贝恩-人力资源-职业生涯-DeveloptheIndividuals011

bcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAuthor:Reviewer:bcDeveloptheIndividualsDecember1998Copyright©1998Bain&Company,Inc.JacinthaPeerisDiannaMagnani*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSKeyElementsofEffectiveLeadershipCreateasharedvisionMobilizeandinspireManageforresultsDeveloptheindividualsEffectiveleadershipencompassesfourcoreelements. Understandthebigpicture Planinadvance Aligntheteam Maintaindirection Buildenthusiasm Motivatetheteam Enabletheindividuals Sticktoarigorousupfrontplan Manageaggressively Troubleshoot Changebehaviorinresponsetofeedback Developanexcitingplanforgrowth Bethecoach Measureandcommunicateperformance*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOS Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeawaysAgenda*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSTheImportanceofDevelopingPeopleSource:BainWorldwideEmployeeSatisfactionSurveyOpportunitiesforprofessionalandpersonaldevelopmentarecriticalelementsofoverallemployeesatisfaction.Importance“Howimportantiseachofthefollowing?”*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSBenefitsDevelopingpeoplehassomeobviousbenefits.EnhanceOngoingTeamProcessStrengthenQualityofResultsforClientsContributetoLong-termGrowthintheBusinessThroughRetentionSatisfiedEmployees*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAgenda Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeaways*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSHowtoDevelopPeopleExcellenceindevelopingpeoplecanbeachievedthroughthreemajoractivities.BetheCoachDevelopanExcitingPlanforGrowthMeasureandCommunicatePerformanceReassess*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAgenda Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeaways*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSPlanforGrowth Reviewcapabilitiesrequiredforapersonattheirlevel Solicitinputfromtheindividual Readpreviousperformancereviews(withtheindividual’spermission) Talktotheperson’sothermanagers ReviewallocatedworkstreamagainstcapabilitiesanddevelopmentneedsandadjustasnecessaryAtthebeginningofacase,thecaseteamleadershoulddevelopacase-specificskillplanforeachteammember. Writeaskillplanwiththeindividual’shelp Discusstheplaninaone-on-oneconversationwiththeindividualtoensurebuy-inandenthusiasmforit*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSSkillPlanMythsThefollowingaresomecommonmythsandrealitiesaboutskillplans. TheskillplanfoundontheconsensusreviewformissufficientforhelpingpeopledevelopSkillplansaredisruptivebecauseworkplansrarelymatchdevelopmentneedsSkillplandiscussionsareverytimeconsumingSkillplansshouldbefiledawayatthebeginningofacaseforreviewattheendofthecase Theconsensusreviewformhighlightsagenericlistofdevelopmentneedsforanindividual.Acase-specificskillplanfocusedontheindividual’sworkstreamsforaparticularcaseisanimportantsupplement.Thereareusuallyanumberofwaystomeetagenericdevelopmentneedregardlessofthecase-e.g.,aclientexperienceneedonamarketoverviewstreamcouldbeaccomplishedthroughexpertandcompetitorinterviews.Oncetheworkplanhasbeendescribed,individualsshouldbeaskedtodraftskillplans.Askillplanshouldfocusonlyonthetwoorthreemostimportantneeds.Reviewinganddiscussingtheplantypicallytakeslessthananhour.Thewholepointofaskillplanistoprovideanongoingfocusfordevelopmentneeds.Skillplansshouldbereferredtoduringcoachingmeetingsandregularlyreviewedandrevisedduringthecase.MythReality*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSSkillPlanImperativesTogetthemostoutofskillplans:EveryoneshouldhaveoneSkillplansshouldbespecificandactionable