11653 Chapters
  Title Author Publisher Format Buy Remix
Medium 9780874251920

Activity 17 Being a Better Coach

Mike Woodcock HRD Press PDF

50 Activities for Team Building: Volume II

Activity 17

Being a Better Coach

PURPOSE:

The team leader has a vital role to play in the development of his or her team by operating as a coach or counselor. Many team leaders accept this as sound common sense and have a genuine desire to play their part. For a variety of reasons—time or work pressures, disapproval from others, unwillingness to break new ground—this desire is often not converted into reality. Sometimes team leaders feel they do not have the expertise to master this new “technique.”

METHOD:

Consider the following guidelines about coaching:

1.

Essentially, coaching is the process of setting tasks, monitoring progress, reviewing and learning from performance. Each of these apparently simple steps requires just a little more explanation.

Setting tasks. Each task should:

Have a learning objective.

Be appropriate to the learner’s ability, experience, and development needs.

Be capable of being monitored (e.g., dates, reports, collection of information).

See All Chapters
Medium 9781605092683

Appendix: Debbie’s Secret Notes

Blanchard, Ken Berrett-Koehler Publishers ePub

To envision and communicate a
compelling picture of a preferred future.

The principle behind the practice: Leadership always begins with a picture of a preferred future.

Single-word focus: Vision

• What do I want our organization (team, group) to accomplish? What would that look like? How would we measure our success?

• What do I want to be true in the future that is not true today?

• Why should others care about this preferred future?

• How will we measure our progress?

Caution: Like water in a bucket, vision evaporates and must be constantly replenished—that is, communicated.

To recruit and select the right people
for the right job while creating an
environment where people wholeheartedly
invest themselves in achieving the vision.

• As people’s engagement level rises, so does the probability of success.

• Helping people grow pays huge dividends.

• What do engaged people look like in my context?

• In the past, what factors have led me to be fully engaged?

• Which of these factors are missing in my followers?

See All Chapters
Medium 9781599961552

Activity 26. Story of Your Name

Peter Garber HRD Press, Inc. PDF
Medium 9781576752784

Chapter 2: How do I Know Whom to Include?

Axelrod, Richard H. Berrett-Koehler Publishers ePub

19

A wedding is a good example of the challenges and complexities of involvement. It’s certainly something that is hard to do alone. And anyone who has ever planned a wedding knows that the question, “Whom will we include?” is a big, big deal.

The kind of wedding we want has a big influence on whom we invite. The answer can range from the Las Vegas quickie to a wedding on a royal scale at St. Paul’s Cathedral. If the couple chooses the Las Vegas option, fewer people are involved than in the royal scale wedding, which involves many people and many decisions. Most people come out somewhere in between.

Usually, the bride makes a list and the groom makes a list. Their lists include people they want to have there (like their best friends from school and their favorite aunts and uncles) as well as people they feel obligated to ask (like grouchy cousin Lula and brother-in-law Jack, who always gets drunk at weddings). Clashes arise between bride and groom over the size of their lists and specific inclusions and exclusions (such as old flames and buddies considered obnoxious by the opposite party). Eventually the parents of the bride and groom (who are often helping to pay for the whole deal) weigh in with their lists, including local friends and neighbors, business associates, and distant relatives who have never even met the bride and groom. The numbers begin to expand.

See All Chapters
Medium 9781576751909

Belief 6: The Role of Formal Leaders

McLagan, Patricia Berrett-Koehler Publishers ePub

See Table

A few years ago, in the midst of a large and complex change for one of the world’s largest beer companies, I met with a group of union stewards to get their ideas about how to get associates more involved in the business processes. After quite a heated debate, one of the stewards said, “We are wasting our time. We can’t change until THEY (senior management) change.” After a hushed silence, I asked the group, “Do you think THEY can change?” Group response: “Yes, some of them.” Question: “How many?” Group response, “About 50%.” Question: “How long do you think it will take 50% to change?” Group response: “About three years.”

