can succeedNon-discriminatory - avoid any language that suggests racial/gender or other biasesTentative - be mindful that you are presenting perceptions, not absolute truthSincere - understand that change is difficult; be tolerant and willing t
24、o help,Clear,Motivated,18,贝恩咨询职业生涯-DeveloptheIndividuals,Coaching Process,Where you say it,When you say it,How you say it,The process of coaching is as critical as the content.,Appropriate locationgive negative feedback in private, not in front of caseteam or clientgive positive feedback in public,
25、whenever possible In person - avoid voicemail, especially for negative feedback Coaching is an ongoing process; day-to-day feedback is criticalFeedback must be timelySchedule sufficient time and do not allow interruptionsPrepare - keep a journal of specific examplesSeparate positive from negative, a
26、nd give positive feedback firstMake it a discussion, not a speechListen/questionunderstand their perspectiveprobe for background issues/concernsgive them opportunity to ask questions and respondCheck for understanding - summarize and agree on key points,19,贝恩咨询职业生涯-DeveloptheIndividuals,Positive Fee
27、dback,Regular positive feedback is a big part of successful coaching.,Why is positive feedback important?,Motivational: increases individual satisfaction, willingness to continue contributingReinforcing: explicitly acknowledges behaviors that are good; encourages continuation of positive behaviorsCr
28、eates greater openness to negative feedback: builds credibility and trust,When is it appropriate?,Upon completion of a good piece of analysisAfter an effective meetingAfter a good presentationAnytime positive feedback is given by a third party (e.g., a client, an expert),How do you give it effective
29、ly?,Be specific, provide detailed feedback.Explain why the work was effective in obtaining results for the clientSeparate it from negative feedback so it is not diluted/overshadowedAcknowledge publicly, whenever possible,20,贝恩咨询职业生涯-DeveloptheIndividuals,Tips for Receiving Feedback,As part of the co
30、aching process, it may help to review with the team member these tips for receiving feedback.,Receiving feedback will allow you to see things about yourself that you could not see in any other way. You will then be able to correct behaviors that are inhibiting your growth. Constructive feedback is a
31、n important gift. Every time you are able to use it wisely, you will have taken another step in your own development.,1.Listen closely to the person giving you the feedback, and try not to interrupt.2.Avoid being defensive. This can be difficult, especially if the person giving you the feedback is n
32、ot highly skilled. You may have different perceptions of yourself, but it is important that you understand the perceptions of others.3.Assume the feedback giver is trying to be helpful.4.Try to understand the feedback. If the feedback is not clear, ask for clarification and examples.,21,贝恩咨询职业生涯-Dev
33、eloptheIndividuals,The Learning Dilemma,Source: “Teaching Smart People How to Learn,” Harvard Business Review May-June 1991,Sometimes overachievers find it difficult to accept negative feedback.,Overachievers are unaccustomed to failure,They may exhibit defensive behavior:,RationalizationAggressiven
34、essRejectionCynicism,Are unwilling to “hear feedbackFail to change behaviors,Denial,Become depressed, withdrawnShift behavior from “guardrail to guardrail” (i.e., from one extreme to the other),Reluctant acceptance,These behaviors are a signal that the benefits of receiving feedback need to be reinf
35、orced.,22,贝恩咨询职业生涯-DeveloptheIndividuals,Reactions to Feedback,As a caseteam leader, you should encourage reactions to feedback that demonstrate maturity and an interest in improving.,Deny the feedbackAttribute mistakes to external factorsAssume coach has negative feelings about the direct reportExp
36、ress passivity - have no reactionTake an aggressive stance toward the coachLaugh it offReject coachs authority to give feedbackShow cynicism about improvement suggestions,Accept responsibility for the behavior or understand the coachs perceptionsAnalyze why behavior was shownUnderstand the coachs po
37、int of viewAsk for more informationEnlist coachs to help in understanding the feedbackShow concern for improvementListen carefully to feedbackAccept feedback and check in with others,Defensive Reactions,Desired Reactions,23,贝恩咨询职业生涯-DeveloptheIndividuals,Handling Pushback (1 of 3),Source: Adapted fr
38、om The Developing People Workbook, Forum Corporation,The first step in handling pushback is to gain a better understanding of the other persons point of view.,Encourage,Confirm,Resist the temptation to restate your feedback, defend your points, or jump in with more examples. Encourage the team membe
39、r to say more about how he or she sees the situation.Encourage with verbal and nonverbal signals (lean forward, nod, say “uh-huh”).Recognize that the root cause of the team members objections may not be what you think. You may be missing some important facts or context.Listen for both facts and feel
40、ings to understand the root cause of the issue. Use open-ended questions to uncover the team members view. Open-ended questions begin with words like “What”, “How”, “Tell me”, “Describe” and “Explain.”Use silence - it gives the team member an opportunity to consider and expand on what has been said.
41、Restate the team members observations - both facts and feelings.Summarize what you have heard, and ask if you are correct.,Once you have encouraged, questioned, and confirmed, you will have a better understanding of the team members perspective and reactions. You may also have uncovered some additio
42、nal facts you were not aware of.,Question,24,贝恩咨询职业生涯-DeveloptheIndividuals,After gaining a thorough understanding of the team members viewpoint, use these tips to provide helpful information and support.,Disagrees with your description of the situationAgrees, but cites factors beyond his or her con
43、trol,Provide more accurate or objective observations that include the team members experiences, along with other facts the team member may not be aware of.Provide and ask for some suggestions for things to do that are within his or her control. Identify ways you can help.,“So, what happens is that t
44、he other team gives you data that conflicts with yours, and you do not know how to reconcile them. This makes it hard for you to proceed on schedule. Is that right?”“I understand you feel you can not help it if the client does not provide the data. How about if you ? Maybe I could help by ”,If the t
45、eam member:,Then you should:,Example:,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (2 of 3),25,贝恩咨询职业生涯-DeveloptheIndividuals,Check to see if what you said makes sense and if you are both in agreement about what is going on and how to proceed. Continue by
46、asking the team member for his or her suggestions for improvement going forward.,Agrees, but does not see why it is importantAgrees, but says his or her intention was different,Describe the importance of the issue - how it affects the team, you personally, and/or the team member.Offer observations o
47、n the differences between the persons intention and the actual results of the behavior or performance.,“I know doing a workplan does not seem important to you. The reason it is important to the team is that it allows us to ”“I see your intention was to be helpful, but when you I saw it as you doubti
48、ng the team. Maybe you can be more helpful by ”,Source: Adapted from The Developing People Workbook, Forum Corporation,Handling Pushback (3 0f 3),If the team member:,Then you should:,Example:,Even when the team member agrees with what you have to say, he or she may benefit from receiving further inf
49、ormation.,26,贝恩咨询职业生涯-DeveloptheIndividuals,Coaching Examples (1 of 2),“Dave, I noticed on the following occasions, you put down the QA managers analysis in front of her boss”“Dave, your cockiness in front of clients borders on rudeness.”“Jan, you should use open-ended questions to explore the plant
50、 managers objections. This will give you information you can use to influence him.”“Jan, in the future, you should capitalize on your natural charm to influence the skeptical plant manager.”,Do this:,Avoid this:,Do this:,Avoid this:,The objective of coaching is to improve a persons behavior.,27,贝恩咨询