LEADERSHIP PROJECT
-what is expected of me -do i have the materials and equipment i need to do my work right?
-base camp: questions that form the main focus of the manager are:
what do i get?
base camp:
pay scales often overlap. That is, a lower level position may pay far more than the entry-level position next on the career ladder. Companies that broadband pay scales recognize that those who perform a role well shouldn't have to abandon that role for the next one up the ladder. In effect, those who are comfortable in their current role aren't tempted to take a promotion solely for the money. In fact, with broadbanding, the promotion may net less pay, not more.
broad banding:
what do i give?
camp one
"At work, do I have the opportunity to do what I do best everyday?" o "In the last 7 days, have I received recognition or praise for good work?" o "Does my supervisor or someone at work care about me as a person?" o "Is there someone at work who encourages my development?"
camp one questions
how can we all grow
camp three
"In the last 6 months, has someone talked to me about my progress?" o "This last year, have I had the opportunity at work to learn and grow?
camp three questions
"Do my opinions count?" o "Does the mission/purpose of my company make me feel my job is important?" o "Are my co-workers committed to doing quality work?" o "Do I have a best friend at work?"
camp two questions:
do i belong here?
camp two:
The routine is simple. It comes in a simple format. No bureaucracy. No forms to fill out. 7 • The routine forces frequent interaction between manager and employee. Ask how did a particular meeting make him feel? • The routine is focused on the future. What do you want to accomplish n the next few months? How can I help? • The routine asks the employee to keep track of his own performance and lessons learned.
how do great managers turn the last three keys every day with every employee?
summit
if an employee answers all 12 questions positively, he or she has reached the ________
mountain climbing
illustrates how a manager helps more individuals reach the summit of engagement:
catalyst -people don't change that much. don't waste time trying to put in what was left out try to draw out what was left in. that is hard enough
managers think of themselves as a:
camp one
stage focuses on the employee's self-esteem and self-worth
-do i know what is expected of me at work? -do i have the materials and equipment i need to do my work right? -at work, do i have the opportunity to do what i do best everyday? -in the last seven days, have i received recognition or praise for doing good work? -does my supervisor or someone at work seem to care about me as a person? -is there someone at work who encourages my development? -at work, do my opinions seem to count? -does the mission/purpose of my company make me feel my job is important? -are my co-workers committed to doing quality work? -do i have a best friend at work? -in the last six months, has someone at work talked to me about my progress? -this last year, have i had the opportunity at work to learn and grow?
the 12 questions that Gallup identified that when answered positively by employees served as a predictor of outstanding performance and financial results:
1. Make sure the talent interview stands alone. The purpose is to see if the candidate's recurring patterns of thought, feeling, and behavior match the job. 2. Ask a few open-ended questions and then keep quiet. A person's unaided response to an open-ended question is powerfully predictive. 3. Listen for specifics. A talent will be illustrated with specific examples and experiences. 4. Clues to talent. There may be an inclination towards certain activities. Analytical? Competitive? 5. Learning a particular role or set of tasks quickly 6. Finding satisfaction or fulfillment in a particular role or set of tasks 7. Know what to listen for. Pay careful attention to emotional responses such as "I really hate it when..." or "it really excites me to..."
the art of interviewing for talent:
trial periods
the fourth key: find the right fit -another method to facilitate the process of finding the right fit
Laurence Peter
the fourth key: find the right fit -author of The Peter Principle that states that most employees are promoted to a level of incompetence
find the right fit
the fourth key: find the right fit -great managers help people _________, not the next rung on the corporate ladder
way to accomplish respect and prestige. define compensation ranges in broadband. The top end of the lower-level role overlaps with the bottom end of the role above. broad banding ensures every role, when performed at excellence, will be valued
the fourth key: find the right fit -what is broad banding:
-i must perfect people -my people don't have enough talent -trust is precious. it must be earned -some outcomes defy definition
the second key: define the right outcomes -four temptations
right outcomes and letting each people find his own way to accomplish the desired results
the second key: define the right outcomes -great managers break the rules and manage by defining the:
-dont break the bank -standards rule -dont let the creed overshadow the message -there are no steps leading to customer satisfaction
the second key: define the right outcomes -rules of thumb:
Focus on each person's strengths. Manage around weaknesses and do all you can to help each person cultivate his talents. It is tempting to try to fix people, but great managers resist this and focus on developing talents.
