ideas to develop your behaviours

8/16/2019 Ideas to Develop Your Behaviours

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Ideas to develop your Behaviours

Personal development is about more than attending a face to face training course.

The 70:20:10 learning model says that roughly 70% of learning at wor taes place on the !ob" 20% throughlearning from others#individual learning" and !ust 10% through face to face interventions.

On the job

$nthe!ob learning can be e&periential learning where the individual engages in a learning cycle where they plan"apply and reflect on their learning on the !ob. 'lternatively" it can be formal learning while woring that involves instruction or demonstration of how to do a !ob or sill.

Learning from others/individual learningThis can include coaching" mentoring and networing actively progressed by the individual. (t also includes self directed learning ) lie reading a boo" conducting research or taing an online course. $nline learning is accessible to all staff in the *ritish ) +ouncil through the ,earning and -evelopment Portal.

hen creating a development plan you should ensure you have a mi& of activity types.

The attached table offers ideas for activities to develop your *ehaviours though learning from others#individual learningwhich is the 20% element of the 70:20:10 learning model.

/emember that you must then plan" apply and reflect on your learning and build it into your everyday woring e&perience )

the 70% of the 70:20:10 learning model. The development ideas are listed against different types of activity as follows:

measure success conduct research chec out assumptions and understanding give and receive feedbac wor with others analyse your approach prepare for greatest impact get to now others#build relationships and networs get involved in other activities

or information on available online learning lined to the *ehaviours see

http:##learningdevelopment.britishcouncil.org#login#inde&.php within the *ritish +ouncil *ehaviours pages.

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http://learning-development.britishcouncil.org/login/index.php%20http://learning-development.britishcouncil.org/login/index.php%20


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Activities to develop your BehavioursActivities todevelop

your

Behaviours

Creating sharedpurpose

Connectingwith others

Woringtogether

BeingAccountabl

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!aing ithappen

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! e a s u r e s u c c e s s

Plan forsuccess andmae rolesandresponsibilitiesclear.

old yourselfand othersaccountablefor theirindividualcontributions.

+elebratesuccess.

et personaltargets andmeasure yoursuccess.

et goals foryourself andwrite themdown.

-evelopmeans ofmeasuringprogress inmeeting goalsand achievingend results

ocus onresults ratherthan activity.

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C o n d u c t r e s e a r c h

3ae a habit of readingbusiness publications andthe press. ee what theyhave to say about yourenvironment. +irculateinteresting articles to yourcolleagues.

henplanningalwaysincludemeasures forsuccess e.g.4ualitymeasures"milestones 5deadlines.

6et details of the*ritish +ouncilsstrategy. +onduct abrainstorm toidentify trends in thearea or maret"which might impactupon theorganisations abilityto realise itsstrategy. (dentify 8

or 9 ey trends andthin about theirimpact upon your

!ob.

(dentify through readingand networing the mainenvironmental issues thatimpact upon the *ritish+ouncil and the way thebusiness operates.

&pand yourdefinition ofe&cellence.,oo outsidetheorganisationordepartmentfor e&amples

of superiorachievement.

Tal fre4uently withothers whounderstand thedirection of theorganisation;anticipate how yourarea can respond tochange as ithappens rather thanafterwards. Put

suggestions to yourmanager.

6et to understand theagenda of differentfunctions and players sothat you can build theiraims and actions into awider picture.


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performancethat can beachieved inthe *ritish+ouncil.

can be incorporatedin the *ritish +ouncil suggest these toyour team or to your manager.

Pic a department youhave had very little contactwith. 6o and tal to themanager or supervisor toget an understanding oftheir goals and strategies

/esearch and read aboutthe customer=s >partner"staeholder" etc? business.how that you understandthe issues impacting theirworld

@oin an e&ternal networ or local society" to help youunderstand what=s goingon in the local environmentor maretplace.

C h e c o u t a s s

u m p t i o n s a n d

u n d e r s t a n d i n g

3ae team aims clear: donot assume understanding.

're there any phrases"symbols or analogies youcan use to describe yourvision of team successA

's your teamwhat informationwould help themto do their !obsmore effectively"and develop amethod ofobtaining this ona regular basis.

(f there are bigorganisationalobstacleswhich mae itdifficult to meetyour goals" asto be involvedin wor toresolve these"rather thanaccepting theobstacles asimmovable.

3ae a list ofassumptions"written andunwrittenrules: arethey neededA

're they forthe benefit ofthe customeror the+ouncilA

-iscussopportunities tochallenge e&istingideas on servicedelivery" as yourmanager to involveyou in reviews ofthis.

ind out e&actly whatnegotiating partners hopeto achieve from discussion.

