11-1Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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Skills for Developing Others

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Introduction

This chapter will concentrate on skills related to the leader’s relationship with others:

• Setting goals.

• Providing constructive feedback.

• Team building for work teams.

• Building high-performance teams—the Rocket Model.

• Delegating.

• Coaching.

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Setting goals

For goals to be achievable, they should have the following characteristics:

•Specific

•Observable

•Attainable

•Challenging

•Based on top-to-bottom commitment

•Designed to provide feedback to personnel about their progress toward them.

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Providing constructive feedback

The development of good feedback skills is related to developing good communication, listening, and assertiveness skills.

To give good feedback, the provider must:

•Be clear on purpose of feedback

•Choose appropriate context and medium

•Send proper nonverbal signals

•Try to detect emotional signals from recipient

•Be assertive in providing it

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Improving feedback skills

To improve feedback skills, leaders should work to ensure that when they give feedback, they are:

•Giving feedback that is helpful

•Being direct

•Being specific

•Being descriptive

•Being timely

•Being flexible

•Giving both positive and negative feedback

•Avoiding blame and embarrassment

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Team building for work teams

Figure 11.1: A Rationale for Individual, Interpersonal, Team, and Organizational Training

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Building high-performance teams—the Rocket Model

The Rocket Model is a prescriptive model of team building:

• It tells leaders what steps to take and when to take them when building new teams

The Rocket model is also a diagnostic model of team building:

• Helps in understanding where existing teams are weak and what needs to be done to get them back on track.

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The Rocket Model

Figure 11.2: The Rocket Model

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Components of the Rocket Model

The Rocket Model is comprised of the following components:

• The Mission

• Talent

• Norms

• Buy-In

• Power

• Morale

• Results

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Team Assessment Results for aDysfunctional Health Care Team

Figure 11.3

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Team Assessment Results for a High-Performing Retail Team

Figure 11.4

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Delegating

Delegation gives the responsibility for decisions to those individuals most likely to be affected by or to implement the decision.

It is more concerned with autonomy, responsibility, and follower development than with participation.

Research shows that businesses are more frequently high-performing when leaders delegate authority.

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Delegation is Important

Delegation is important for a number of reasons including:

•It frees time for other activities

•It develops followers

•It strengthens the organization

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Why Leaders Avoid Delegation

Some common reasons leaders avoid delegation include:

•It takes too much time

•It is risky

•Fear the job will not be done properly

•The task is desirable

•People are already too busy

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Effective Delegation

The six principles of effective delegation:

•Decide what to delegate

•Decide who to delegate to

•Make assignments clear and specific

•Assign objectives, not procedures

•Allow for autonomy while monitoring performance

•Give credit, but don’t blame

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Coaching

According to Peterson and Hicks:

•Coaching is the “process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful.”

•Good coaches:

– Orchestrate rather than dictate development.

– Help followers clarify career goals.

– Identify and prioritize development needs

– Create and stick to development plans

– Create environments that support learning and coaching

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5 Steps in the Coaching Process

The coaching process involves 5 steps.

1.Forging a Partnership

2.Inspiring Commitment: Conducting a GAPS Analysis

3.Growing Skills: Creating Development and Coaching Plans

4.Promoting Persistence: Helping Followers Stick to Their Plans

5.Transferring Skills: Creating a Learning Environment

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Developmental Plan Checklist

TABLE 11.1 Development Plan ChecklistSource: G. J. Curphy, The Leadership Development Process Manual (Minneapolis, MN:

Personnel Decisions International, 1998).