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Leadership is like
beauty. Its hard
to define. But youknow it
When you see it!
- Abraham Lincoln
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UUnderstanding Leadershipnderstanding Leadership
Leadership is the ability toLeadership is the ability toinfluence people towardsinfluence people towards
the attainment of goalsthe attainment of goals
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Understanding LeadershipUnderstanding Leadership
Managers do the things right LeadersManagers do the things right Leaders
do the right things!do the right things!
A leader is a person you will follow toA leader is a person you will follow to
a place you wouldnt go by yourself.a place you wouldnt go by yourself.
You manage within a paradigm. YouYou manage within a paradigm. You
lead between paradigmslead between paradigms
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Who is a leader?Who is a leader?
An employee at any level who has a takeAn employee at any level who has a take
charge attitude and the desire to outcharge attitude and the desire to out
perform and raise the bar. Person may notperform and raise the bar. Person may not
be in a leadership role in current job,butbe in a leadership role in current job,butsuch people have the potential to move upsuch people have the potential to move up
fast.fast.
There are some Leadership roles in theThere are some Leadership roles in the
organization e.g. Office Heads, HODsorganization e.g. Office Heads, HODswhich require the job holder to havewhich require the job holder to have
definite leadership qualities.definite leadership qualities.
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Aim of leadershipAim of leadership
The aim of leadership is to helpThe aim of leadership is to help
others to achieve their best. Thisothers to achieve their best. This
involves setting high , but realisticinvolves setting high , but realistic
performance goals for yourself andperformance goals for yourself and
your staff , finding ways to improveyour staff , finding ways to improve
operations and procedures , andoperations and procedures , and
striving for total quality in all areas.striving for total quality in all areas.
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Why do we need to create leadersWhy do we need to create leaders
Leadership Values are a prerequisiteLeadership Values are a prerequisite
for sustainable competitiveness andfor sustainable competitiveness and
valuevalue
These are the potentials for futureThese are the potentials for future
leadership roles. People in existingleadership roles. People in existing
leadership roles need to be realleadership roles need to be real
leaders to be effective and deliver.leaders to be effective and deliver.
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Managers Vs LeadersManagers Vs Leaders
Sr. Managers World Leaders World
1 Exploiting financial,material and human
resources
Empowering people. Buildingcommitment and alignment with
the organizations purpose
2 Relationships withemployees, customers,
suppliers are contractual
Relationships with stakeholdersbased on mutual trust
3 Key tasks are planning,organizing, directing and
controlling
Key tasks are defining purpose,mission, creating shared vision
and values
4 Legitimacy is conferred byvirtue of the office held
and authority vested in it
Legitimacy resides in trustbased on perceived competence
and integrity
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C o n c e
r n
f
o r
p e
o p
l e
Concern for task
1.9
Country club
1.1
Impoverish
5.5
Middle-of-the-road
9.9
Team
Management
9.1
Authoritarian
Low
High
High
The Grid ApproachThe Grid Approach
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Blake and Moutons Leadership GridBlake and Moutons Leadership Grid
Developed by Robert Blake and JaneDeveloped by Robert Blake and Jane
Mouton.Mouton.
Built on dual emphasis of considerationBuilt on dual emphasis of consideration
and initiating structure.and initiating structure.
A 9 x 9 Grid (matrix) reflecting levels ofA 9 x 9 Grid (matrix) reflecting levels of
concern for people and concern for task.concern for people and concern for task.
1 reflects minimum concern.1 reflects minimum concern. 9 reflects maximum concern.9 reflects maximum concern.
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Blake and Moutons Leadership GridBlake and Moutons Leadership Grid
Five key Grid combinations.Five key Grid combinations. 1/1 low concern for production, low concern1/1 low concern for production, low concern
for people.for people. 1/9 low concern for production, high concern1/9 low concern for production, high concern
for people.for people. 5/5 moderate concern for production,5/5 moderate concern for production,moderate concern for people.moderate concern for people.
9/1 high concern for production, low concern9/1 high concern for production, low concernfor people.for people.
9/9 high concern for production, high concern9/9 high concern for production, high concernfor people.for people. Ignores the effect of the situationIgnores the effect of the situation
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Grid Questionnaire Answer KeyGrid Questionnaire Answer Key
Scoring instructions Count how manyScoring instructions Count how many
times you have circled each letter. Thentimes you have circled each letter. Then
find the letter that you have circled thefind the letter that you have circled the
most.most.
