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 What is …

“Part of the leadership responsibility involves

developing the leadership abilities of others in
the organization.”
 Become Balanced Manager

LEADERSHIP

Balanced
Manager

MANAGEMENT DEVELOPING
OTHERS
 A leader as "a person capable of inspiring and
associate others with a dream."

Leadership is "organizing a group of people to

achieve a common goal.”
SITUATIONAL
LEADERSHIP
 Management
Management in all business and
organizational activities is the act of getting
people together to accomplish desired
goals and objectives using available
resources efficiently and effectively

Management comprises
planning, organizing, staffing, leading or
directing, and controlling an organization (a
group of one or more people or entities) or
effort for the purpose of accomplishing a goal.

Resourcing encompasses the deployment

and manipulation of human
resources, financial resources, technological
resources, and natural resources.
Management
Process
The Managerial Roles
The Changing Roles of Management
and Managers
 Time Spent On Management Function
At Different Management Level
Planning Organization Leading Controlling

Top-level
management

Mid-level
management

Lower-level
management
Skills For manager Level
Developing Others Scheme
Competency
Frame
Competency Concept
Organizational - Individual
COMPETENCY
 Human Asset Value
Career Person
•potensi yang cenderung rendah,
namun performanya cukup tinggi.
•memiliki ketekunan dalam
PERFORMANCE
menyelesaikan apa yang menjadi
tugasnya
•tersedianya jenjang karir yang
jelas
Deadwood
•potensi rendah dan performa
rendah
•memberatkan perusahaan
COMPETENCY
Potential Candidate
•orang yang dinilai memiliki potensi
dan kompetensi tinggi
•ditawari paket salary dan benefit
yang kompetitif
•challenging jobs dan fast track
career path
Problem Employee
•Memiliki potensi yang tinggi,
sayangnya tidak menunjukkan
performa yang semestinya
•perlu diberikan coaching and
counselling
Contingency Theory of Action and Job
Performance
INDIVIDUAL JOB
DEMANDS
Vision, values, philos
ophy, knowledge, abil Tasks, functions
ities ,and role
(competencies), life
and career
stages, style interest
BEST FIT
AREA

Culture and climate, structure and

systems, maturity of industry and
strategic

Organizationa
l Environment
ABILITIES :
Knowledge
Skills
Experience
Credential
Qualification

MOTIVATION : Improved
Enthusiasm
Initiative
Individual
Self Confidence Performance
Professionalism

ROLE CLARITY :
Role Perception
Personal preference
Role negotiation
Alan M. Barratt, Dimitri P. Georgides, (1995)
"The synolic approach to human resource
development"
Methods of People
Development
Helping high flyers fly high
Martin Galpin, James Skinner, (2004)
Developing Others By Training Based

• On The Job Training

• Vestibule (workshop)
• Demonstration
• Program Instruction
(Assignment)
• Apprentice
Developing Others by Lecturing Based
• Seminary
• Discussion
• Case study
• Job rotation
• Coaching & Counseling
Delegation of Authority
 What’s Delegation
Delegation of authority means giving the
rights and responsibility to other people in
the group to work independently and
make decisions.
Delegation can be defined as transfer of
authority from superior to subordinates.
Hence delegation of authority required a
strong and trustworthy relationship
between the supervisor and the
subordinate.
Certain amount of freedom should be given
to the subordinate such that he can make
the decisions whether right or wrong and
learn from it. This will in turn help the
subordinate grow and get the abilities to
be a future leader.
Effective Delegation
• Give the person a whole task to
do
• Understands exactly what you
want them to do
• Share your picture with the
staff person
• When you want feedback
about progress
• Measurements or the outcome
• Thank and reward the staff
person
 S.M.A.R.T.
Instructions
 Giving
Instruction

• Somewhere along the line, you are going to

have to tell another person how to perform a
task.
• Ability to give good instructions will affect the
speed at which they learn
 Effective Giving Instruction
• Get people’s attention.
• Be clear and specific about what you want.
• If you’re unsure whether or not people have
really understood you, have them repeat
your message using their own words.
• Demonstrate or illustrate whenever possible.
• Only give a small number of instructions at
any one time.
• Use direct and specific language.
• Don’t rush your instructions.
• Avoid misunderstandings by asking the
person how they’ll approach the issue or
task and why.
• Restate your instructions one more time if
necessary.
• Check back during the initial stages.
COACHING
Coaching and Others
 “improving
performance at
work, by turning
things people
do at work into
learning
situations, in a
planned
way, under
Coaching guidance.”
Key Words
• Improving performance :
using a range of learning
experiences to bring about
improvements.
• Things people do :which
becomes opportunities from
which all parties can learn.
• Planned : so as to get most
out of the situation.
• Guidance :where the coach
transfers his
knowledge, skills and
experience.
 How to coach

• Share your knowledge and

skills
• Help them realize their potential
• Help them to improve their skills
Its not about how long you
spend with people but how well
you spend that time
Steps to Coach
• Competency - Assess
current level of
performance
• Outcomes - Set outcomes
for learning
• Action - Agree tactics and
initiate actions
• Checking - give feedback
and make sense of what’s
been learnt.
 Coaching skills...
• Building Rapport
• Questioning - Use open questions to prompt
a response ( What have you tried?, How
could you..?)
• Observation - Change the way you look at
people and situation
• Listening - What to avoid :
* Here only what we want to hear
* Think we know what people are talking
about
* Listen to the words but miss the music
• Helping people change - question words like
“never”
“Don’t let what you can’t do interfere with
what you can do”
• Develop trust
• Give feedback

25-07-03
Coaching Vs Mentoring
 A plan developed by the
Individual specialist with input from
a support team that
Development outlines personal and
professional development
Plan goals and methods of
accomplishment for the
year.