EnsurethattheskillplanincludesspecificHLAsthattietothemajordevelopmentalneedsidentifiedintheindividual’slatestreview. TestHLAsforreasonableness.Unrealisticgoalssetpeopleupforfailureanddisappointment.TheendofcasereviewshouldshowachievementonmanyoftheHLAs.SkillplansshoulddriveregularPDdiscussions Clearlyidentifyyourexpectationsforthecontent,frequency,andmethodofupdates. Reviewprogressagainsttheirskillplanperiodicallywitheachteammember. Everyoneshouldhaveaskillplanthatyoureviewanddiscuss.Thisisyouropportunitytoensurethatteammembers’expectationsareinalignmentwithyours. Fornewpeople,youshouldtakethefirstcutattheplanandreviewitwiththeindividual.Forexperiencedteammembers,theyshouldtakethefirstcut,andthenreviewitwithyou.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSSkillPlanFormTeamMember:Caseteamleader/Manager:CaseCode:Date:ScheduledUpdates:*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAgenda Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeaways*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSHowtoBeaCoach“TellmeandI’llforget,showmeandI’llremember,letmedoitandI’llreallylearn.”ChineseProverb*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSBetheCoach“Coachingisunlockingaperson’spotentialtomaximizetheirownperformance.Itishelpingthemtolearnratherthanteachingthem.” TimothyGalwey,TheInnerGameofTennis“Effectivecoachingchallengespeoples’beliefsandchangestheirbehavior.”DeanBerry,FoundingFatherofINSEAD*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSEffectiveCoaching Whereyousayit Whenyousayit HowyousayitCoachinginvolvesattentiontobothcontentandprocess. WhatyousayContentProcess*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSCoachingContentEffectivecoachingleavestheindividualclearaboutthechangesneededandmotivatedtomakethem. Specific-giveexamples,describespecificbehaviorsandreactions,usequotesorwrittenexamples Factual-donotmakeitpersonal;discussfacts,events,examples Objective-donotbeinfluencedbypreviousperformanceorhearsayfromothercases;basefeedbackondirectexperience Descriptive-bedescriptive,notjudgmental Balanced-alwaysgivebothpositivesandareasforimprovement Actionable-discussspecificactionstepsforimprovement Fromyourperspective-speakforyourself,notforothers Open/honest-donotpullpunches,donotsugarcoat,anddonotoverstate Sensitiveoffeelings-criticizeactions,nottheperson;usecarefullanguage Positive-expressconfidencethatthepersoncansucceed Non-discriminatory-avoidanylanguagethatsuggestsracial/genderorotherbiases Tentative-bemindfulthatyouarepresentingperceptions,notabsolutetruth Sincere-understandthatchangeisdifficult;betolerantandwillingtohelpClearMotivated*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSCoachingProcessWhereyousayitWhenyousayitHowyousayitTheprocessofcoachingisascriticalasthecontent. Appropriatelocation givenegativefeedbackinprivate,notinfrontofcaseteamorclient givepositivefeedbackinpublic,wheneverpossible Inperson-avoidvoicemail,especiallyfornegativefeedbackCoachingisanongoingprocess;day-to-dayfeedbackiscriticalFeedbackmustbetimelySchedulesufficienttimeanddonotallowinterruptionsPrepare-keepajournalofspecificexamplesSeparatepositivefromnegative,andgivepositivefeedbackfirstMakeitadiscussion,notaspeechListen/questionunderstandtheirperspectiveprobeforbackgroundissues/concernsgivethemopportunitytoaskquestionsandrespondCheckforunderstanding-summarizeandagreeonkeypoints*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSPositiveFeedbackRegularpositivefeedbackisabigpartofsuccessfulcoaching.Whyispositivefeedbackimportant? Motivational:increasesindividualsatisfaction,willingnesstocontinuecontributing