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Skills for Developing Others

Do what you can, where you are at, with
what you have.
~Theodore Roosevelt

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Setting Goals
Goals Should Be Specific and Observable

Goals Should Be Attainable but Challenging

Goals Require Commitment

Goals Require Feedback
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-3
Providing Constructive Feedback
The knowledge component of feedback concerns
knowing when, where, and what feedback is to be
given.
The behavioral component of feedback concerns
how feedback actually is delivered (as contrasted
with knowing how it should be delivered).
Examine whether recipients actually modify their
behavior accordingly after receiving it.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-4
Improving Feedback Skills
Make It Helpful
Be Specific
Be Descriptive
Be Timely
Be Flexible
Give Positive as Well as Negative Feedback
Avoid Blame or Embarrassment
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-5
Team Building for Work Teams -
Team-Building Interventions
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-6
What Does a Team-Building Workshop
Involve?
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Awareness raising
We need some diagnostic, instrument-
based feedback so team members can have
a reasonably valid map of where they and
their teammates now are located.
Each intervention must include a practice
field, to use Senges term.
Examples of Intervention
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-8
Building High-Performance Teams:
The Rocket Model
Mission
Clarify the teams purpose and goals,
set team performance standards, and
ensure that individual team member
goals are aligned with the teams goals.

Tanlent
Selecting the right kind of people and
continuously developing those skills
needed to achieve team goals
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-9
Building High-Performance Teams:
The Rocket Model
Norms
Norms are the rules that govern how
teams make decisions, conduct
meetings, get work done, hold team
members accountable for results, and
share information.
Buy-in
Teams with high levels of buy-in have
team members who believe in what the
team is trying to accomplish and will
enthusiastically put forth the effort
needed to make the team successful.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-10
Building High-Performance Teams:
The Rocket Model
Power
The power component of the Rocket
Model concerns the decision-making
latitude and resources the team has to
accomplish its goals.
Morale
Teams that report high levels of morale
tend to effectively deal with
interpersonal conflict and have high
levels of cohesion.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-11
Building High-Performance Teams:
The Rocket Model

Result
Results are a symptom or an outcome
of the other components of the Rocket
Model.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-12
Delegating
Delegation is a relatively simple way for leaders to free
themselves of time-consuming chores; give followers
developmental opportunities; and increase the number
of tasks accomplished by the work group, team, or
committee.
Research has shown that leaders who delegate authority
more frequently often have higher-performing
businesses, but followers are not necessarily happier
when their leaders frequently delegate tasks.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-13
Delegating (cont...)
Why Delegating Is Important:
Delegation Frees Time for Other Activities
Delegation Develops Followers
Delegation Strengthens the Organization
Common Reasons for Avoiding Delegation
Delegation Takes Too Much Time
Delegation Is Risky
The Job Will Not Be Done as Well
The Task Is a Desirable One
Others Are Already Too Busy

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-14
Delegating (cont...)
Principles of Effective Delegation
Decide What to Delegate
Decide Whom to Delegate To
Make the Assignment Clear and Specific
Assign an Objective, Not a Procedure
Allow Autonomy, but Monitor Performance
Give Credit, Not Blame
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-15
Coaching
Coaching as the process of equipping people with
the tools, knowledge, and opportunities they need
to develop themselves and become more
successful.
According to Peterson and Hicks, good coaches
orchestrate rather than dictate development.
Coaching is really a blend of several different
leadership skills.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-16
Coaching (cont...)
Forging a Partnership
Inspiring Commitment: Conducting a GAPS
Analysis
Growing Skills: Creating Development and
Coaching Plans
Promoting Persistence: Helping Followers Stick to
Their Plans
Transferring Skills: Creating a Learning
Environment
Concluding Comments
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12-17
TERIMA KASIH