-on=t act as thecentre ofproblem solvingfor your team.ncourage

+onsiderwhat yournormalreaction tochanges and

Tae partin#lead#launch a newproduct orprogramme toimprove

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groupparticipation byreferringproblems toappropriateteam members.

new policiesis.

performance thatinvolves resourceinvestment andchallenges.

/eview howyou adapt tochangingtechnology.-oes theneed to adaptto unfamiliarsystemsmae youuneasy andresult inresistanceA

rite a list ofoccasionswhere youhave shownfle&ibility andas someoneyou trust tocomment onareas wheremore could

have beendone.

nsure younow e&actlywhat ise&pected ofyou and whate&cellentperformanceloos lie.

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+onsider howoften youe&plore lesscomfortableapproaches.

's yourmanager fortheir opinionon this too.

-raw up a listof areas inwhich you willsee toimprove.

'gree thesewith yourmanager andarrange toreviewprogressregularly.

# e c e i v e

$ g i v e f e e d b a c 's for

feedbac toidentify yourowndevelopmentneeds

*e aware of yourbody language andstyle" in order toreflect greaterconfidence.

3ae a pointof spendingsome timeconsideringtheinteractions ofothers.

$bserve themin action andgive practical"constructivefeedbacabout whatwent well andless well.

's yourmanager andteam forfeedbac onwhat youcould havedone

differently orhow youcouldimproveperformance.

+onsider theob!ectives of yourcustomers andreview where youhave displayedfle&ibility to meettheir needs. as

there more youcould have doneA-iscuss this withothers.

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6et help inanalysing yourstrengths andweanesses in thisarea" and seedevelopmentopportunities withmanagerialsupport. hatwors wellA hatdoesnt wor wellA

's a manageror supervisor"scheduleregularmeetings todiscussindividualdevelopmentplans. -iscussways in whichthe colleaguemight improve"and the

specificbehavioursthat willcontribute tothis.

's forfeedbac onproposedob!ectives tosee if theyaresufficientlychallenging.

(nterview a manager to understand thebig issues facing the*ritish +ouncil as awhole. /eview your teams strategy foraddressing theseissues.

ee feedbacfrom yourmanager andothers toidentifyoccasionswhen youbecomedistracted fromgoals" or give

up too easily.+onsider thereasons foryour behaviour in order toaddress thefull causes

$bserve someonewith stronganalytical sills: howdo they collectinformation andmae decisionsA

's for their inputwhen you face aproblem.

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Woringtogether

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!aing ithappen

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's your managerto help you identifyareas where yourideas can be of usebeyond yourimmediate wor unit.-raw up an actionplan tocommunicate yourideas. 's yourmanager to givefeedbac on yourplan.

W o r w i t h o t h e r s

ind ways tocoach others.$ffer to act as acoach beforeand afterparticularlydemandingevents. elpthem to plan orrehearsebeforehand"then debriefthemafterwards.

*e prepared to putyour own needsand goals on oneside from time totime to offer acolleague supportin their wor.

et targetsand measuresuccess of theteam.

hen you spot agood idea" dont siton it" thin it throughand share it withothers.

Treat mistaes

or poorperformance ofa colleague asan opportunityto problemsolve together.

's Dhow can (helpA

Try not to

dominate in teamdiscussions.ncourage other4uieter membersto !oin in ande&press theirviews.

's a trusted

colleague totell you whenyou maee&cusesE

*e positive.

'void saying=( can=tF=

*e prepared to Dsell

your idea bypresenting thelogical basis for it.ave an open mindto consideralternatives andoptions which maybe moreappropriate.

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hendelegating" orhanding worover to others"as for4uestions"suggestions"reactions" needsor problems.

-ont sit onproblems. /eferthem to your peersand as for advice.

'ctively see helpwhen you need it;show colleaguesthat you valuethem by asing forassistance.

*rainstormpotentialsolutions toobstacles"with others

*e willing tointegrate the ideasof others whenbusiness conditionschange. /ecognisethe power thatcomes from listeningto and adapting theideas of others.

Tell people you

e&pect them toe&cel and dotheir best.+ongratulatethem when yousee that theyhave improved.

Thin about theimpact andimplications for the

rest of the team ifyou are going tobe away from theworplace.

'cnowledgecolleagues whocover for you inyour absence.

ee help

from othersor try adifferentapproachrather thangive up

6ive others a Dpaton the bac whenthey suggestinnovations.

A n a l y s

e y o u r a p p r o a c h Hnderstand

your preferredmanagementapproaches.

'nalyse wherethese comefrom and how

you can adaptnew styles tosuit differentsituations andpeople.

rite downyour currentmonitoringproceduresand ascolleagues togive you

feedbac.

'lways pushbeyond yourinitial targetor tas toachievemore.

Prioritise your goalsaccording to thefollowing criteria: (mportance to theorganisationsstrategic ob!ectives"or country# wor unit

plan. /ealism orachievability duringthe ne&t 18 years. challenge"innovation andreasonable ris

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"haping thefuture

ith your teamconsider waysin whichrelationshipswith particularcustomergroups may beimproved. 6etat underlyingissues.

rite your ownpersonalstatement ofthe results towhich you arecommitted.

,earn aboutrisassessment.

Thin bac toa time whenyou made a

commitmentbut failed tofulfil it. ,ooclosely at whythat happened.hat youcould havedonedifferentlyA(ncorporatethis into yourfuture tas orpro!ectplanning.

're therethings goingon in otherorganisationsthat could beadvantageous to the+ouncilA

'nalyse the

details of pastbudgets foryour area;comparepro!ectionsagainst actualfigures andloo fortrends thatwill have animpact onyour

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forecasts;use thisinformation tohelp youidentify a goalthat ischallenging"yetattainable.

(dentify the 8B ey costand revenueareas that will

mae orbrea yourfinancialgoals and areliely toimpact onoperations.

% r e p a r e

f o r g r e a t e s t i m p a c t

/ehearseimportantconversations or presentationsbefore theevent.

'nticipate viewsand goals to

help youbecome morefluent andassertive.

(mprovecommitment toteam meetingsby asing theteam to putforwardmatters to bediscussed./ecord teaminput and acton

's yourselfwhat the mosteffective way ofinfluencing eydecisionmaers in yourenvironment willbe. Plan to

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adapt your styleand approach tothese.

hen enteringnewenvironments"research thecultural andsocial influenceswhich must beunderstood tocommunicateand operateeffectively.

(dentify a leader in the +ouncil>or outside it?who hasmotivated orinspired you.

'nalyse aspectsof theirbehaviour thatgenerateenthusiasm andcommitment.Plan to use

thesecommunicationtechni4uesyourself andadapt to yourown style. eetheir input andmentoring ifpossible.

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*efore meetingstae time to looat what you willbe comfortablewith and areasof discomfort.Plan ways youcan intervene"even thoughyou feel lesscomfortable"and tal thisthrough to gain

the help of yourmanager.

's yourmanager orcolleague forfeedbac whenhe or she is at ameeting orpresentation inwhich youcontribute. 'shim or her topoint outstrengths andareas for

development inthe way youbehave in thesesituations.

Practice usingdifferent stylesand approacheswith others.

'd!ust thelanguage andthe environmentto see how they

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react.


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that unfamiliarapproaches areinferior to yourown.

woringrelationships withpeople outsideyour functionalarea and as thesepeople for theirinput on yourpro!ects.

-ont assumethat yourpreviousbehaviouralpatterns will

automatically besuitable in newdepartments orareas

how an interest inthe pro!ects of

other groups

6et to nowpeople you worwith. *uildrelationships bytalinginformally abouttheir interestsand concerns>withconsiderationfor local

culture?. 3aea mental note of what activitiescapture theirinterest.

,oo foropportunities todiscuss wor goingon within yourgroup withrepresentativesfrom other ey

departments

3ae time forinformalconversations.how aninterest inothers.

tart each day bycalling one personin your networthat you haven=tspoen to in thelast si& wees.

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Woringtogether

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"haping thefuture

*efore taingany action" thinthrough theeffects it willhave on eyrelationships"as others fortheir opinions.

&plore ways thatyour wor isrelated to otherwor groups

$fferideas#resourcesthat wouldcontribute to otherpro!ects.

& e t i n v o l v e d i n o t h e r a c t i v i t i e s 's your manager toconsider or recommend

your participation incommittees or woringgroups where you will havethe opportunity to e&aminewider issues.

pend a day inanother team ordepartment to gaina differentperspective.

@oin a crossfunctionalchangemanagementpro!ect team.

Tae partin#lead#launch a newproduct orprogramme toimproveperformance thatinvolves significantchallenges.

's your manager if youcan develop a strategy

(dentify ey peopleand teams acrossthe +ouncil withwhom it isessential that youcooperate. 3aecontact with them

and set updiscussions abouthow you or yourteam can wormore effectivelytogether.

$ffer to set up orcontribute to a tas force toe&amine emergingbusiness issues and theirimplications for the *ritish+ouncil. et yourself a

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goal.

@oin union or staffassociation or woringparties to get a broaderview of issues

Tae part in#lead#launchmeetings#events toundertae detailed

consideration of comple&challenges faced by yourteam or the *ritish +ouncil

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ideas to develop your behaviours

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