session 1 basic principles
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Post on 02-Feb-2015
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- 1. Good Morning
- 2. Team Leading,Coaching, Supervision and Appraisal
- 3. GeorgeBush
- 4. In this session we can cover Introductions Aims Share Experience Good and Bad Basic Principles of S & A Leadership V Management
- 5. Your aims?
- 6. Supervision and Appraisal Why Bother?
- 7. The point of appraisal is toachieve alignment between organisational, team and individual goals
- 8. The point of supervision is three-fold: to support the individual to achieve his or her goals, to measure progresstowards these and to help them become the best they can be
- 9. Performance! Improve Quality of Outcome Increase Motivation Get Buy - In Personal Development
- 10. Appraisal Principle 1: Be clearwhat you are trying to achieve
- 11. Organisational needs State the organisations needs? Describe how the team member can contribute? What should the person be doing more of? And less of? NB: The organisation should have great clarity of mission if this is to work
- 12. Individual needs Agree what has been achieved Agree to what standard Help them understand the teams needs/goals and their own unique role, contribution and responsibilities Agree what support and resources are available Discuss their development/training needs
- 13. Principle 2: Be prepared Copies of last years goals/objectives/agreements Records and notes re: what has been achieved Any 360 degree feedback Brief all parties (no surprises!)
- 14. Principle 3: Get Organised What notes need to be made Who signs what Who keeps a copy of what Agree dates for monthly supervision into the forthcoming year Clear your diary for the appraisal meeting
- 15. Principle 4: Structurethe Interview Make it timed Introduction: Clarify purpose, objectives, timing etc. Agree appraisal objectives. Review past year Agree objectives for next year Discuss longer term career aspirations Create Personal Development Plan
- 16. Principle 5: Relax Bring dough-nuts Choose a comfortable location Give them control choices
- 17. Principle 6: Listen
- 18. Noam Chompsky Surface language Deep language
- 19. The trouble with listening We forget 50% of what we are told immediately! 95% within 24 hours What stops us listening property (consider with a partner)
- 20. What stops us from listening?
- 21. Why listening is difficult Distractions Lack of training Filtering Self absorbtion
- 22. Listening Problem Behaviours:Daydreaming Nit PickingMicky taking AssumingWaiting until they SHUT UP!
- 23. True listening is an active pursuitdesigned to achieve fullunderstanding regardless of theexact words spoken sometimes in spite of theexact words spoken
- 24. In fact we only listen when We are truly interested We have to
- 25. And so? We need to tune in We need to understand their motivation, feelings, desires, perceptions We need to dovetail our our outcomes and theirs
- 26. How to tune in
- 27. Qualify meaningMines a better way to do itin what way is it better?It was a very successful projecthow do you measure success?We need to be more productiveHow will we measure that, exactly?
- 28. Deal with universals Look for always, never or all or none
- 29. ExamplesShe is responsible for thewhole team and its actionsThe whole team and allof their actions?
- 30. ExamplesThey are all against theideaAll of them?The whole idea?
- 31. Have a goWe always support one another
- 32. Have a goFunders need more and more evaluation
- 33. Have a goShe never notices the extra work that I do
- 34. Have a gothey dont show me any respect
- 35. Have a goIm the only one who can do the job
- 36. Have a goThe board dont know how to manage
- 37. Have a gothe staff team are very angry
- 38. ExamplesThey are a really lazybunchHow do you know thateveryone of them is lazy?
- 39. Principle 7Look for payoff
- 40. The Pareto Principle, or Results20% 80%80% 20% Activities the rule of 80/20
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