A 1.1 ImpoverishedA 1.1 Impoverished
B 1.9 Country ClubB 1.9 Country Club
C 5.5 Middle of the roadC 5.5 Middle of the road
D 9.1 AuthoritarianD 9.1 Authoritarian
E 9.9 Team ManagementE 9.9 Team Management
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The Situational Leadership ModelThe Situational Leadership Model
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Four basic leadership stylesFour basic leadership styles
Directing : The leader provides specific instructionsDirecting : The leader provides specific instructionsand closely supervises task accomplishmentand closely supervises task accomplishment
Coaching : The leader continues to direct and closelyCoaching : The leader continues to direct and closelysupervise task accomplishment , but also explainingsupervise task accomplishment , but also explainingdecisions , solicits suggestions and supports progressdecisions , solicits suggestions and supports progress
Supporting:The leader facilitates and supportsSupporting:The leader facilitates and supportssubordinates efforts toward task accomplishment andsubordinates efforts toward task accomplishment andshares responsibility of decision making with themshares responsibility of decision making with them
Delegating : The leader turns over responsibility forDelegating : The leader turns over responsibility for
decision making and problem solving to subordinatesdecision making and problem solving to subordinates
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DelegationDelegation
The Webster's dictionary definesThe Webster's dictionary defines
delegation asdelegation as
the act of empowering to act for anotherthe act of empowering to act for another
a group of persons chosen to representa group of persons chosen to represent
othersothers
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Do you need to delegateDo you need to delegate
Can someone in your team get the jobCan someone in your team get the jobdone faster and better?done faster and better?
Is there someone in your team you canIs there someone in your team you canshare your work and speed-up delivery?share your work and speed-up delivery?
Do you need to free-up time for urgentDo you need to free-up time for urgentand important things?and important things?
Do you have someone in your team youDo you have someone in your team youcan develop as your successor or back-up?can develop as your successor or back-up?
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The Need should beThe Need should be
To save time and get quality outputTo save time and get quality output
To share load and get work doneTo share load and get work done
To free up time for priority tasksTo free up time for priority tasks
To develop team members forTo develop team members for
successionsuccession
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Do not delegate toDo not delegate to
Get someone else to do your workGet someone else to do your work It will soon start getting noticedIt will soon start getting noticed
Push off challenging workPush off challenging work
A lost chance to develop your ownA lost chance to develop your owncompetenciescompetencies
Set-up a team member for failureSet-up a team member for failure
The work suffersThe work suffers
Validate before delegatingValidate before delegating
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The artThe art
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What to delegateWhat to delegate
KRAs and tasks listKRAs and tasks list
PrioritizePrioritize
Own some & Delegate someOwn some & Delegate some
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Who to delegate toWho to delegate to
KSAM mapping of all team membersKSAM mapping of all team members
Time and quality ranking of all teamTime and quality ranking of all teammembersmembers
Current activities log of teamCurrent activities log of team
Delegation matrixDelegation matrix
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Assigning the taskAssigning the task
PresentingPresenting
DiscussingDiscussing
AssigningAssigning
ContractingContracting
Expectations are EXPECTATION onlyExpectations are EXPECTATION onlywhen they are communicated, negotiated,when they are communicated, negotiated,and agreed to. Otherwise they areand agreed to. Otherwise they are
assumptions. DONT ASSUME, EXPECTassumptions. DONT ASSUME, EXPECT
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Getting the job doneGetting the job done
FacilitatingFacilitating
EmpoweringEmpowering
MonitoringMonitoring
Course correction and coaching &Course correction and coaching &
mentoringmentoring
Best Practices sharingBest Practices sharing
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Rewarding and developingRewarding and developing
Reinforcing positivesReinforcing positives Rewarding performanceRewarding performance
Providing visibilityProviding visibility
Coach and mentorCoach and mentor
Goal settingGoal setting
Negating negativesNegating negatives Diagnosing for developmental areasDiagnosing for developmental areas
Developmental plansDevelopmental plans Structured inputsStructured inputs
TrainingTraining Coaching and mentoringCoaching and mentoring
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Barriers to successful delegationBarriers to successful delegation
Lack of trustLack of trust Believe others incapableBelieve others incapable Fear of liabilityFear of liability
Fear of blame for others mistakesFear of blame for others mistakes Fear of loss of controlFear of loss of control Fear of overburdeningFear of overburdening InsecurityInsecurity
Inexperience (or bad) in delegationInexperience (or bad) in delegation Inadequate organizational skillsInadequate organizational skills Failure to reviewFailure to review
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Two Basic Responses- Fight or FlightTwo Basic Responses- Fight or Flight
Fight (Aggressive Response) This kind ofFight (Aggressive Response) This kind ofresponse may communicate your desires, but itresponse may communicate your desires, but itdoes so in a hostile way that ignores the rightsdoes so in a hostile way that ignores the rightsand feelings of others and can, in the long runand feelings of others and can, in the long runcause more harm than good.cause more harm than good.