Reinforcing:explicitlyacknowledgesbehaviorsthataregood;encouragescontinuationofpositivebehaviors Createsgreateropennesstonegativefeedback:buildscredibilityandtrustWhenisitappropriate? Uponcompletionofagoodpieceofanalysis Afteraneffectivemeeting Afteragoodpresentation Anytimepositivefeedbackisgivenbyathirdparty(e.g.,aclient,anexpert)Howdoyougiveiteffectively? Bespecific,providedetailedfeedback. Explainwhytheworkwaseffectiveinobtainingresultsfortheclient Separateitfromnegativefeedbacksoitisnotdiluted/overshadowed Acknowledgepublicly,wheneverpossible*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSTipsforReceivingFeedbackAspartofthecoachingprocess,itmayhelptoreviewwiththeteammemberthesetipsforreceivingfeedback.Receivingfeedbackwillallowyoutoseethingsaboutyourselfthatyoucouldnotseeinanyotherway.Youwillthenbeabletocorrectbehaviorsthatareinhibitingyourgrowth.Constructivefeedbackisanimportantgift.Everytimeyouareabletouseitwisely,youwillhavetakenanotherstepinyourowndevelopment.1. Listencloselytothepersongivingyouthefeedback,andtrynottointerrupt.2. Avoidbeingdefensive.Thiscanbedifficult,especiallyifthepersongivingyouthefeedbackisnothighlyskilled.Youmayhavedifferentperceptionsofyourself,butitisimportantthatyouunderstandtheperceptionsofothers.3. Assumethefeedbackgiveristryingtobehelpful.4. Trytounderstandthefeedback.Ifthefeedbackisnotclear,askforclarificationandexamples.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSTheLearningDilemmaSource:“TeachingSmartPeopleHowtoLearn,”HarvardBusinessReviewMay-June1991Sometimesoverachieversfinditdifficulttoacceptnegativefeedback.OverachieversareunaccustomedtofailureTheymayexhibitdefensivebehavior: Rationalization Aggressiveness Rejection Cynicism Areunwillingto“hearfeedback FailtochangebehaviorsDenial Becomedepressed,withdrawn Shiftbehaviorfrom“guardrailtoguardrail”(i.e.,fromoneextremetotheother)ReluctantacceptanceThesebehaviorsareasignalthatthebenefitsofreceivingfeedbackneedtobereinforced.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSReactionstoFeedbackAsacaseteamleader,youshouldencouragereactionstofeedbackthatdemonstratematurityandaninterestinimproving. DenythefeedbackAttributemistakestoexternalfactorsAssumecoachhasnegativefeelingsaboutthedirectreportExpresspassivity-havenoreactionTakeanaggressivestancetowardthecoachLaughitoffRejectcoach'sauthoritytogivefeedbackShowcynicismaboutimprovementsuggestions Acceptresponsibilityforthebehaviororunderstandthecoach’sperceptionsAnalyzewhybehaviorwasshownUnderstandthecoach'spointofviewAskformoreinformationEnlistcoach’stohelpinunderstandingthefeedbackShowconcernforimprovementListencarefullytofeedbackAcceptfeedbackandcheckinwithothersDefensiveReactionsDesiredReactions*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSHandlingPushback(1of3)Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationThefirststepinhandlingpushbackistogainabetterunderstandingoftheotherperson’spointofview.EncourageConfirm