Performance-Management绩效教学讲解课件

BeingASuper-Good“Performance”ManagerBeingASuper-Good“Performanc1PerformanceAppraisalMuchMoreThanFillingOutAForm2PerformanceAppraisalMuchMoreWhyDoPerformanceAppraisals?WhyDoPerformanceAppraisals?3ItStartsWithGoalSetting:

“IfYouDon’tKnowWhereYouAreGoingYouWon’tKnowHowToGetThere”Performance-Management绩效教学讲解课件4GoalSettingIsLikeAWaterfall:Cascading

DivisionGoalsPlantGoalsDept.GoalsIndividualAnd/OrGroupGoalsGoalSettingIsLikeAWaterfa5WhereDoGoalsComeFrom?StrategicDirectionImmediateManagerCustomers-InternalAndExternalSuppliers-InternalAndExternalPeersAndSubordinatesTheCompetitionOtherIndividualDevelopmentNeeds6WhereDoGoalsComeFrom?StraSettingSMARTGoalsSimpleMeasurableAttainableResultsOrientedTimeBound7SettingSMARTGoalsSimple7GettingStarted:GoalsShouldProvideTrueMeasurableValueTo:OurCustomersOurCompanyOurPlantTheEmployee

8GettingStarted:GoalsShouldInOtherWords,AGoalShouldAffectChangeInOtherWords,AGoalShould9AGoalIsMeaninglessWithoutTruePerformanceMeasures1010TruePerformanceMeasurements

DrivenByCustomerRequirementsSuccessfulCompaniesBaseEverythingTheyDoOnCustomersMeetRealBusinessNeedsAndExpectationsPinpointDevelopmentProblemsOrAreasWhereChangeIsNeededEnablePerformanceToBeTracked&ActionTakenDataShouldBeSimpleToUnderstandAndCompileQuickFeedbackToMakeActionMeaningfulConnectionBetweenActionNeeded&TheResultingImprovementUnderstandableToThePeopleWhoAreEvaluatedByItManagementMustCommunicateWhyTheMeasurementIsImportant11TruePerformanceMeasurementsWhat’sSoDifficultAboutSettingGoalsFearWhatIfIFail?It’sWrittenDownTooOftenUsedAsPunishmentSelfDoubt:“CanIReallyDoThat?”Don’tUnderstandHowOrWhyGoalIsUnrealisticForTheEmployeeLackNecessarySkills,CompetenciesorResourcesTheGoalsAreSeenAsWrittenInStone12What’sSoDifficultAboutSettASuper-Good“Performance”Manager

Summary

ProvideAClearUnderstandingOfWhatIsExpectedShapeMeaningful&AttainablePerformanceExpectationsEstablishDirectionByHelpingToSetPrioritiesHaveRegularFormal&InformalFeedbackSessionsCheckProgressProvideFeedbackAndCoachingDetermineADevelopmentPlanAsNecessaryLinkPerformanceAchievementsToOtherHumanResourceProgramsNoSurprisesServesAsARoleModelASuper-Good“Performance”Man13ManagingtheProcessStep1:Identify5to8SignificantJobResponsibilitiesWorkYouareDirectlyAccountableForAnswerTheHow,WhatAndWhyStep2:IdentifyMeasurementMethodsToolsToGaugePerformanceExample:Cost,Time,Quality,Quantity,HumanImpactManagingtheProcessStep1:I14ManagingtheProcessStep3:QuantifyThePerformanceMethodsMeasurableStandardsToGaugePerformanceExamples:HowMany(Quantity)HowMuch(Cost,Productivity)HowWell(Quality)When(Time)HowAffected(HumanImpact)ManagingtheProcessStep3:Q15ManagingtheProcessStep4:MakeThemSMARTGoalsSimpleMeasurableAttainableResultsOrientedTimeBoundManagingtheProcessStep4:Ma16ManagingtheProcessStep5:GetBuy-InAndCommunicateDocumentTheAgreedUponObjectives17ManagingtheProcessStep5:GManagingtheProcessStep6:KeepItGoingConductQuarterlyFeedbackSessionsMakeNecessaryAdjustmentsToGoalsGenerateSolutions,BuildOnEmployee’sStrengthsBeAGoodCoach,GiveConstructiveFeedbackFollow-upOnPerformanceIssuesNoSurprisesAtTheEndOfTheYear18ManagingtheProcess18KeepingItGoingKeyElementsForManagersAndEmployeesGivingFeedbackLeadership&CoachingExcellingWithinOurVision&ValuesManagingYourOwnCareer19KeepingItGoingKeyElementsFKeepingItGoingGivingFeedback20KeepingItGoingGivingFeedbac