Flight (Passive Response) - This type ofFlight (Passive Response) - This type ofresponse may contain a clue to your feelings,response may contain a clue to your feelings,but using passive response does nothing tobut using passive response does nothing tohelp you obtain what really want. It simplyhelp you obtain what really want. It simplycovers up what you would really like to say andcovers up what you would really like to say anddo. In being passive, you refuse to takedo. In being passive, you refuse to takeresponsibility for doing what is on your mind.responsibility for doing what is on your mind.
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What is Assertiveness?What is Assertiveness?
Assertiveness can be defined as your ability toAssertiveness can be defined as your ability to
express to others your honest thoughts andexpress to others your honest thoughts and
feelings, and your ability to ask for and getfeelings, and your ability to ask for and get
from others your basic rights and needs.from others your basic rights and needs.
The assertive response- This type of responseThe assertive response- This type of response
expresses what is on your mind, and does so inexpresses what is on your mind, and does so in
a way that is reasonable and that offers peoplea way that is reasonable and that offers people
an easy way to what you want. It expresses thean easy way to what you want. It expresses the
fact that you take full responsibility for yourfact that you take full responsibility for your
actions and the your choice is your own.actions and the your choice is your own.
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AssertivenessAssertiveness
To Assert means To state or affirm positively,To Assert means To state or affirm positively,
assuredly, plainly or strongly, back it up by factsassuredly, plainly or strongly, back it up by facts
and data and at the same time; not compromisingand data and at the same time; not compromising
on ones principles and values!on ones principles and values!
An assertive person-An assertive person-
Can communicate with people in an open, direct,Can communicate with people in an open, direct,
honest and appropriate mannerhonest and appropriate manner
Attempts to make things happenAttempts to make things happen
Respects himselfRespects himself Feels free to reveal what he feels, thinks and wantsFeels free to reveal what he feels, thinks and wants
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NEEDS OF OTHERS
OUR NEEDS
NON-ASSERTIVE ASSERTIVE AGGRESSIVE
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Types of behaviorTypes of behavior
Aggressive:Aggressive:
Insensitive to others feelingsInsensitive to others feelings
Use of force and threats to forceUse of force and threats to force
Attack orientedAttack oriented
Either victory of defeat, no middleEither victory of defeat, no middle
groundground
Leads to frustration, guilt, angerLeads to frustration, guilt, anger Demands preconceived outcomesDemands preconceived outcomes
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Types of behaviorTypes of behavior
Assertive:Assertive:
Sensitive to feelingsSensitive to feelings
Needs no threatNeeds no threat
Force used only when and where necessaryForce used only when and where necessary Firm but gentle unyielding where appropriateFirm but gentle unyielding where appropriate
Based on human rightsBased on human rights
Negotiation a viable tacticNegotiation a viable tactic
Leads to good feelingsLeads to good feelings
Accepts workable outcomesAccepts workable outcomes
Knows when to be aggressive or assertiveKnows when to be aggressive or assertive
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Types of behaviorTypes of behavior
Non assertive/ submissive:Non assertive/ submissive:
Unaware of own needs and desiresUnaware of own needs and desires
Yields too oftenYields too often
Sacrifices basic human rightsSacrifices basic human rights
Leads to frustrations, guilt, bad feelingsLeads to frustrations, guilt, bad feelings
Accepts unwanted outcomesAccepts unwanted outcomes
T i l it ti th t d d tiT i l it ti th t d d ti
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Typical situations that demand assertiveTypical situations that demand assertive
responseresponse
People telling you NOPeople telling you NO
People asking for something youPeople asking for something you
dont want to givedont want to give
Coping with pressure to conformCoping with pressure to conform
Feeling deprived of your rightsFeeling deprived of your rights
Saying something difficultSaying something difficult
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Assertion on the jobAssertion on the job
Shift you into an active orientationShift you into an active orientation
Increase your ability to do your jobIncrease your ability to do your job
Reduce your fear and control yourReduce your fear and control youranxietiesanxieties
Develop and maintain goodDevelop and maintain good
interpersonal relationshipsinterpersonal relationships
Practice the art of maneuveringPractice the art of maneuvering
through the system.through the system.
