Transcript Spot and Nurture Part II

SPOT AND NURTURE PART II
PREPARING THE BEST MANAGERS FROM YOUR STAFF
MAY 21, 2014
RON PICKETT
LAB MANAGER MAGAZINE
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OBJECTIVES
• CONTINUE REVIEW OF COMPETENCY MODEL
• BEGIN ASSESSING STAFF
• LIST OPPORTUNITIES FOR OBSERVATION AND EVALUATION
• LIST OPPORTUNITIES FOR “NURTURING.”
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REVIEW
• SHORT REVIEW OF THE MATERIAL IN SESSION I.
• MANAGEMENT COMPETENCY MODEL
• SELECTION PROCESS.
• CONTINUE WITH COMPETENCIES MODEL
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SHARING RESPONSIBILITY
• SHARES RESPONSIBILITY WITH INDIVIDUALS AND GROUPS
TO INCREASE THEIR SENSE OF COMMITMENT AND
OWNERSHIP.
• ASSISTS IN THE COACHING, LEARNING, AND DEVELOPMENT
OF OTHERS.
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CONCERN FOR POLITICAL IMPACT
• IS AWARE OF HOW DEPARTMENTAL ISSUES, PROGRAM
POLICIES, AND DECISIONS IMPACT OTHERS WHILE BEING
SENSITIVE TO THE DIFFERING NEEDS/AGENDAS OF VARIOUS
STAKEHOLDERS.
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ORGANIZATIONAL AWARENESS
• ACTS WITH AN UNDERSTANDING OF THE DEPARTMENT AND
ORGANIZATIONAL PURPOSES AND PROCESSES AND MAKES
DEPARTMENTAL CHANGES TO RESOLVE ISSUES OR
PROBLEMS.
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EMOTIONAL INTELLIGENCE
• POLITICAL AWARENESS
• ACCURATELY READ KEY POWER RELATIONSHIPS.
• DETECT CRUCIAL SOCIAL NETWORKS.
• UNDERSTAND THE FORCES THAT SHAPE VIEWS AND
ACTIONS OF CLIENTS, CUSTOMERS, OR
COMPETITORS.
• ACCURATELY READ ORGANIZATIONAL AND
EXTERNAL REALITIES.
DANIEL GOLEMAN WORKING WITH EMOTIONAL INTELLIGENCE
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STAFF ASSESSMENT
• LIST THE STAFF MEMBERS YOU NEED TO CONSIDER.
• IDENTIFY POSITIVE ATTRIBUTES OF EACH.
• CONSIDER DEVELOPMENT OPPORTUNITIES.
• WHAT DON’T YOU KNOW?
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STAFF ASSESSMENT
• COMPARE THE CANDIDATES IN YOUR RECRUITING POOL
WITH THE APPROPRIATE MANAGEMENT COMPETENCIES.
• SELECT THE LABORATORY PROFESSIONALS WITH THE BEST
MANAGEMENT POTENTIAL.
• DEVELOP THE ELEMENTS OF A PLAN FOR INDIVIDUAL
ASSESSMENT, COACHING, AND NURTURING.
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THE FUTURE
• THE SELECTIONS YOU MAKE NOW MAY MANAGE A FAR
DIFFERENT ORGANIZATION THAN CURRENTLY EXISTS.
• WHAT TRENDS WILL HAVE THE GREATEST IMPACT ON YOUR
SUCCESSOR?
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STAFF ASSESSMENT
COMPETENCY
PERSON
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• STRATEGIC ORIENTATION
• NETWORKING
• SHARING RESPONSIBILITY
• CONCERN FOR POLITICAL IMPACT
• ORGANIZATIONAL AWARENESS
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OPPORTUNITIES FOR OBSERVATION
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OPPORTUNITIES FOR OBSERVATION
 ASSIGN STAFF MEMBERS TO COMMITTEES, TASK FORCES,
OR PROJECTS.
 GIVE THEM LEADERSHIP RESPONSIBILITIES AT
DEPARTMENT-WIDE MEETINGS.
 ASK THEM TO ATTEND A RELEVANT ASSOCIATION MEETING.
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OPPORTUNITIES FOR OBSERVATION (CONT.)
 DISCUSS THEIR OFF-THE-JOB ACTIVITIES, INCLUDING
EDUCATION, CLUBS, CHURCH, ETC.
 SEND THEM TO A MANAGEMENT DEVELOPMENT OR
TRAINING ACTIVITY.
 ASSIGN THEM A WRITTEN PROJECT REPORT ON A TOPIC
RELATED TO THE LABORATORY.
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What’s his day job?
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WHAT TO OBSERVE
 WATCH FOR THE INDIVIDUAL’S LEVEL OR INTENSITY OF
INVOLVEMENT.
 OBSERVE NONVERBAL COMMUNICATION.
