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Encouraging Excellence
Businesses often operate on the assumption that if someone is good at doing something, he or she will be good at managing others to do that same thing. Unfortunately, it's not true. Managing others well, developing them to their full potential, helping them become self-sustaining learners--requires specific understanding, attitudes and skills that go beyond what most people learn in school, in life, or on the job. Today, managers must be effective developers of people. Global competition, the cost of hiring and training, rapid shifts in technology, the increased expectations of today's work force for professional and personal growth--all these factors are driving companies to focus on people as never before. Managers need to know the what, why, and how of developing people — what effective management looks like, why it's important and how to do it — so they can encourage excellence in each employee. This supports success for the manager, the employees and the organization—and managers also gain the personal satisfaction that comes from helping people reach their potential. Each skill in this course has been selected to support you in this critical responsibiility. We've outlined below the flow of your Encouraging Excellence learning experience. Day 1: MorningAs the first day begins, participants reflect on their own experience of the characteristics that make a manager effective or ineffective. From that base of understanding, the instructors teach the foundational skill of listening. Participants talk about the costs and benefits of listening, learn practical skills for doing it well, and practice listening with each other in this supportive environment.Day 1: AfternoonNext, the group focuses on the importance of making clear performance agreements. The instructor encourages the group to think about what's important about having two-way agreements with employees about what's needed. Then they learn a model for making collaborative performance agreements, and practice using real-life circumstances. Then they learn and practice the skills of recommitment — what to do when people don't keep agreements.Day 2: MorningThe second day, the focus turns to giving feedback — one of the manager's toughest responsibilities. Participants learn how to give corrective feedback in a way that's both hearable and actionable. Using actual situations as a basis, participants practice giving both corrective and positive feedback.Day 2: AfternoonThe final skill of the course is coaching. The group explores the key elements of developing employees, and learns a coaching model that incorporates these elements. Then the participants help the instructor use the model to coach a volunteer from the group. Participants end the day by choosing specific back-at-work situations for using the course skills; making a commitment to keep exploring these new ways of behaving. |
