Debrief - Stepping into Leadership I

Performance of an individual is a function of skills and competencies. Managers often focus on the skills and ignore the competencies. However, when a study of factors underlying performance was done, it was discovered that competencies play a more important role as compared to skills. DEBRIEF - STEPPING INTO LEADERSHIP - I

COMPETENCIES - 67%

SKILLS - 33%

ABOUT ATYAASAA Atyaasaa Consulting Private Limited is resolute on meeting the needs of human resources, through behavioral processes, training, counseling, coaching and management consulting. It is on a Mission of “Awakening Human & Business Excellence”. Its transformational processes facilitate unleash innate energies ensuing superior performance and productivity, both in individuals and organizations. “Atyaasaa” Vision is, to remain a leading & niche human resource training, counseling and consulting organization offering quality services through quality people. Atyaasaa is thus partnering with top brands at a National & International level in their mission of holistic growth.

For further details: Write to us at: info@atyaasaa.com Call us on: (91-20) 25896445

Visit us at: www.atyaasaa.com

DEBRIEF - STEPPING INTO LEADERSHIP - I

JOHARI WINDOW MODEL

KNOW

I

DON’T’KNOW

KNOW

AREA OF FREE ACTIVITY

BLIND SPOT

FEEDBACK

THEY

HIDDEN AREA

AREA OF UNCONSCIOUS ACTIVITY

DON’T KNOW

SELF DISCLOSURE

Initially, in any relationship, the area of free activity is very small. For building trust and relationship, it is essential that the area of free activity is large. Thus, leaders need to employ the following two methods. } Self disclosure – This helps build rapport with people. However, excess self disclosure can result in casual attitude on the part of employees and relationship pressure. } Feedback – Leaders are always open to receive candid feedback about themselves, so that they can further enhance performance. However, it is essential to distinguish between feedback and subjective beliefs.

MANAGERS AREA OF FREE ACTIVITY WITH THE TEAM

LOW

HIGH

TEAM VISIBILITY IS HIGH AND MANAGERS VISIBILITY IS LOW, TEAM MAY GANG UP AGAINST THE MANAGER

AREA OF FREE ACTIVITY WITHIN THE TEAM

STAR PERFORMER

COLLABORATION IS LOW, MEMBERS ARE INDIVIDUAL CONTRIBUTORS

POOR PERFORMANCE, LACK OF TRUST, DISCOMFORT

LOW

How to increase the area of free activity with the manager and between team members? } Increasing communication between the team and the manager } Taking up assignments that require team to work together } Setting high benchmarks which require collaboration to achieve results } Ensuring that manager is with the team during challenge situations } Encouraging peer awards and recognitions } Giving regular inputs and performance enhancement tips to team } Task rotation between members, so ensure that there is interaction and knowledge sharing } Having informal meetings/talk with team members } Setting interdependent goals and joint accountability areas } Conducting feedback within the team

DEBRIEF - STEPPING INTO LEADERSHIP - I

LEARNING FROM ‘X’ AND ‘Y’ GAME We should never permit ‘X’s in our teams } Never reward non-performance/favourites/underperformance

} Politics within members } Putting manager to work } Disrespect for peers } Not collaborating with other teams

FEEDBACK General guidelines } Feedback should be done one on one } Feedback should be given in a neutral place } Feedback should be done face-to-face } The best time to do a feedback is in the afternoon } Feedback should be done either fortnightly or weekly

FOUR EXPECTATIONS OF ALL MANAGERS } Deliver results } Keep me informed } Respect me } Help me grow

TRANSACTIONAL ANALYSIS Parent Style

} Lecturing } Criticizing } Many “ought’s, should’s & dont’s ”

CRITICAL PARENT

} Consoling } Taking care of others } Sympathy

NURTURING PARENT

Adult Style

Objective

}

ADULT

} Rational } Oriented towards problem solving } De-emphasize emotion

Child Style

} Modified behaviour to confirm to adult expectations } Manipulative } Submissive

ADAPTED CHILD

} Playful } Impulsive } Naturally curious & creative

NATURAL CHILD

} Fun loving } Rebellious

Though all individuals have all the styles to a varying degree, in professional setting the most suitable style is that of an ‘Adult’.

DEBRIEF - STEPPING INTO LEADERSHIP - I DEBRIEF - STEPPING INTO LEADERSHIP - I

CAPABILITY V/S RESULT ORIENTATION

CAPABILITY

LOW

HIGH

HIGH

ON THE JOB TRAINING SKILL TRAINING COACH

HIGH POTENTIAL CANDIDATES GROOM

LEADERSHIP ROLE VISIBILITY POST FOR INTERNAL HIRING

PUT THE PERSON ON THE JOB TRAIN REVIEW REGULARLY GIVE FEEDBACK

REVIEW FEEDBACK CAREFUL QUALITY CHECKS

EMPOWER GIVE CHALLENGING TASKS

MARGINAL INCREASE IN THE CHALLENGE STRONG REVIEWS

CATER TO MOTIVATION ISSUE SUPPORT REVIEW

TRANSFER TO NEW JOB CAN BE USED FOR INTERNAL TRAINING

LOW

TEAM AND MANAGER FOCUS MATRIX

TECHNICAL & PEOPLE FOCUS

MANAGER

TECHNICAL FOCUS

MANAGER HAS TO ENSURE THAT THE BENCHMARK OF THE PERFORMANCE IS RAISED

MANAGER AND TEAM IN PERFECT RAPPORT BUT PEOPLE FOCUS LACKING

TEAM

TASK ORIENTED MANAGER DAMAGES THE TEAM

BEST PERFORMANCE

TECHNICAL & PEOPLE FOCUS

For further details: Write to us at: info@atyaasaa.com Call us on: (91-20) 25896445

Visit us at: www.atyaasaa.com

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