Resistthetemptationtorestateyourfeedback,defendyourpoints,orjumpinwithmoreexamples.Encouragetheteammembertosaymoreabouthowheorsheseesthesituation. Encouragewithverbalandnonverbalsignals(leanforward,nod,say“uh-huh”). Recognizethattherootcauseoftheteammember’sobjectionsmaynotbewhatyouthink.Youmaybemissingsomeimportantfactsorcontext. Listenforbothfactsandfeelingstounderstandtherootcauseoftheissue. Useopen-endedquestionstouncovertheteammember’sview.Open-endedquestionsbeginwithwordslike“What”,“How”,“Tellme”,“Describe”and“Explain.” Usesilence-itgivestheteammemberanopportunitytoconsiderandexpandonwhathasbeensaid. Restatetheteammember’sobservations-bothfactsandfeelings. Summarizewhatyouhaveheard,andaskifyouarecorrect.Onceyouhaveencouraged,questioned,andconfirmed,youwillhaveabetterunderstandingoftheteammember’sperspectiveandreactions.Youmayalsohaveuncoveredsomeadditionalfactsyouwerenotawareof.Question*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAftergainingathoroughunderstandingoftheteammember’sviewpoint,usethesetipstoprovidehelpfulinformationandsupport.DisagreeswithyourdescriptionofthesituationAgrees,butcitesfactorsbeyondhisorhercontrolProvidemoreaccurateorobjectiveobservationsthatincludetheteammember’sexperiences,alongwithotherfactstheteammembermaynotbeawareof.Provideandaskforsomesuggestionsforthingstodothatarewithinhisorhercontrol.Identifywaysyoucanhelp.“So,whathappensisthattheotherteamgivesyoudatathatconflictswithyours,andyoudonotknowhowtoreconcilethem.Thismakesithardforyoutoproceedonschedule.Isthatright?”“Iunderstandyoufeelyoucannothelpitiftheclientdoesnotprovidethedata.Howaboutifyou…?MaybeIcouldhelpby…”Iftheteammember:Thenyoushould:Example:Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationHandlingPushback(2of3)*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSChecktoseeifwhatyousaidmakessenseandifyouarebothinagreementaboutwhatisgoingonandhowtoproceed.Continuebyaskingtheteammemberforhisorhersuggestionsforimprovementgoingforward.Agrees,butdoesnotseewhyitisimportantAgrees,butsayshisorherintentionwasdifferentDescribetheimportanceoftheissue-howitaffectstheteam,youpersonally,and/ortheteammember.Offerobservationsonthedifferencesbetweentheperson'sintentionandtheactualresultsofthebehaviororperformance.“Iknowdoingaworkplandoesnotseemimportanttoyou.Thereasonitisimportanttotheteamisthatitallowsusto…”“Iseeyourintentionwastobehelpful,butwhenyou…Isawitasyoudoubtingtheteam.Maybeyoucanbemorehelpfulby…”Source:AdaptedfromTheDevelopingPeopleWorkbook,ForumCorporationHandlingPushback(30f3)Iftheteammember:Thenyoushould:Example:Evenwhentheteammemberagreeswithwhatyouhavetosay,heorshemaybenefitfromreceivingfurtherinformation.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSCoachingExamples(1of2)“Dave,Inoticedonthefollowingoccasions,youputdowntheQAmanager’sanalysisinfrontofherboss…”“Dave,yourcockinessinfrontofclientsbordersonrudeness.”“Jan,youshoulduseopen-endedquestionstoexploretheplantmanager’sobjections.Thiswillgiveyouinformationyoucanusetoinfluencehim.”“Jan,inthefuture,youshouldcapitalizeonyournaturalcharmtoinfluencetheskepticalplantmanager.”Dothis:Avoidthis:Dothis:Avoidthis:Theobjectiveofcoachingistoimproveaperson’sbehavior.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSCoachingExamples(2of2)“Steve,I’dliketogiveyousomefeedbackonsomethingyousaidaboutourbillingprocedurestotheplantmanagerduringtoday'stour.”“Theteamthoughtyouwereprettyoutoflinetodaywhenyoublurtedoutthatbillingcomment.”“Donna,IgetfrustratedwhenI’mtryingtomakeapointincaseteammeetingsandyoufinishmysentencesforme.”“Donna,stoptryingtosteponmejusttogetpromoted.”Dothis:Avoidthis:Dothis:Avoidthis:*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAgenda Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeaways*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSGoalsoftheWrittenPerformanceReviewThewrittenreviewistheprimarymechanismformeasuringresults. Measureperformanceagainstgoalsandobjectives Establishnewgoals Identifytrainingneeds Ensureconsistencybetweenevaluationsandsalaryincreasesandpromotionrecommendations