FactsaboutFeedback1. Increasesmotivationandenhancesgoalsetting. Withoutfeedback,goalsettinghaslittleeffectonperformance!21

FactsaboutFeedback1. IncreaFactsaboutFeedback2.Peoplewantfeedbackbuttheyarefearfuloftheunknown.Theyexpecttheworstandfearlossofesteem.

3.Whenpeoplefeelthatfeedbackwillboost,oratleastmaintaintheirself-esteem,theyactivelyseekitout.FactsaboutFeedback2.People22FactsaboutFeedback4.Muchofthefeedbackwereceiveonthejobisnegative. Positivefeedbackiswithheldbecausethemanagerfeelsthepositiveactionisallapartofthejob. Or,itisgiveninageneralway--like,“Goodreport.”FactsaboutFeedback4.Muchof23FactsaboutFeedback5.Negativefeedbackoftencomesacrossasharsh,blamingandfingerpointing. Wewithholdfeedbackforfearofdamaging ongoingworkingrelationshipsandinhopestheissuewillgoaway. Itusuallyescalatesalongwithourannoyanceandannoyance-drivenfeedbackcomesacrossasbiting,faultfinding,anddestructive.FactsaboutFeedback5.Negativ24Actionabletherecipientcandosomethingaboutit.Balanced amixofpositiveandconstructiveisgiven.Candid honestcommunicationofperception.Specific weknowwhattodomoreof,lessof,or

differentlytoimprove.FactsaboutFeedback6.Goodfeedbackistimely(immediate)anddeliveredaccordingtotheABCs.Actionabletherecipientcan25SummaryTipsConsiderReasonsAndConsequencesForFeedbackInformal,Reinforcing,CorrectiveRewardVs.DevelopmentOrCorrectiveTimeTheFeedbackPublicVs.PrivateImmediateVs.BeingReadyFactsOnlyNoAssumptionsSpecific,Behavioral:NoBlamingOrJudgingGetClosure“Fixables”only(ChangeableBehavior)SpecificActionAndAgreedUponResultsConfirmation,Acceptance,Ownership,FreedomToReactDocument26SummaryTipsConsiderReasonsA

Leadership&CoachingTheproblemwithmostleaderstodayistheydon’tstandforanything.Leadershipimpliesmovementtowardsomething,andconvictionsprovidethatdirection.Ifyoudon’tstandforsomethingyouwillfallforanything.DonShulaFromhisbook“Everyoneisacoach”27

Leadership&Coaching27

Leadership&CoachingIfyouarenotteaching,youarenotleading.Fromthebook“TheLeadershipEngine”28

Leadership&Coaching28

LeadershipCharacteristicsIdeasAreTheHeartOfLeadershipLeadershaveideas,changethemwhennecessary,makessureeveryoneintheorganizationcompletelyunderstandsthemWinningValuesGoodleadersmakesureeverythingtheydoreflectsthevaluestheywantthecompanytohaveCreatePositiveEnergyWorkhard,exhibitpositiveenergy,engagepeopleEnergizePeopleToAttackProblemsEdge-TheCourageToSeeReality&ActOnIt29