At this point, I began to pack my things. From the group: “Where are you going?” My response, “I’ll be back in three years.” From the group: Silence… then, “But wait, if they show signs of changing, then we’ll tolerate some mistakes.”

The irony of this true story is that a few days later in a meeting with senior management, an executive said in frustration, “We can’t change until THEY change.”

See All Chapters
Medium 9781576751930

Chapter Eight

Marshall Sashkin Berrett-Koehler Publishers ePub

Change: What is flexible survives, what is unchanging dies.

Tao Te Ching, Chapter 76

Goals: A journey of a thousand miles begins with a single step.

Tao Te Ching, Chapter 64

Teamwork: Leaders and followers are part of a single whole; strength comes from this unity.

Tao Te Ching, Chapter 39

Culture: Leaders instill three values—compassion, sharing, and equality.

Tao Te Ching, Chapter 67

In Chapter Three we examined research designed to identify and measure the behaviors and skills used by transformational leaders. We identified several transformational leadership behaviors that came up consistently, across research studies. This led us to define and present our own versions of four especially important behaviors. These behaviors are skilled communication, trust-building, expression of care and respect for others, and creating empowerment opportunities. We realized, however, that this could not be the whole answer to the puzzle and practice of transformational leadership. These skilled behaviors express and illustrate transformational leadership in action. They do not, however, address the nature of transformational leadership and how it works. These actions are the result of transformational leadership, not its cause or source.

See All Chapters
Medium 9780874251784

25 Negotiation: Multiflex Ltd.

Lelslie Rae HRD Press, Inc. PDF

25 Negotiation: Multiflex Ltd.

DESCRIPTION

This activity is a case study for use in training in improving negotiation skills.

SITUATIONS

This is appropriate for any learning event that includes negotiation practice following training sessions on the techniques and skills of negotiation. If only one negotiating study is to be used, either this activity or Activity 17 is suitable. If several studies are used, it is suggested that because of its relative complexity, this activity not be used as the first practice.

OBJECTIVES

To give participants, under pressure, practice in applying previously learned negotiating techniques and receiving feedback on this practice

TRAINER

GUIDANCE

1. To obtain the maximum benefit, the activity should be preceded by a training session or sessions on the skills and techniques of negotiation, particularly in a win-win situation.

2. If a previous negotiation activity involving an employer or client and someone from the trade union or from outside the company has been used, the roles of the participants should be reversed for this activity. For example, in two negotiation activities following each other—the Hotel

See All Chapters
Medium 9781609949112

Chapter Eight: A Few Words about Big Issues

Pastin, Mark Berrett-Koehler Publishers ePub

“An issue is as big as the lie you can tell about it.”

—unattributed

SITUATION #10 Easy Conscience

A terminal patient is in great pain but, with the concurrence of his family, refuses, for religious reasons, to allow the plug (on further therapeutic treatment) to be pulled. However, the patient requests that everything be done to reduce the pain to the maximum possible extent. The patient’s physicians explain that the pain can be reduced and almost eliminated, but at the expense of the patient’s consciousness and, imminently, his life. The patient and the patient’s family find this consequence acceptable. The physicians, however, wonder if they are participating in an assisted suicide.

If you were called into this situation, what advice would you give to the physician in charge and the family members? Would your advice depend on your general views concerning euthanasia? Compare your advice to the advice actually given in this case at the end of the chapter.

You may wonder if we are ever going to tackle the “big issues” in ethics. These issues include abortion, environmental concerns, the ethics of war, euthanasia, international bribery, and genetic engineering, among others. While our focus is on the day-to-day decisions we make in our work and private lives, shouldn’t ethics tools work on the larger issues of ethical concern, too? Shouldn’t we seek to make an ethical difference on the larger stage, as well?

See All Chapters
Medium 9781609940775

10 Design for Scale

Polak, Paul Berrett-Koehler Publishers ePub

Starting a new business from scratch is one thing. Starting one that’s designed to go global is very different — and that has implications that need to be addressed from the outset.