Providedocumentation*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSPerformanceReviewContentPerformancereviewsinclude: Clearandconcise Consistentwithrating,salaryincrease,andpromotionrecommendationMostImportantMessageMostimportantpointsrevieweeshouldtakeaway Specificexamples,notassumptions Balanced-bothpositiveandnegativefeedback Ownobservations-speakforyourself,donotspeakforothers Situationsbeyondreviewee'scontrol,ifappropriateHistoricalDescriptionBasisofmostimportantmessageanddevelopmentobjectives Clear,specificactionsteps Prioritizedbasedonimportanceofskillsandsizeofgap "Start,stop,andcontinue"format(optional)DevelopmentObjectivesKeytoskillplandevelopment*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSThePerformanceReviewProcessTherearefourstepsintheperformancereviewprocess:DeveloptheContentPreparetoDelivertheReviewConducttheReviewPreparetoWritetheReview Conductaninterimreview Determineareasforimprovementattheendofeachcase Forconsensusreviews,talktoinputreviewers Evaluateperformancegaps Determineimprovementobjectives Identifyresources Developmostimportancemessagesupportedbydata Anticipateareasofdisagreement Thinkofhowtoestablishadialogue Schedulethemeetinginadvance Keeptheappointment Donotallowinterruptions Establishapositiveandopenclimate Providespecificexamples Listen Makesuretherevieweeunderstandswheretofocus Checkinwiththereviewee*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSPreparetoWritetheReviewBeforewritingthereview... Conductatleastoneinterimreviewwiththeteammember Attheendofeachcase,determinekeyareasforimprovement Forconsensusreviews,talktoinputreviewers flaginconsistencies gainconsensusonkeymessages includeotherreviewers’examplesandanecdotes submitdrafttoinputreviewersforfeedback*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSDeveloptheContentWhenwritingthereview... Reviewdevelopmentplanforprevioussixmonths Evaluategapsbetweenplanandperformance Determinethemostcriticalperformanceimprovementobjectives Identifyresourcestheteammembercantaptogaintherequiredskills(e.g.,BVUmodules,trainingsessions,colleagues) Developmostimportantmessage tietorating focusonexpectedbehaviorchanges ifappropriate,includepromotionmessage Supportmostimportantmessagewithdata bespecific citeexamplesandcriticalincidents includepositiveandnegativefeedback*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSWritingWatchoutsFollowtheseguidelineswhenwritingthereview: Thinkbeforewriting Providespecificexamplesofbehavior,notconclusions Includepositiveandnegativefeedback Bescrupulouslyhonest Reflectaccuratelyotherreviewers’comments Respectconfidentiality Avoid jargon-useplainlanguage adjectivequalifiers-useactiveverbs assumptionsaboutdirectreport'sknowledge frequencystatements relyingsolelyonquantitativevalues-describebehaviorandconsequences Donotmakecommitmentsyoucannothonor Ifappropriate,describesituationsbeyondreviewee’scontrol*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSPreparetoDelivertheReview Anticipatepotentialareasofdisagreementandfriction envisionreviewee’sdefensivereactionandpreparetorespondinawaythatwillhelptherevieweeunderstandandacceptthefeedback beawareofyourownresponsetoconflict-goforwin-win Thinkofhowtostructurethecoachingasadialogueandhowtocreateaclimateofopenness Schedulethereviewmeetingseveraldaysinadvance Keeptheappointment EliminatedistractionsandavoidinterruptionsAfteryouhavewrittenthereview,preparetodeliverit.