LeadershipCharacteristicsIdeLeadership&Coaching-AttackingProblemsASenseOfUrgencyProblemwon’tgoawayunlessyoudosomethingAMissionWorthAchievingCan’tkeepdoingthingstheoldwayGoalsThatStretchPeople’sAbilitiesInspireeffortbutnotdiscourageASpiritOfTeamworkWereallinthistogether;theleaderispartoftheteamARealisticExpectationThatTheTeamCanSucceedLeadersbuildconfidenceIfpeopledotheirparttheteamwillsucceed30Leadership&Coaching-AttackEdge-TheCourageToSeeReality&ActOnItUnwillingToLetTheDifficultDecisionsCloudWhatIsRightEdgeRequiresGivingPeopleHonestFeedbackHelppeopleimproveConfrontpeoplewhoareabusiveMistakesAreCoachingOpportunitiesRatherThanCausesForPunishment31Edge-TheCourageToSeeReal

KeepingItGoingShortPlanForCoachingPeopleTellPeopleWhatYouWantThemToDoShowThemWhatGoodPerformanceLooksLikeLetThemDoItObserveTheirPerformancePraiseProgressAnd/orRedirectBehaviorBeCoachable32

KeepingItGoingShortPlanFoWhenthemastermakesamistake,sherealizesit.Havingrealizedit,sheadmitsit.Havingadmittedit,shecorrectsit.Sheconsidersthosewhopointoutthefaultsashermostbenevolentteachers.TaoTeChingWhenthemastermakesamistak33SoWhatIsAGoodCoach?CreateAPartnershipProvideHelp,NotTakeoverTheTaskGenerateSolutions;MapAPlan;CheckThePlanBuildOnYourEmployee’sStrengthsGiveHONESTFeedbackOnAREGULARBasisBeSpecific,BePositive,BeObjectiveDon’tJustMeetFormally;MBWAReallyWorksFollowUpOnPerformanceAgreementsMadeBeARoleModel34SoWhatIsAGoodCoach?CreateToBeAGoodCoachYouNeedToBeAGoodListener35ToBeAGoodCoachYouNeedT

ExcellingWithinOurVision&ValuesHOWYouAccomplishYourGoalsAndObjectivesIsAsImportantAsWHATYouAccomplish36

ExcellingWithinOurVision&TheLinesWerePainted,But...TheLinesWerePainted,But...37ExcellingWithinOurVision&ValuesPlanningAndOrganizingKnowledgeAndSkillsProblemSolvingAndDecisionMakingInterpersonalRelations,Teamwork,CommunicationQualityAndQuantityOfWorkDependabilityAndInitiativeDelegationAndLeadershipDevelopmentOfEmployees38ExcellingWithinOurVision&DerailmentFactorsInsensitivitytoothers:anabrasive,intimidating,bullyingstyleFailuretoadapttoabosswithadifferentstyleBeingcold,alooforarrogantOvermanaging:failingtodelegateorbuildateamOverlyAmbitious:thinkingaboutthenextjobSpecificperformanceproblemsEthicsorintegrityisinquestion (CenterforCreativeLeadership)39DerailmentFactorsInsensitivitPerceptionisReality!!!Intentions

Perceptions40PerceptionisReality!!!IntenManagingYourOwnCareerTakingOwnershipForYourOwnCareerIsKeyItIsNotHR’sResponsibilityLetPeopleKnowWhatYouWantAndMakeAPlanToGetThere.EmployeeManagerCo-WorkersHR41ManagingYourOwnCareerEmployIfyouonlydothingsyouknowwellanddocomfortably,youwillneverreachhighergoalsLindaTsaoYangIfyouonlydothingsyouknow42EmployeeResponsibilitiesBeAnActiveParticipantdon’tstandonthesidelinesandwaittobecalledintothegameorcomplainyouweren'tpickedaskyourself“howwellamIdoing,howcanIdoabetterjoborcontributemore”MaintainAHighLevelOfPerformanceOwnershipknowwhatisexpectedandhowyouwillgetthereBecommittedUnderstandYourShortfallsCommunicate;MeetRegularlyWithYourManager