Over the past three decades, IDE has helped 20 million poor people move out of poverty. On the face of it, this is a laudable achievement, but it’s little more than a hint of what’s possible for the 2.7 billion people in the world who live on $2 a day or less. While achieving scale is the single biggest unmet challenge in development today, we know it can be met. Here are the three practical first steps for doing so.

Five years ago, Paul met with a chapter of Engineers without Borders that had visited a Rwandan village of 1,200 families shortly after the genocide. This village had a mechanized pump attached to a cement tank that could deliver water from a deep tube well to 250 families in the village. But the motor and the tank were broken. So three engineers got the system up and running within three weeks, and 250 families were very happy. Then the engineers learned that most of the other 950 families in the village didn’t have access to clean drinking water, either. The village had quite a few hand pumps, but most of them weren’t working, and many villagers drank contaminated water from village ponds.

See All Chapters
Medium 9781786390677

14 Disappointment in Tourism and Hospitality: the Influence of Films on Destinations

Koc, E. CABI PDF

14

Disappointment in Tourism and Hospitality: the Influence of Films on Destinations

Anna Irimiás, Gábor Michalkó, Dallen J. Timothy and Mariangela Franch

Learning Objectives

After reading this chapter, you should be able to:

●● Understand the role of films as marketing communications tools in developing

­images about a tourist destination.

●● Explain the concept of disappointment as an emotion.

●● Understand the communications gap occurring as a result of film-induced tourism.

●● Understand how consumers respond to service failures and express their dis­appointment.

14.1 Introduction

When sons of the aristocracy, on returning from the Grand Tour, unwrapped the

­canvases purchased as souvenirs of Venice, Canaletto’s fascinating views of the city of lagoons amazed the public. The landscape artist majestically used two-point linear perspectives to create the illusion of space. His highly refined detailing of the Venetian architecture aimed to recreate the city’s unique milieu. In the 18th century, the Italian painter engaged his public in a virtual journey, nurturing their desire to visit Venice personally. Canaletto, long before the era of tourism, managed to turn the attention of the world to his city. Two centuries later, film, a new visual technology, has contributed to

See All Chapters
Medium 9780874254792

Chapter 5 : Hunting

Steve Gladis HRD Press, Inc. PDF

HUNTING

In the previous chapter on surveying, you discovered what you do and do not know about your writing topic. Now you must take the time to close your knowledge gaps—to go hunting. If you were to ask someone where to go for information, what do you think most people, particularly students, would say? If you guessed the library or the company files, you’re right, but they’re wrong! You’re right because that is what most students would say, but they’re wrong because that’s not the quickest way to begin the process of hunting for information.

In this chapter you will learn the hunting process: the way you can fill in gaps with information that will support your overall ideas.

Specifically, you’ll learn how to gather information from interviews, how to develop a thesis statement, where to find sources, how to

“interview” a book or periodical, and how to take notes using notecards or notesheets.

INTERVIEWING OTHERS

By far the most overlooked, yet most helpful source of information is other people. In a sense, the process of hunting—whether for a

See All Chapters
Medium 9781576754955

CHAPTER 5: Mining the Future

Tucker, Robert B. Berrett-Koehler Publishers ePub

Making predictions is very difficult,
particularly about the future.

Yogi Berra

What methods do you and your company employ to detect changes that could spell doom—if appropriate action isn’t taken—or boom, if they are? How do you look for “white space” opportunities, those that don’t fall neatly into the purview of present operating units? How satisfied are you with your process for mining the future?

Many firms are tempted to put off rethinking and revamping this part of their innovation strategy. Unless their backs are clearly against the wall, they point to recent quarterly performance and say, “we aren’t doing that badly, just look.” Or “we know we need to improve our processes in that area, but right now we’ve got a lot on our plate that is more pressing.”