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Thinking RightThinking Right
Put the things into perspective. WhatPut the things into perspective. What
is the worst that can happen?is the worst that can happen?
Remove your LabelsRemove your Labels
Remind yourself about yourRemind yourself about your
strengths, positive pointsstrengths, positive points
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Saying it RightSaying it Right
I understand/know/can see..I understand/know/can see..
(shows empathy)(shows empathy) However, I feel/need..However, I feel/need..
(expresses conflict on your end)(expresses conflict on your end) So I would like/prefer/suggest.So I would like/prefer/suggest.
(suggests specific plan of action)(suggests specific plan of action)
What are your views on this?What are your views on this?
(Asks for other persons view on the plan(Asks for other persons view on the planof action suggested)of action suggested)
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Behaving RightBehaving Right
Facial Expression: while smiling helps enormously to reinforce thatFacial Expression: while smiling helps enormously to reinforce thatwhat you say is meant constructively, you should always bewhat you say is meant constructively, you should always begenuine do not smile if you are sad, angry or serious.genuine do not smile if you are sad, angry or serious.
Eyes and gaze: the ability to look someone directly in the face andEyes and gaze: the ability to look someone directly in the face andmaintain eye contact shows openness and sincerity; looking awaymaintain eye contact shows openness and sincerity; looking awaywill almost always undermine your message.will almost always undermine your message.
Posture: Standing square- on, facing the other person, with headPosture: Standing square- on, facing the other person, with headheld high is direct and open; turning away, slouching or anheld high is direct and open; turning away, slouching or anunbalanced stance shows lack of interest or commitment.unbalanced stance shows lack of interest or commitment.
Hand and arm movements: avoid fiddling as this distracts attentionHand and arm movements: avoid fiddling as this distracts attentionfrom your message and from your sincerity; use hands tofrom your message and from your sincerity; use hands toemphasize what you say in a helpful ( but not an aggressive ) way.emphasize what you say in a helpful ( but not an aggressive ) way.
Tone of voice: whispering, rushing or mumbling all suggest that youTone of voice: whispering, rushing or mumbling all suggest that youdoubt what you are saying; speak up clearly and confidently in andoubt what you are saying; speak up clearly and confidently in aneven tone of voice.even tone of voice.
Own what you say: Owning what you say means making it clearOwn what you say: Owning what you say means making it clearthat this is your own opinion, not someone elses, and not what youthat this is your own opinion, not someone elses, and not what youthink someone might like to hear.think someone might like to hear.
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Assertiveness GuidelinesAssertiveness Guidelines
Take responsibilityTake responsibility
For your own feelingsFor your own feelings
Fro your treatment of other peopleFro your treatment of other people
For your own actions and the results youFor your own actions and the results you
getget
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Assertiveness GuidelinesAssertiveness Guidelines
Stick to your gunsStick to your guns
Dont allow others to deny your basic humanDont allow others to deny your basic human
rightsrights
Dont allow others to use you as a scapegoatDont allow others to use you as a scapegoat Dont allow others to sidetrack youDont allow others to sidetrack you
Be understanding of othersBe understanding of others
Let others express themselvesLet others express themselves
Keep in touch with what they wantKeep in touch with what they want
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Assertiveness GuidelinesAssertiveness Guidelines
Be conscious of your body languageBe conscious of your body language
Check the message you are sending outCheck the message you are sending out
Consider the impact of your non-verbalConsider the impact of your non-verbal
communication on otherscommunication on others
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Assertiveness GuidelinesAssertiveness Guidelines
Practice choosing your responsePractice choosing your response Go through all four typical responses before youGo through all four typical responses before you
choose one to deliverchoose one to deliver Check out your thoughts and feelings before youCheck out your thoughts and feelings before you
choose your responsechoose your response Practice each response before you choose one toPractice each response before you choose one to
deliver.deliver. Be an active listenerBe an active listener
Think and reflect while you are listeningThink and reflect while you are listening
Examine carefully what is said by whomExamine carefully what is said by whom Hold off on thinking of rebuttalsHold off on thinking of rebuttals Stay alert; give signs of active listeningStay alert; give signs of active listening
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The JOHARI WINDOW modelThe JOHARI WINDOW model
BLIND
AREA
HIDDEN
AREADARK AREA
Things I
know
about me
Things I
dont know
about meThings
they know
about me
Things
they dontknow
about me
OPEN
AREA
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Feedback and self disclosureFeedback and self disclosure
OPEN
AREA
BLIND
AREA
HIDDEN
AREA
DARK
AREA
Seek
Feedback
Selfdisclosure
I know more about
myself
Theykno
w
moreab o
ut
me
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In order to expand our open area weIn order to expand our open area we
can either seek feedback or engagecan either seek feedback or engage
in self disclosure.in self disclosure.
