This is the fourth class of the internet course, "Developing Management Skills

1. Developing Management Skills
Class 4
May 7, 2012
Coaching, Power and Influence
Barbara Fowler
bfowler@chiefoutsiders.com
McGraw-Hill/Irwin Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2. Motivation challenges
• Did anyone reach out this week?
• Any Ah-Ha moments?
5-2

3. Management
1. What do managers get rewarded for?
2. Do we need them more or do they need us
more ?
3. What is the critical difference between a
manager and an individual performer?
5-3

4. Mentoring
• Mentoring
– What is mentoring?
– Have you had an effective mentor?
– If so, what was their
biggest contribution?
5-4

5. Mentoring
• Goal of mentor is focused solely on
employee’s development
• Mentors are not necessarily the employee’s
direct supervisor
5-5

6. What are some of the differences
between mentoring and coaching?
5-6

7. Coaching
• About day-to-day work
• Focused directly on job development
The Challenge to good coaching lies in our
inherent discomfort in judging others
5-7

8. Effective Coaching
1. Are we naturally good observers of
behavior?
2. Do the most effective coaches use their
Personal Style?
3. Is Feedback effective?
4. How about coaching your stars?
5-8

9. What is under-management?
1. How does it manifest itself?
2. What are some results?
3. How do people feel when they only get
feedback once a year?
5-9

10. Distribute Rewards and Resources Fairly
• Equity rule
• Equality rule
• Need rule
5-10

11. The Performance Management Cycle
(PMC)
5-11

12. Selection is Prediction
Selection targets:
• Future job performance
• Future person-organization fit
5-12

13. Question
• What is the most important component of
selection???
5-13

14. Selection Essentials
• What is in the job description?
• What legal requirements are there?
• Do you have a process?
• What methods do you use?
• What about the interview process?
5-14

15. Getting the Most From Interviews
• Interview is highly effective method for
measuring:
– Job knowledge
– Interpersonal skills
5-15

16. Types of Interviews
• Unstructured
– interviewer and applicant have a conversation
that is unscripted
• Structured
– interviewer follows an interview script designed
specifically to target certain KSAs required for the
job
5-16

17. Question?
Which type of structured interview asks
candidates to recount actual instances from
their past work?
A. Situational
B. Behavioral
C. Conditional
D. Circumstantial
5-17

18. Structured Interviews
• Situational
– hypothetical scenario questions that ask
candidates to describe in detail how they would
likely behave in such a situation
• Behavioral
– questions that ask candidates to recount actual
instances from their past work
5-18

19. Conducting Interviews
• What are the advantages of panel interviews?
• What are the disadvantages of panel
interviews?
5-19

20. Other Effective Assessment Options
• Performance tests
– tests specifically designed to measure “hands-on”
skills
– Highly predictive of job performance
– Assessment Centers/Job Samples
5-20

21. Performance Tests
• Work sample
1. Select the sample
2. Define performance
3. Create a realistic environment
Do you have a work sample? How do you conduct it?
5-21

22. Cognitive Ability and Personality
• Cognitive Ability tests
– measure a person’s ability to learn and acquire
cognitive skills including verbal, mathematical,
spatial and memory-based skills
5-22

23. Ensure Goal Commitment
• Make it public
• Be supportive
• Tie to vision/mission
• Set goals, not actions
• Track and feedback progress
• Ensure resources, remove obstacles
5-23

24. Defining Performance Criteria
Ask the questions:
• If this employee performs poorly, what would
suffer greatly?
• What will this employee’s performance make
possible and for whom?
• What will I do if the performance is poor?
5-24

25. Question?
Which type of behavioral assessment involves
comparing an employee’s performance to
that of a “model” described in the
performance statement?
A. Objective assessment
B. Subjective assessment
C. Absolute subjective
D. Relative subjective
5-25

26. Use Multiple Methods to Assess Behavior
and Results
• Objective assessment
– methods based on results or impartial
performance outcomes
– represent employee output that is visible and
countable
• Subjective assessment
– methods that involve human judgments of
performance
5-26

27. Use Multiple Methods to Assess Behavior
and Results
• Absolute subjective
– assessments involve comparing an employee’s
performance to that of a “model” described in the
performance statement
– Graphic rating scale
– Behaviorally anchored rating scales
5-27

28. Use Multiple Methods to Assess Behavior
and Results
• Relative subjective
– assessments compare an employee’s performance
with another employee’s performance
– Ranking
– Forced distribution
5-28

29. Use Multiple Sources of Data/People
• Observe behavior over time
• Take notes
• Ask for customer feedback
• Allow for a self-evaluation
• Monitor common errors
5-29

30. Provide Consistent and Constructive
Feedback
• What is the purpose of feedback?
• Is it motivational?
• Does it guide behavior?
5-30

31. Critical Elements of Good Feedback
• Specific feedback is more effective than vague
feedback
• A focus on the problem is more effective than
on the person
• Maximize absolute feedback, minimize
relative feedback
• Avoid absolutes
5-31

32. Critical Elements of Good Feedback
• Be timely
• Focus on the future
• Include information
for improvement
5-32

33. Discussion Question?
Which element of feedback is the most critical?
A. Focus on the future
B. Include information for improvement
C. Maximize absolute feedback, minimize
relative feedback
D. Avoid absolutes
5-33