 PAY ATTENTION TO THE QUESTIONS THEY ASK .
 SET UP CHALLENGING SITUATIONS.
 ASK THEM WHAT THEY THINK ABOUT MANAGEMENT.
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QUESTIONS TO ASK YOURSELF
 DO THEY PARTICIPATE IN DISCUSSIONS DURING
DEPARTMENT MEETINGS?
 DO THEY COACH OR TEACH NEW SKILLS TO OTHERS?
 DO THEY TAKE A LEADERSHIP POSITION?
 DO THEY ASK “WHY” QUESTIONS?
 USE THE SELF TEST FROM SESSION I (NEXT SLIDE)
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SELF TEST
1.
DO I LIKE COLLABORATIVE WORK?
2.
DO I TEND TO BECOME THE LEADER OF GROUPS IN WHICH I FIND
MYSELF?
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HAVE I EVER VOLUNTEERED TO COACH OR TUTOR OTHERS?
4.
DO I FIND IT INTRIGUING TO WORK ON THORNY, AMBIGUOUS
PROBLEMS?
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DO I COPE WELL WITH STRESS (E.G., EXTENDED HOURS, TOUGH
PERSONAL DECISIONS)?
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POWER
• WHAT IS THEIR ATTITUDE ABOUT POWER?
• DO THEY QUESTION AUTHORITY? IN A POSITIVE OR
NEGATIVE WAY?
• CAN THEY DIFFERENTIATE POWER THAT IS NECESSARY TO
BE AN EFFECTIVE MANAGER FROM POWER THAT IS PURELY
FOR SELF-AGGRANDIZEMENT?
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ALTERNATIVE MODELS
• GOOD TO GREAT
• HUMILITY + WILL = LEVEL 5 LEADERSHIP
GOOD TO GREAT
JIM COLLINS
• QUIET LEADERS
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PUT THINGS OFF TILL TOMORROW.
PICK YOUR BATTLES.
BEND THE RULES, DON’T BREAK THEM.
FIND A COMPROMISE.
WE DON’T NEED ANOTHER HERO,
JOSEPH L. BADARACCO
HBR SEPTEMBER, 2001
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WORKING THE PLAN
• EXPLAIN AND COACH YOUR EMPLOYEES TOWARD THE MANAGEMENT
COMPETENCY MODEL.
• BE OBJECTIVE – SITE SPECIFIC EXAMPLES OF BEHAVIOR AND AREAS FOR
IMPROVEMENT
• REWARD ACHIEVEMENT.
• EXPECT SLOW PROGRESS (IT TOOK US A LONG TIME TO GET THE WAY
WE ARE).
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WORKING THE PLAN (CONT.)
• DESCRIBE WHAT EMPLOYEES CAN EXPECT IF THEY DO
BECOME A MANAGER.
• HOLD REHEARSALS AND PRACTICE SESSIONS.
• USE PERFORMANCE APPRAISALS TO FOCUS ON FUTURE
DEVELOPMENT.
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GREAT MANAGERS HAVE THE
FOLLOWING TALENTS:
• THEY MOTIVATE EVERY SINGLE EMPLOYEE TO TAKE ACTION AND
ENGAGE THEM WITH A COMPELLING MISSION AND VISION.
• THEY HAVE THE ASSERTIVENESS TO DRIVE OUTCOMES AND THE
ABILITY TO OVERCOME ADVERSITY AND RESISTANCE.
• THEY CREATE A CULTURE OF CLEAR ACCOUNTABILITY.
• THEY BUILD RELATIONSHIPS THAT CREATE TRUST, OPEN DIALOGUE,
AND FULL TRANSPARENCY.
• THEY MAKE DECISIONS THAT ARE BASED ON PRODUCTIVITY, NOT
POLITICS.
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REFERENCES AND RESOURCES
1.
BOYATZIS R. THE COMPETENT MANAGER - A MODEL FOR EFFECTIVE
PERFORMANCE. NEW YORK; JOHN WILEY AND SONS: 1982.
2.
PETER L, HULL R. THE PETER PRINCIPLE: WHY THINGS ALWAYS GO
WRONG. NEW YORK; WILLIAM MORROW & COMPANY, INC: 1969.
3.
PICKETT, R A TALE OF FOUR QUADRANTS VANTAGE POINT, APRIL 2006,
VOLUME 10, NUMBER 4)
4.
PICKETT, RB THE PSYCHOBARBARIAN MANAGER, LAB MANAGER OCT
2011
5.
PICKETT, RB LEADING CHANGE. LAB MANAGER, MAY 2010
6.
HTTP://WWW.BREDEMEYER.COM/PDF_FILES/POLITICSCOMPETENCY.PDF
7.
HTTP://WWW.EMPLOYEESERVICES.GOV.SK.CA/LMCOMPETENCIES
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