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSConducttheReview Establishapositiveandopenclimate Limitfeedbacktoissuesrelevanttothejob Discussperformanceissuesindescendingorderofimportance Giveconcrete,behavior-basedfeedbackonstrengthsandareasforimprovement Ifrevieweedisagrees,reflectyourunderstandingofwhatheorsheissaying Weightthevalidityofnewinformation Avoidarguing Asktherevieweetosummarizethethreemostimportantareasfordevelopment Contactforfollow-up,checkpoints,andassistanceHelptherevieweelearnandgrowfromthefeedback.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSWrittenFeedbackExamples(1of3)“Inclientmeetings,Stevedidnotdefendhisanalysis.OnKLM,hereliedonaconsultanttobailhimout.”“Steve’slackofconfidenceisamajorconcernofotherteammembers.”“AnnefailedtoidentifycriticalpathissuesonbrandingBDPs.ShealsoproducedherownslidesonZBD.”“Annefrequentlymismanageshertime.”Dothis:Avoidthis:Dothis:Avoidthis:Makeyourstatementsclearandbackthemupwithexamples.*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSWrittenFeedbackExamples(2of3)“Onthefollowingoccasions,Stacypresentedtotheclientnumbersshedidnotcheckforaccuracy….Ourcredibilitywiththeclientsufferedasourconclusionschangedandthenumbersvaried.”“Stacymetonly80%ofherdeadlineswithanaccuracyof85%.”“Kenfailedtomeetthedeadlinesforanalyzingtheproductivitydatabasebecausetheclient’sMISDepartmentmissedagreed-upontargets.”“Itwasn’tKen’sfaultthatthehemissedthedatabasedeadlines.”Dothis:Avoidthis:Dothis:Avoidthis:*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOS“Chris’verynegativeresponsetohisendofcasereviewdidnothelphimtoimprovehisperformanceorlearnfromthelessonsofABD.”“Chrisisverydefensiveandheobviouslydoesnotwanttolearnandimprove.”“Donnahassuccessfullyaddressedperformanceissuesbydevelopingquestionnaires,executinginterviews,coordinatingtemporarystaff,andconductingquantitativeanalysis.”“Donnadoesagoodjobofjugglingcompetingpriorities.Sheisaflexibleteammember.”“Markinitiatedadisposalprogramthatwasapprovedandadoptedbytheclientproductmanager.”“Markknowshowtostructurehisanalysisandrecommendationssothattheywillbereadilyacceptedbytheclient.”WrittenFeedbackExamples(3of3)Dothis:Avoidthis:Dothis:Avoidthis:Dothis:Avoidthis:*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOS Thedesiredbehaviorsandskillsareclearlydefined Thereisrealmotivationtochange Sourcesofresistanceareexplicitlyrecognized Activitiesareaimedatmakingthechange Theindividualtruststheircoachtofacilitatethechange Otherpeoplesupportthechangeinvisibleways TheoutcomesarevisibleThefinaloutcomeinalldevelopment-relatedactivitiesistohelptherevieweetofeelpositiveandwillingandabletochange.PointofArrival*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSAgenda Overview HowtoDeveloptheIndividuals DevelopanExcitingPlanforGrowth BetheCoach MeasureandCommunicatePerformance KeyTakeaways*DeveloptheIndividualsDeveloptheIndividualsbcCopyright©1998Bain&Company,Inc.DeveloptheIndividualsBOSKeyTakeaways Helpingpeopletoperformattheirfullpotentialisacriticalpartofoverallemployeesatisfaction Thebenefitsincludehigherqualityresultsforclients,abetterteamprocess,andhigheremployeeretention Forprofessionaldevelopmentactivitiestobesuccessfulonanongoingbasisthereshouldbearealmotivationtochange,aclearpathtochange,andasupportiveenvironmenttofacilitatethechange Todeveloppeopleandhelpthemreachtheirfullpotential: Developanexcitingplanforgrowththatenablestheindividualtoknowhowtogrowandgivesthemthemotivationtoachievethenecessarychanges Actasacoachratherthanasasupervisor-helpindividualslearntochange,donotjustthemwhattodo Measureperformanceandprovidethoughtfulfeedbackthatisclearandactionableandprovidesaconsensuspictureofhistoricalperformanceandobjectivesforthefuture*DeveloptheIndividualsDeveloptheIndividuals