Destructive criticism is different fromDestructive criticism is different from
constructive feedback.constructive feedback.
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Feedback BasicsFeedback Basics
Feedback is an integral part of two wayFeedback is an integral part of two way
communication. It is the link between thecommunication. It is the link between the
things you do and say and understandingthings you do and say and understanding
the impact these have on others.the impact these have on others. Definition:Definition:
Information about performance or behaviorInformation about performance or behavior
that leads to an action to affirm or developthat leads to an action to affirm or develop
that performance or behavior.that performance or behavior.
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Feedback BasicsFeedback Basics
Building on what is good andBuilding on what is good and
planning for further development.planning for further development.
Essential elements:Essential elements:
CaringCaring
TrustingTrusting
AcceptanceAcceptance
OpennessOpenness
Concern for the needs of othersConcern for the needs of others
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Why feedback?Why feedback?
Provides information about behavior andProvides information about behavior andperformance against objective standards inperformance against objective standards insuch a way that recipients maintain a positivesuch a way that recipients maintain a positive
attitude towards themselves and their workattitude towards themselves and their work Encourages recipients to commit themselvesEncourages recipients to commit themselveso a personal plan to move towards agreedo a personal plan to move towards agreedstandards of behavior and performance.standards of behavior and performance.
Giving feedback appropriately minimizesGiving feedback appropriately minimizes
defensiveness and maximizes the ability todefensiveness and maximizes the ability touse it for personal growth.use it for personal growth.
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Feedback researchFeedback research
Feedback acceptance should not be treated as aFeedback acceptance should not be treated as a
given; often misperceived or rejectedgiven; often misperceived or rejected
Managers can enhance credibility as sources ofManagers can enhance credibility as sources of
feedback by developing their expertise andfeedback by developing their expertise and
creating a climate of trustcreating a climate of trust Negative feedback is typically misperceived orNegative feedback is typically misperceived or
rejectedrejected
Feedback is too infrequent in organizationsFeedback is too infrequent in organizations
Feedback needs to be tailored to the recipientFeedback needs to be tailored to the recipient
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Essential Rules of giving feedbackEssential Rules of giving feedback
Feedback from one member in the group mayFeedback from one member in the group maypresent a very private and distorted picture,present a very private and distorted picture,because that persons perceptions may differ frombecause that persons perceptions may differ fromother group members.other group members.
Feedback is more useful when the person solicitsFeedback is more useful when the person solicitsit. Be specific about why you want feedback .it. Be specific about why you want feedback . Basis- persons constant desire to change hisBasis- persons constant desire to change his
behavior in order to produce more effectivebehavior in order to produce more effectiveinterpersonal style.interpersonal style.
Angry feedback may be useless even when theAngry feedback may be useless even when theinformation is potentially helpful, because theinformation is potentially helpful, because thereceiver may need to reject the feedback in orderreceiver may need to reject the feedback in orderto protect his integrity.to protect his integrity.
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How to give feedbackHow to give feedback
Give feedback with a feelingGive feedback with a feeling
Feel-backFeel-back
Constructive feedback is different formConstructive feedback is different form
destructive criticismdestructive criticism
Immediate. It is not appropriate to save upImmediate. It is not appropriate to save up
negative feelings about someones poornegative feelings about someones poor
performance.performance.
Never attack a persons value as a person. GiveNever attack a persons value as a person. Give
feedback about the specific behavior onlyfeedback about the specific behavior only
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COACHINGCOACHING
A process of building a workingA process of building a working
environment and relationships thatenvironment and relationships that
enhances the development of skillsenhances the development of skills
and the performance of one or bothand the performance of one or boththe parties.the parties.