the third key: focus on strengths
1. ...devising a support system. 2. ...finding a complementary partner. 3. ...finding an alternative role for the person.
the third key: focus on strengths -how do great managers manage around a weakness: -when the issue is not related to skills or motivation, great managers help people compensate for weaknesses by...
great managers treat people as they would want to be treated and are not bound the notion of being fair
the third key: focus on strengths -manage by exception
takes an employee's strengths and turn talent into performance
the third key: focus on strengths what is casting?
-strengths interview -career discovery interview -performance planning interview
three types of employee interaction
the individual is free to select how to reach the outcome the best way possible using his or her own unique talents. you allow each worker to use his or her talent to the fullest
why the second key is good:
harder to transform weaknesses than to develop strengths
why the third key is good:
great managers look inward, inside the company, into the individual, into the differences in style, goals, needs and motivations for each person -leaders look outward. they look out of the company, into the future, and seek out alternative routes. they are visionaries, strategic thinkers, activators
difference between leaders and managers:
bringing out what was left in
don't waste your time attempting to put in what was left out. instead, focus your effort on:
camp three
employees need the opportunity to develop
camp two
employees need to see themselves as important parts of a meaningful social system
base camp
employees' basic needs have to be identified and met. once they have answered how much they will earn, how long their commute will be, and whether they will have their own office and phone, they need to know what is expected of them and they need the tools to do their job
-When a fast food restaurant chain began hiring mentally disabled workers, managers faced several performance challenges. One involved a young woman whose job it was to load frozen chicken into a fryer and remove the chicken when a bell rang. She did well except for one problem. She could not count to six, the maximum number of chicken pieces the fryer could hold for safe and thorough frying. She did not have a talent for counting, and teaching her was impossible. The restaurant rea- soned that if they could supply chicken prepacked in six piece lots, she would be able to do the job. The supplier refused to cooperate, so the restaurant found one that would. With the proper support system, the worker succeeded.
example of a perfect support system in the third key
mercury space program--found seven men who were carefully selected and they were trained on space travel. they flew six missions. two were textbook flights, two heroic ones and two mediocre ones. two men experienced textbook flights with no drama. two others experienced heroic flights with no drama and then two did not do as well. -one panicked and one was too excited and made foolish mistakes. -they performed differently because they had different talents.
example of first key: select for talent
-madeline Hunter became convinced that by following a simple seven-step lesson plan, every teacher would be a great teacher and would be perfect -she was wrong. her one best method failed and this was because different teachers have different talents. the focus on the septs was useless
example of second key: define the right outcomes
-above average data entry worker averaged over 500,000 punches per month. she received feedback and recognition and after 6 months, she was over the 3 million mark. her manager designed a performance pay plan around her
example of third key: focus on strengths
-know what you are looking for. what talents are required to perform with excellence in the role? -focus on one talent area during the initial interview -study and bench mark according to your best
first key: select for talent -how great managers find talent:
-relationships, thinking and drive
first key: select for talent -talent is expressed on three levels:
recurring pattern of thought, feeling, or behavior that can be productively applied
first key: select for talent definition of talent
-select for talent -set expectations by defining desired outcomes -motivate by helping people discover and maximize their strengths -help people on your team find the right fit
first key: select for talent the four keys:
-talents are rare and special -some roles are so easy, they don't require talent
first key: select for talent two myths
teach
first key: select for talent you cannot ______ talent
-simplicity -frequent interaction -focus on the future -self-tracking
great managers develop a routine for performance management that displays four characteristics:
third key: focus on strengths
great managers play favorites. great managers spend most of their time with the most productive members of their staff
individuals with unique talents that can be discovered and deployed for the employee's satisfaction and the company's benefit
great managers treat people as:
