Transcript
Your Role
Whatever the specific nature of your job Your responsibilities may include
influencing the performance of others The interpersonal skills for influencing the
performance of others are the focus of IMS.
Job Performance
Ability Must be possible for people to do a good job
Motivation In addition to being able to perform well, a
performer must want to do what he or shoe should, ideally, be doing.
Recognition
Everyone needs recognition Recognition is the only indication of
achievement available to them
Recognition must be earned Routine friendliness and small talk
don’t satisfy a person’s ego and self-fulfillment needs
People must feel sincere recognition resulting from something they have done
1344 managers at all level of a major company (M. Scott Myers) Bosses of Highly
motivated managers
Are easy to talk to even when under pressure
Try to see the merit in your ideas even when they conflict with theirs
Try to help people to reach out in new directions
Bosses of Poorly motivated managers
Can be talked to only at certain time
Because they are the boss, tend to assume their ideas are the best
Let the people figure out for themselves how company objectives apply to them
1344 managers at all level of a major company (M. Scott Myers) Bosses of Highly
motivated managers
Try to encourage people to reach out in new directions.
Try mainly to correct mistakes and see how they can be prevented in the future
Expect superior performance and give credit for it
Bosses of Poorly motivated managers
Think new directions are risky and discourage people from trying them
When something goes wrong, try mainly to find out who caused it.
Expect an adequate job, do not say much unless something goes wrong
1344 managers at all level of a major company (M. Scott Myers)
Bosses of Highly Motivated Managers
Take mistakes in stride as long as you learn from them
Have consistent, high expectations of subordinates
Bosses of Poorly Motivated Managers
Allow little room for mistakes, especially those that might embarrass them
Can have very changeable expectations of subordinates from day to day
Van Dersal’s Principles
People must always understand clearly what is expected of them.
People must have guidance in doing their work.
Good work should always be recognized.
Poor work deserves constructive criticism.
People should have opportunities to show that they can accept greater responsibilities.
People should be encouraged to improve themselves.
PRESSURES
PRESSURES
PRESS
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PRESSU
RES
PRESSU
RES
PRESSU
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PRESSURE
PRESSURES
“What can I do to get my people to
be more effective?”
The dilemma
Based on your experience,what are the
greatest barriersgreatest barriers to
consistent, effective consistent, effective on-the-job on-the-job
communicationcommunication
?
????..
Interpersonal Managing Skills
CreditingCrediting
BalancedBalancedFeedbackFeedback
ManagingManagingDifferencesDifferences
ClarifyingClarifyingAndAnd
ConfirmingConfirming
Discussion SkillsDiscussion Skills
Clarifying & Confirming
You may spend most of your time listening and question
But may hear only half of what is said
When you clarify and confirm, you can be sure you have listened and questioned effectively and made your best effort to hear all what is being said and why?
ASSUME VALUEASSUME VALUEIn what other people have to sayIn what other people have to say
The first step inEffective listening & responding
WHATWHATThe other person is sayingThe other person is saying
(the information, facts, Situations, opinions,
or beliefs the person is trying to describe or
Convey.)
Make sure that you understand
WHYWHYHe or she is saying He or she is saying
these thinsthese thins
(why those facts, opinion, beliefs, etc., are important;
The person’s intent in making them known)
USEUSE
Clarifying & Confirmingyou will make a decision or take action, based
on the information, opinion, or suggestion offered
HOWHOW
WHENWHEN
ororyour immediate impulse is to reject, ignore, or
disagree what you are hearing
Clarify by seekingAdditional informationAbout
•What has been said
And/or
•why
Confirming by stating your understanding of:
•What has been said
And
•why
Why are clarifying and confirming important to you? Boundary spanner Developer of initiative and innovators Problem solver Team builder Visionary Investor Information manager Influencer
Balanced Feedbackyou want someone to change his or her
Performance or suggestion
you have confirmed your understanding
•Specify the merit you want to see retained.
•Specify the concerns you want to see eliminated.
•Explore ideas for retaining merits and eliminating
WHENWHEN
HOWHOW
THENTHEN
andand
What’s the benefit of balanced feedback? Your continue groundwork for PA
You involve your subordinates in the change process
You create the tough but supportive environment
You avoid the wounded egos or lip-service co-operation
What’s the benefit of balanced feedback?
You build the collaborative climate that supports your interdependent relationships.
You close the gap between desired standards and actual performance without sacrificing commitment
Discussion Skills
They are linking behabours or techniques that enhance your use of all other skills and
Help you to establish clear, open, and mutually rewarding communication with other people.
Discussion Skills
•you open a discussion
•you close a discussion
•Begin with a general reference to the topic(s) to be discussed
•Summarize agreements and action steps.
•you invite a suggestion
•you make a suggestion
•you use/build on the ideas of others
•you need to be innovative or imaginative
•Give a reaction
•Invite a reaction
•Acknowledge the connection
•Temporarily alter restrictions
Opening & Closing Discussions
Exploring Ideas
WhenWhen HowHow
HowHowWhenWhen
Why are the discussion skills important to you? Opening a discussion
A specific reference to the topic will command and direct the listener’s attention
Why are the discussion skills important to you?
Closing a discussion
It’s critical to confirm agreements or actions so that all participants know what will happen next and what they are expected to do.
Why are the discussion skills important to you?
Exploring ideas
It’s the mutual exchange of ideas that increases the flow of information for solving problems and making decisions
It encourages creativity and innovation It creates open and participative climate
Managing Differences
People depend on each other’s work but have real and serious differences in priorities or opinions.
The potential for conflict is significant
Managing Differences
Define the Difference:•state what is important to you, and why•Clarify/confirm what is important to
the other person, and why
Define the Difference:•Explore idea to find mutually
acceptable solutions
Terminate the discussion:•Acknowledge the other person’s right to differ•Explain what you have decided, and why.
you are willingand able to consideralternatives
WHENWHEN
HOWHOW
HOWHOW
HOWHOW
WHENWHENyou are willingand able to consideralternatives
oror
You are unable to reach a mutuallyacceptable decision
WHENWHEN you think a difference exists
Why use managing differences to resolve conflict?
Being sure you completely understand the other person’s point of view, by defining the difference, is simply good problem-solving practice.
It lessens the opportunities for the finger pointing and side-tracking during open discussion
You subordinates or colleagues need an opportunity to “save ace” if they are asked to accept a decision with which they don’t agree
Crediting
Researchers agree that outstanding managers use positive reinforcement to reward and influence their subordinates, colleagues, and superiors.
It is a powerful skill to use anytime you want to provide positive reinforcement.
Crediting
WhenWhenthe work of someone whose performance matters to you:•exceeds expectations•consistently meets expectations•meets expectations not usually met by that person
Give specific examples of performance.(what it was)
Mention personal qualities that contributed to performance.(what it took)
Mention resulting benefits to you, the department, an/or the organization
(what it means)
HOWHOW
What are The Benefits of Crediting?
Coaching
Crediting satisfies self-esteem needs and increases the likelihood that others will meet or exceed goals and expectations.
What are The Benefits of Crediting?
Performance improvement
The positive reinforcement that crediting provides is useful in situation where desired responses are not occurring frequently or appropriately.
What are The Benefits of Crediting?
Creating change
Crediting is invaluable in stimulating innovation.
What are The Benefits of Crediting?
Building alliances
Crediting is an honest way to respect your own integrity while giving your colleagues and superiors sincere recognition for their accomplishments.
What are The Benefits of Crediting?
Realising a strategic vision
By crediting other people for their achievements and efforts, you provide the information and recognition essential for continued strong performance and commitment.
Productivity
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Quality
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Service
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Profitability/ Cost Control
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Leadership/ Influence
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Innovation
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Managing Change
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Morale/ Motivation/ Employee Relations
How can IMS skills help you?
Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting
Interpersonal Managing Skills
CreditingCrediting
BalancedBalancedFeedbackFeedback
ManagingManagingDifferencesDifferences
ClarifyingClarifyingAndAnd
ConfirmingConfirming
Discussion SkillsDiscussion Skills
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