43EmployeeResponsibilitiesBeAnSelfDevelopmentProcessChoice:FindingOutaboutShortfallsAvoidWaitforacatastrophetorevealweaknesssoonerorlater:abigmistakesoonerorlater:amissedpromotion,negativeappraisal,demotionorterminationActivelypursueanaccurateportraitofselfjumpintonewsituationsdigforinformationseekfeedbackfromothersintrospectorChoice:AcceptingResponsibility44SelfDevelopmentProcessChoiceSelfDevelopmentProcessChoice:AcceptingResponsibilityDenyDiagnosisofShortfallsResultof:lackofknowledgelackofexperiencelackofskillsorResultof:personalitylimitedabilitysituationalmisfitChoice:Whattodoaboutit45SelfDevelopmentProcessChoiceSelfDevelopmentProcessChoice:WhattodoaboutitIgnoreBuildNewStrengthsfindsituationswherelearningnewthingsisessentialfindwaystogethelpandsupportwhilelearningAnticipateSituationsask“dumb”questionsseekadvice,counselspendtimelearninguseother’sexperienceCompensateavoidcertainsituationsdelegatetootherschoosestafftocoverweaknesseschangethesituationChangeSelfcoachingpersonalchangeeffortchangejustenoughtogetby46SelfDevelopmentProcessChoiceSelfDevelopmentProcessBeAnActiveParticipantFindingoutaboutstrengthsandshortcomingsAcceptingresponsibilityDoingsomethingaboutit47SelfDevelopmentProcessBeAnWhatis360-DegreeFeedback?360-degreefeedbackisinformationgatheredfrommultiplesources.SELFBOSSDIRECTREPORTSPEERSPEERSWhatis360-DegreeFeedback?3648Why360-DegreeFeedbackPeoplegettoseethemselvesfromothers’perspectives.Allowsfeedbackrecipientstheopportunitytolearntheirstrengths,aswellastheirdevelopmentalareas.Providesemployeestheopportunitytogivefeedbacktooneanotherthroughanon-threateningprocess.49Why360-DegreeFeedbackPeople

MarkTwainOnPerformanceAppraisal“LikePorcupinesInLove,MostEvaluationsAreAPainForBothParties”50

MarkTwainOnPerformanceAppYearEndAppraisalTimeEmployeeCompletesTheFormPrepareYourselfConsolidateInputs(Internal/ExternalCustomers)ReviewNotesFromFeedbackSessionsReviewOverallProgressOnObjectivesUnderstandObstaclesToMeetingObjectivesDiscussYourCommentsOnThePerformanceAppraisalCommunicateFinalRating51YearEndAppraisalTimeEmployeMoreOnYear-EndAppraisalOpenTwo-WayCommunicationIsCriticalTakeTimeToDiscussOverallEvaluationCreateADialogue-Don’tJustReadTheFormSummarizeMajorPointsDiscussFactsOnlyGiveFeedbackOnBehaviorsNotPersonality;BeSpecificWithBehaviorsLetTheEmployeeRespondDon’tGiveAllNegativesAndThenPositives52MoreOnYear-EndAppraisalOpenMoreOnYear-EndAppraisalDevelopActionPlansForNextYearSomeObjectivesMayBeDevelopmentalDiscussEmployeesDreams,Goals,&WantsDocumentActionPlansandCommunicateEvaluateYourselfAndHowYouAffectTheEmployee’sPerformance53MoreOnYear-EndAppraisalDeveRemember…..NoSurprisesAtTheYear-EndAppraisal!Employee!Manager!Remember…..NoSurprisesAtTh54经常不断地学习,你就什么都知道。你知道得越多,你就越有力量StudyConstantly,AndYouWillKnowEverything.TheMoreYouKnow,TheMorePowerfulYouWillBe学习总结经常不断地学习,你就什么都知道。你知道得越多,你就越有力量学55结束语当你尽了自己的最大努力时，失败也是伟大的，所以不要放弃，坚持就是正确的。WhenYouDoYourBest,FailureIsGreat,SoDon'TGiveUp,StickToTheEnd演讲人：XXXXXX时间：XX年XX月XX日

结束语56BeingASuper-Good“Performance”ManagerBeingASuper-Good“Performanc57PerformanceAppraisalMuchMoreThanFillingOutAForm58PerformanceAppraisalMuchMoreWhyDoPerformanceAppraisals?WhyDoPerformanceAppraisals?59ItStartsWithGoalSetting:

“IfYouDon’tKnowWhereYouAreGoingYouWon’tKnowHowToGetThere”Performance-Management绩效教学讲解课件60GoalSettingIsLikeAWaterfall:Cascading

DivisionGoalsPlantGoalsDept.GoalsIndividualAnd/OrGroupGoalsGoalSettingIsLikeAWaterfa61WhereDoGoalsComeFrom?StrategicDirectionImmediateManagerCustomers-InternalAndExternalSuppliers-InternalAndExternalPeersAndSubordinatesTheCompetitionOtherIndividualDevelopmentNeeds62WhereDoGoalsComeFrom?StraSettingSMARTGoalsSimpleMeasurableAttainableResultsOrientedTimeBound63SettingSMARTGoalsSimple7GettingStarted:GoalsShouldProvideTrueMeasurableValueTo:OurCustomersOurCompanyOurPlantTheEmployee

64GettingStarted:GoalsShouldInOtherWords,AGoalShouldAffectChangeInOtherWords,AGoalShould65AGoalIsMeaninglessWithoutTruePerformanceMeasures6610TruePerformanceMeasurements

DrivenByCustomerRequirementsSuccessfulCompaniesBaseEverythingTheyDoOnCustomersMeetRealBusinessNeedsAndExpectationsPinpointDevelopmentProblemsOrAreasWhereChangeIsNeededEnablePerformanceToBeTracked&ActionTakenDataShouldBeSimpleToUnderstandAndCompileQuickFeedbackToMakeActionMeaningfulConnectionBetweenActionNeeded&TheResultingImprovementUnderstandableToThePeopleWhoAreEvaluatedByItManagementMustCommunicateWhyTheMeasurementIsImportant67TruePerformanceMeasurementsWhat’sSoDifficultAboutSettingGoalsFearWhatIfIFail?It’sWrittenDownTooOftenUsedAsPunishmentSelfDoubt:“CanIReallyDoThat?”Don’tUnderstandHowOrWhyGoalIsUnrealisticForTheEmployeeLackNecessarySkills,CompetenciesorResourcesTheGoalsAreSeenAsWrittenInStone68What’sSoDifficultAboutSettASuper-Good“Performance”Manager

Summary

ProvideAClearUnderstandingOfWhatIsExpectedShapeMeaningful&AttainablePerformanceExpectationsEstablishDirectionByHelpingToSetPrioritiesHaveRegularFormal&InformalFeedbackSessionsCheckProgressProvideFeedbackAndCoachingDetermineADevelopmentPlanAsNecessaryLinkPerformanceAchievementsToOtherHumanResourceProgramsNoSurprisesServesAsARoleModelASuper-Good“Performance”Man69ManagingtheProcessStep1:Identify5to8SignificantJobResponsibilitiesWorkYouareDirectlyAccountableForAnswerTheHow,WhatAndWhyStep2:IdentifyMeasurementMethodsToolsToGaugePerformanceExample:Cost,Time,Quality,Quantity,HumanImpactManagingtheProcessStep1:I70ManagingtheProcessStep3:QuantifyThePerformanceMethodsMeasurableStandardsToGaugePerformanceExamples:HowMany(Quantity)HowMuch(Cost,Productivity)HowWell(Quality)When(Time)HowAffected(HumanImpact)ManagingtheProcessStep3:Q71ManagingtheProcessStep4:MakeThemSMARTGoalsSimpleMeasurableAttainableResultsOrientedTimeBoundManagingtheProcessStep4:Ma72ManagingtheProcessStep5:GetBuy-InAndCommunicateDocumentTheAgreedUponObjectives73ManagingtheProcessStep5:GManagingtheProcessStep6:KeepItGoingConductQuarterlyFeedbackSessionsMakeNecessaryAdjustmentsToGoalsGenerateSolutions,BuildOnEmployee’sStrengthsBeAGoodCoach,GiveConstructiveFeedbackFollow-upOnPerformanceIssuesNoSurprisesAtTheEndOfTheYear74ManagingtheProcess18KeepingItGoingKeyElementsForManagersAndEmployeesGivingFeedbackLeadership&CoachingExcellingWithinOurVision&ValuesManagingYourOwnCareer75KeepingItGoingKeyElementsFKeepingItGoingGivingFeedback76KeepingItGoingGivingFeedbac

FactsaboutFeedback1. Increasesmotivationandenhancesgoalsetting. Withoutfeedback,goalsettinghaslittleeffectonperformance!77

FactsaboutFeedback1. IncreaFactsaboutFeedback2.Peoplewantfeedbackbuttheyarefearfuloftheunknown.Theyexpecttheworstandfearlossofesteem.

3.Whenpeoplefeelthatfeedbackwillboost,oratleastmaintaintheirself-esteem,theyactivelyseekitout.FactsaboutFeedback2.People78FactsaboutFeedback4.Muchofthefeedbackwereceiveonthejobisnegative. Positivefeedbackiswithheldbecausethemanagerfeelsthepositiveactionisallapartofthejob. Or,itisgiveninageneralway--like,“Goodreport.”FactsaboutFeedback4.Muchof79FactsaboutFeedback5.Negativefeedbackoftencomesacrossasharsh,blamingandfingerpointing. Wewithholdfeedbackforfearofdamaging ongoingworkingrelationshipsandinhopestheissuewillgoaway. Itusuallyescalatesalongwithourannoyanceandannoyance-drivenfeedbackcomesacrossasbiting,faultfinding,anddestructive.FactsaboutFeedback5.Negativ80Actionabletherecipientcandosomethingaboutit.Balanced amixofpositiveandconstructiveisgiven.Candid honestcommunicationofperception.Specific weknowwhattodomoreof,lessof,or

differentlytoimprove.FactsaboutFeedback6.Goodfeedbackistimely(immediate)anddeliveredaccordingtotheABCs.Actionabletherecipientcan81SummaryTipsConsiderReasonsAndConsequencesForFeedbackInformal,Reinforcing,CorrectiveRewardVs.DevelopmentOrCorrectiveTimeTheFeedbackPublicVs.PrivateImmediateVs.BeingReadyFactsOnlyNoAssumptionsSpecific,Behavioral:NoBlamingOrJudgingGetClosure“Fixables”only(ChangeableBehavior)SpecificActionAndAgreedUponResultsConfirmation,Acceptance,Ownership,FreedomToReactDocument82SummaryTipsConsiderReasonsA

Leadership&CoachingTheproblemwithmostleaderstodayistheydon’tstandforanything.Leadershipimpliesmovementtowardsomething,andconvictionsprovidethatdirection.Ifyoudon’tstandforsomethingyouwillfallforanything.DonShulaFromhisbook“Everyoneisacoach”83

Leadership&Coaching27

Leadership&CoachingIfyouarenotteaching,youarenotleading.Fromthebook“TheLeadershipEngine”84

Leadership&Coaching28

LeadershipCharacteristicsIdeasAreTheHeartOfLeadershipLeadershaveideas,changethemwhennecessary,makessureeveryoneintheorganizationcompletelyunderstandsthemWinningValuesGoodleadersmakesureeverythingtheydoreflectsthevaluestheywantthecompanytohaveCreatePositiveEnergyWorkhard,exhibitpositiveenergy,engagepeopleEnergizePeopleToAttackProblemsEdge-TheCourageToSeeReality&ActOnIt85

LeadershipCharacteristicsIdeLeadership&Coaching-AttackingProblemsASenseOfUrgencyProblemwon’tgoawayunlessyoudosomethingAMissionWorthAchievingCan’tkeepdoingthingstheoldwayGoalsThatStretchPeople’sAbilitiesInspireeffortbutnotdiscourageASpiritOfTeamworkWereallinthistogether;theleaderispartoftheteamARealisticExpectationThatTheTeamCanSucceedLeadersbuildconfidenceIfpeopledotheirparttheteamwillsucceed86Leadership&Coaching-AttackEdge-TheCourageToSeeReality&ActOnItUnwillingToLetTheDifficultDecisionsCloudWhatIsRightEdgeRequiresGivingPeopleHonestFeedbackHelppeopleimproveConfrontpeoplewhoareabusiveMistakesAreCoachingOpportunitiesRatherThanCausesForPunishment87Edge-TheCourageToSeeReal