Listen to the head of a mid-sized specialty chemical company describe what happened to him.

“We felt we had the [market] niche sewn up because of our strong relationship with a leading customer, a textile manufacturer,” said this CEO. “Then a competitor came out with a less expensive substitute. Their product didn’t do everything ours did, but it did everything our customer needed. 98Within months we had lost the account, and no matter how hard we tried, we couldn’t get back in.“

See All Chapters
Medium 9781576754191

Chapter 7: Toward High-Commitment Decisions

Dressler, Larry Berrett-Koehler Publishers ePub

71

Making the choice to bring people together—to decide together— is an act of courage for a leader. It is a bold and, in some corners, radical admission that formal leaders don’t have all the answers. It is recognition that sometimes the function of a leader is simply to convene. I say “simply” convene, but as should be obvious from this book, convening is neither simple nor easy when it comes to issues that really matter.

Some days are harder than others. I recall facilitating a critical decision meeting with 24 senior company leaders who had gathered from around the United States and Asia. The meeting lasted for nearly ten hours because the group felt it could not disband without a clear direction that every member would actively support. During the course of the deliberation, needs were clarified, shared goals identified, and hidden agendas uncovered. At the conclusion of the meeting people were exhausted but satisfied with the realization that they had created much more than just a policy decision. The consensus process transformed those leaders’ relationships with the company and with each other. It created a level of directness and collaboration that set the stage for a corporate-wide revitalization effort. During the course of facilitating that meeting I felt as if I were standing in a hurricane of complex issues and strong emotions. It was frightening, exhilarating, and exhausting—often at the same time. I share this experience because I have no doubt you will one day find yourself in a similar situation. Storms are part of the natural landscape of participative decision making just as they are in nature.

See All Chapters
Medium 9781576751329

19. Use Failure to Master Yourself

Manz, Charles C. Berrett-Koehler Publishers ePub

93

Few things can be more difficult than finding yourself failing in the heat of battle. Use this to your advantage. When you feel yourself faltering, practice staying calm and thinking clearly. Try to react coolly. You can breathe more deeply and slowly, picture a relaxing scene, or use calming internal self-talk. Use whatever techniques are most effective for you. This is a wonderful self-development exercise.

Most skills are not very useful if they fizzle out in the face of real challenge. Who needs special skills when things are going fine? It’s when you feel yourself sinking in the quicksand of impending failure that you most need your wits about you to find any possible way out. Panic and flailing about will only cause you to sink faster.

94

In my career as a writer, consultant, and professor, I frequently speak in front of groups although I am not a naturally extroverted person. In fact, public speaking is a very difficult challenge for me that can create a great deal of stress in my life. My natural tendency is to feel self-conscious and to be anxious about the possibility of making mistakes in front of the audience. Nevertheless, I have grown to appreciate the valuable opportunity I have every time I speak to further develop my self-leadership. And my speaking has improved significantly as a result.

See All Chapters
Medium 9781576752500

Hire: Are You On Board?

Kaye, Beverly Berrett-Koehler Publishers ePub

The hiring process does not end when you land the job. You need to get on board effectively in the first months and then stay on board. Continually marketing yourself within your own organization is vital to your success and satisfaction.

Someone wanted you here. On your first day of work they said, “Here’s your badge [key, uniform, time card, ID, password, business card, cubicle]. Enjoy.”

Wait. What happened to the welcoming committee and the orientation? If the team or organization you joined has provided a wonderful welcome, a comprehensive orientation, and periodically checks on your happiness level, you are fortunate. But if they haven’t, don’t dismay and don’t wait. Pull yourself on board before you go overboard.

To get on board, you’ll need to understand the job requirements, the culture, the standards, the policies and procedures, the key players, the business, the mission, the vision, and the values. That’s a lot to learn.

The following checklist should start you thinking about what you need to know. (Note: Even if you’ve been in your organization for years, you might be able to get more on board.) 52

See All Chapters

Load more