5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
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5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
COACHINGCOACHING
Step 1: Start the meetingStep 1: Start the meeting
Put the employee at easePut the employee at ease
Define the reason for the discussion in terms ofDefine the reason for the discussion in terms of
the performance areas that need improvementthe performance areas that need improvement Describe performance area and define impactDescribe performance area and define impact
of current performanceof current performance
Step 2: get employees viewsStep 2: get employees views
Seek employees opinion on ways ti improveSeek employees opinion on ways ti improveperformanceperformance
Listen to employees ideasListen to employees ideas
5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
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5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
COACHINGCOACHING
Step3: Discuss your viewsStep3: Discuss your views
First let the employee know where you agreeFirst let the employee know where you agree
Explain where you disagreeExplain where you disagree
Offer suggestions on how to improve, building on theOffer suggestions on how to improve, building on the
employees ideasemployees ideas Step 4: Reach agreementStep 4: Reach agreement
Summarize where both of you standSummarize where both of you stand
Explore both positions: ask and listenExplore both positions: ask and listen
Reach agreement that is best or the organization,Reach agreement that is best or the organization,employee and youemployee and you
5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
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5 STEP MEETING PROCESS 5 STEP MEETING PROCESS
COACHINGCOACHING
Step 5: Find resolutionStep 5: Find resolution
Ask employees what they feel should be doneAsk employees what they feel should be done
Offer your ideasOffer your ideas
Discuss until best resolution is reachedDiscuss until best resolution is reached Provide support and resources as neededProvide support and resources as needed
Summarize the agreementsSummarize the agreements
Schedule follow upSchedule follow up
3 K t d hi i
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3 Keys to good coaching sessions3 Keys to good coaching sessions
Preparation!
Preparation!
Preparation!
M hi b iM t hi b i
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Most common coaching barrierMost common coaching barrier
Managers fail to documentManagers fail to document
performance problems.performance problems.
Wh l D !Wh l D !
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Whale Done!Whale Done!
Wh t i It F Y ?Wh t i It F Y ?
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Whats in It For You?Whats in It For You?
Reduce stressReduce stress
Get more doneGet more done
Just plain feel betterJust plain feel better
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Whats in It for the Organization?Whats in It for the Organization?
Increase retention of top performersIncrease retention of top performers
Increase creativity and innovationIncrease creativity and innovation
Improve service to team membersImprove service to team members
and customersand customers
Inspire passion and boostInspire passion and boost
performance!performance!
Th Wh l D ! A hTh Wh l D ! A h
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The Whale Done! ApproachThe Whale Done! Approach
Build trustBuild trust
Accentuate the positiveAccentuate the positive
When mistakes occur, redirectWhen mistakes occur, redirect
energyenergy
Wh l D ! C B U d IWh l D ! C B U d I
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Whale Done! Can Be Used InWhale Done! Can Be Used In
Peer-to-peer relationshipsPeer-to-peer relationships
Within your work teamWithin your work team
Manager-to-employee relationshipsManager-to-employee relationships
O E ti l B k A t ith OthO E ti l B k A t ith Oth
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Our Emotional Bank Account with OthersOur Emotional Bank Account with Others
When we have positive interactions,When we have positive interactions,
we are making deposits.we are making deposits.
When we have negative interactions,When we have negative interactions,
we are making withdrawals.we are making withdrawals.
F T f RF T f R
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Four Types of ResponsesFour Types of Responses
No ResponseNo Response
Negative ResponseNegative Response
RedirectionRedirection
Positive ResponsePositive Response
R di ti RRedirection Response
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Redirection ResponseRedirection Response
1.1. Describe the problem clearly andDescribe the problem clearly and
without blame.without blame.
2.2. Show its negative impact.Show its negative impact.
3.3. Take the blame, if appropriate.Take the blame, if appropriate.
4.4. Make sure the task is understood.Make sure the task is understood.
5.5. Express trust and confidence.Express trust and confidence.
Wh l D ! RWhale Done! Response
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Whale Done! ResponseWhale Done! Response
Praise immediately.Praise immediately.
Be specific.Be specific.
Share positive feelings.Share positive feelings.
Encourage them to keep up the goodEncourage them to keep up the good
work.work.