KeepingItGoingShortPlanForCoachingPeopleTellPeopleWhatYouWantThemToDoShowThemWhatGoodPerformanceLooksLikeLetThemDoItObserveTheirPerformancePraiseProgressAnd/orRedirectBehaviorBeCoachable88

KeepingItGoingShortPlanFoWhenthemastermakesamistake,sherealizesit.Havingrealizedit,sheadmitsit.Havingadmittedit,shecorrectsit.Sheconsidersthosewhopointoutthefaultsashermostbenevolentteachers.TaoTeChingWhenthemastermakesamistak89SoWhatIsAGoodCoach?CreateAPartnershipProvideHelp,NotTakeoverTheTaskGenerateSolutions;MapAPlan;CheckThePlanBuildOnYourEmployee’sStrengthsGiveHONESTFeedbackOnAREGULARBasisBeSpecific,BePositive,BeObjectiveDon’tJustMeetFormally;MBWAReallyWorksFollowUpOnPerformanceAgreementsMadeBeARoleModel90SoWhatIsAGoodCoach?CreateToBeAGoodCoachYouNeedToBeAGoodListener91ToBeAGoodCoachYouNeedT

ExcellingWithinOurVision&ValuesHOWYouAccomplishYourGoalsAndObjectivesIsAsImportantAsWHATYouAccomplish92

ExcellingWithinOurVision&TheLinesWerePainted,But...TheLinesWerePainted,But...93ExcellingWithinOurVision&ValuesPlanningAndOrganizingKnowledgeAndSkillsProblemSolvingAndDecisionMakingInterpersonalRelations,Teamwork,CommunicationQualityAndQuantityOfWorkDependabilityAndInitiativeDelegationAndLeadershipDevelopmentOfEmployees94ExcellingWithinOurVision&DerailmentFactorsInsensitivitytoothers:anabrasive,intimidating,bullyingstyleFailuretoadapttoabosswithadifferentstyleBeingcold,alooforarrogantOvermanaging:failingtodelegateorbuildateamOverlyAmbitious:thinkingaboutthenextjobSpecificperformanceproblemsEthicsorintegrityisinquestion (CenterforCreativeLeadership)95DerailmentFactorsInsensitivitPerceptionisReality!!!Intentions

Perceptions96PerceptionisReality!!!IntenManagingYourOwnCareerTakingOwnershipForYourOwnCareerIsKeyItIsNotHR’sResponsibilityLetPeopleKnowWhatYouWantAndMakeAPlanToGetThere.EmployeeManagerCo-WorkersHR97ManagingYourOwnCareerEmployIfyouonlydothingsyouknowwellanddocomfortably,youwillneverreachhighergoalsLindaTsaoYangIfyouonlydothingsyouknow98EmployeeResponsibilitiesBeAnActiveParticipantdon’tstandonthesidelinesandwaittobecalledintothegameorcomplainyouweren'tpickedaskyourself“howwellamIdoing,howcanIdoabetterjoborcontributemore”MaintainAHighLevelOfPerformanceOwnershipknowwhatisexpectedandhowyouwillgetthereBecommittedUnderstandYourShortfallsCommunicate;MeetRegularlyWithYourManager

99EmployeeResponsibilitiesBeAnSelfDevelopmentProcessChoice:FindingOutaboutShortfallsAvoidWaitforacatastrophetorevealweaknesssoonerorlater:abigmistakesoonerorlater:amissedpromotion,negativeappraisal,demotionorterminationActivelypursueanaccurateportraitofselfjumpintonewsituationsdigforinformationseekfeedbackfromothersintrospectorChoice:AcceptingResponsibility100SelfDevelopmentProcessChoiceSelfDevelopmentProcessChoice:AcceptingResponsibilityDenyDiagnosisofShortfallsResultof:lackofknowledgelackofexperiencelackofskillsorResultof:personalitylimitedabilitysituationalmisfitChoice:Whattodoaboutit101SelfDevelopmentProcessChoiceSelfDevelopmentP