34. Feedback
• Take a moment and think about the best
feedback you ever received.
• What was it?
• What about the worst?
• Care to share?
5-34

35. Dealing with the Problem Employee
• Diagnose the problem first
• Hold a performance improvement discussion
• Train employees, when appropriate
5-35

36. Performance Improvement Discussion
1. Agree on the problem
2. Mutually discuss problem solutions
3. Create an action plan
4. Provide ongoing feedback – reinforce
improvement
5-36

37. Coaching the Star
1. Do they value difficult feedback?
2. Do stars usually thank you?
3. Why do managers spend more time with problem
employees?
5-37

38. Understanding Star Performers
• Learning orientation
• Selective hiring
• Reward and recognition
• Challenging job assignments
5-38

39. Engaging the Star Performer
• Do they value autonomy?
•
• Do they take more risks?
• Do they like authority figures?
• Are they more loners?
5-39

40. Coaching for Employee Growth
• What is a self-reliant achiever?
• How do you develop self-reliance?
• Why is it hard?
5-40

41. Power and Influence
• Authority
– type of power that a person possesses due to his
position
• Influence
– use of power
6-41

42. Myths of Power and Influence
• Power and influence are inherently “slimy”
• “Rationality” is the best form of influence
• Power stems solely from one’s position
• Involving others and sharing power weakens
your own position
• First impressions and good manners are
overrated
6-42

43. The Sources of Power and Influence
Bases of Power
• Reward
• Legitimate
• Referent
• Expert
• Coercive
6-43

44. Bases of Power
• Reward power
– ability to provide others with rewards they desire
in exchange for work you need accomplished
• Legitimate power
– that which is invested in a role or job position
6-44

45. Bases of Power
• Referent power
– stems from another person either admiring you or
wanting to be like you
• Expert power
– person possesses knowledge and skill that
someone else requires
• Coercive power
– power to force someone to do something against
their will
6-45

46. Question?
What is the tendency to believe, behave and
perceive in ways that are consistent with
group norms?
A. Normative justice
B. Conventional observation
C. Conformity
D. Traditionalism
6-46

47. Norms and Conformity
• Norms
– a code of conduct about what constitutes
acceptable behavior
• Conformity
– tendency to believe, behave and perceive in ways
that are consistent with group norms
6-47

48. The Range of Influence Tactics
6-48

49. Relative Effectiveness of Tactics
• Resistance
• Compliance
• Commitment
Why do we do the things we do?
6-49

50. Question?
What is the combination of the most effective
influence tactics that results in behavior that
is “disarmingly charming and engaging
manner that inspires confidence, trust, and
sincerity”?
A. Legalistic skills
B. Political skills
C. Professionalism
D. Authority skills
6-50

51. Influence Tactics
• Political skills
– combination of the most effective influence
tactics that results in behavior that is “disarmingly
charming and engaging manner that inspires
confidence, trust, and sincerity”
6-51

52. Social Influence Weapons
• Principle 1: Friendship/Liking
– Ingratiation
– Self-enhancement
– Enhancing the other
6-52

53. Social Influence Weapons
• Principle 2: Commitment and Consistency
– Foot-in-the-door
– Lowballing
– Bait-and-switch
6-53

54. Social Influence Weapons
• Principle 3: Scarcity
– Hard to get
– Deadline
– One-of-a-kind
6-54

55. Social Influence Weapons
• Principle 4: Reciprocity
– Door-in-the-face
– That’s not all
– Foot-in-mouth
6-55

56. Social Influence Weapons
• Principle 5: Social proof
– Repeated affirmations
– Vivid examples
– Name-dropping
6-56

57. Social Influence Weapons
• Principle 6: Appeals to authority
– Snob appeal
– Appeal to tradition
– Appeal to novelty
6-57

58. Discussion Question?
Which social influence weapon is the most
effective?
A. Appeals to authority
B. Social proof
C. Reciprocity
D. Scarcity
6-58

59. Managing Your Boss
1. Important to understand your boss’s
mindset and see the world through her lens
2. Communicate in your boss’s preferred style
3. Understand yourself
6-59

60. Communication Strategies
• Have a clear vision of your recommendation
• Outline both costs and benefits
• Ask for input
6-60

61. How do you build positive
realtionships
• Write down your best tip.
5-61

62. Building Positive Relationships
• Get to know your people – show genuine interest in
others
• Practice MBWA – Management by Walking Around
• Get your hands dirty
• Arrive early to work and meetings
• Regularly talk a little about yourself
• Be authentic
• Show appreciation
• Under promise and over deliver
6-62

63. Building Your Social Network
• What od you do to build connections?
• Takes superior persistence, organization, and
follow-up
6-63

64. Building Your Social Network
1. Important to have a positive outlook on
needing help and about soliciting support
2. Get beyond your organization and become
active in industry or other professional
events
3. Use an organizer to manage the contacts
you have made
6-64

65. Frequent Relationship Mistakes Managers
Make
• Keeping Monkeys on your back
• Taking credit for the work of others
• Failing to follow-up on commitments quickly
• Trying to show everyone who’s in charge
• Refusing to ask for help
• Over reliance on title
6-65

66. Test Your Influence Quotient
• Test your Influence Quotient at
www.workingpsychology.com
6-66