2014 personal development ppt
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This document discusses personal development and creating a competency model for an organization. It recommends developing a competency model by defining success, identifying organizational needs, and determining the behaviors and competencies needed for top performance. A sample sales competency model is provided, listing competencies like innovation, negotiation, customer focus, and relationship management. The document then discusses using personality assessments to gain self-awareness, identifying strengths and weaknesses, and developing goals to strengthen areas and minimize weaknesses to better meet organizational competency demands. It provides tips for reviewing assessment results, creating a development plan, and continually improving competencies through goal setting and regular progress meetings.
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2014 personal development ppt
- 2. Where Are You in Your Garden of Life? Fred Herman said, “When you’re green your growing- when you’re ripe, you’re getting rotten!
- 3. 1. Develop the organization to meet its mission 2. Measure individual and organizational performance 3. Link training and development to business outcomes 4. Set Clear Expectations – Establishing Measures that are compatible with organizational goals, and focusing on the “critical few”
- 4. 4 Have a better understanding of who you are: Gain insight into personal capabilities Identify strengths and gaps Begin a process of self-management and self-development Construct a personal development plan Accentuate strengths and minimize areas of potential weakness
- 5. 5 Development Process DEFINE SUCCESS Identifying Organizational Needs SELF MANAGEMENT Goal Setting Implementing a Development Plan EVALUATE PROGRESS Measuring Success Refining Plans SELF AWARENESS Understanding Strengths And Weaknesses
- 6. 6 Personal Development The ability to develop and display your desired competencies is the result of many factors working together. Innate capabilities (natural ability, personality) Learned capabilities (knowledge, experience and skills) Aligning personal capabilities with organizational demands Personal development requires: Capitalizing on areas of strength Managing areas of potential weakness Continually growing your capabilities
- 7. 7 Aligning Personal Capabilities with Organizational Demands 1. Convene a focus group of top managers & top performers 2. Defined what success looks like 3. Identify the behaviors and competencies necessary for success 4. Develop a competency model
- 8. 8 What is a Competency Model? A competency is defined as the underlying sets of skills, knowledge, personal characteristics and abilities needed to effectively perform a role in the organization and help the business meet its strategic objectives. The combination of these factors lead to defining superior performance and excellence.
- 9. 9 Sample Sales Competency Model Innovation Generating novel and creative solutions to problems that will result in improved performance, better outcomes and higher productivity. Decisive Judgment Making good decisions in a timely and confident manner Adapting to Change Adapting to changing situations and restructuring tasks and priorities as changes occur within the business and organization. Negotiation Identifying the needs and motives of both parties involved and working toward mutually beneficial solutions and agreements.
- 10. 10 Competency Model (cont.) Planning &Organizing Effectively organizing and planning work according to organizational needs by defining objectives and anticipating needs and priorities Delivering Results Maintaining a high level of commitment to personally getting things done. Customer Focus Committed to exceeding the customer’s needs, understands the customer’s perspective and uses customer feedback to improve individual performance. Resilience Effectively dealing with work related problems, pressure, and stress in a professional and positive manner.
- 11. 11 Competency Model (cont.) Team and Collaboration Effectively working and collaborating with others toward a common goal. Influencing and Persuading Convincing others to adopt a course of action. Relationship Management Developing and maintaining positive relationships with individuals outside their work group. Functional* Acumen Having the skills, knowledge and abilities necessary to be effective in the specific functional content of a sales consultant.
- 12. 12 Personal Development DEFINE SUCCESS Sales Consultant Competencies SELF-AWARENESS ASSESS Personality We are here
- 13. 13 Your Developmental Feedback Personality can help you understand the underlying “why” of your behavior. Personality can impact how you use your other capabilities (knowledge, skills, etc.) in a positive or negative way. Personality can impact how you develop and display desired competencies and behaviors.
- 14. 14 Using Your Feedback Some of you may have been surprised by your feedback. There may be “blind spots” of which you were unaware As you review your Assess report again, consider: Is this important to me? Do I need to change? Remember, change is a process that has a natural progression. Denial Resistance Exploration Commitment To successfully change, you need to pass through all four phases.
- 15. Reading a Personal Development Report Look for areas of natural fit Within competencies Across competencies Identify areas of weaker natural fit Within competencies Across competencies
- 16. 16 Competency Information Graphic shows those personality characteristics which might help or hinder the display of the competency. The colored boxes will help you identify areas of strength and areas for potential development. The narrative will discuss how your personal characteristics might impact your behavior.
- 17. 17 Development Suggestions The report provides suggestions for managing any characteristic which falls outside the desirable range on one or more competencies.
- 18. 18 Take time to review your developmental suggestions Paragraph about the behavior Activities you can begin to implement Books, multimedia, online learning and public courses Look for behaviors that impact more than 1 competency Get more “Bang” for your developmental efforts
- 19. Personal Development Goals What are the one or two key things you have decided to do work on? • These do not have to be major changes, but tweaks that will make you more successful Examples: • Speed up my decision-making process • Manage my tendency to over react to criticism and stress • Improve communication with other departments • Listen and be open to others’ feedback
- 20. Making It Happen Meet with your coach/manager to review your Assess report Gain insight with the aide of your coach/manager, peers and others that know you well Finalize your personal action plan (with dates and specific action steps) Act on your plan (check progress and make changes if it doesn’t seem to be working) Meet with your coach/manager regularly for insight and feedback
- 21. Improving Never Ends! Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever lengthening, ever ascending, ever improving path. You know you will never get to the end of the journey, but this, so far from discouraging, only adds to the joy and glory of the climb. Sir Winston Churchill 1874-1965
Editor's Notes
- It’s difficult for any of us to get to where we want to be until we understand where we are. As you participate in the workshop today, remember that career development is not an isolated event nor is it something that should be done only at specific career stages. Rather, it should be a continual process of self-evaluation, goal setting and development, which moves you from where you are to where you want to be. This workshop is one step in a series of steps that will help you in your career development planning. It is through a process of self-awareness, self-development and self-management that we grow from where we are to where we want to be.
- The career development process begins with understanding these competencies that lead to success. Then, the process moves to SELF AWARENESS, SELF MANAGEMENT and EVALUATION of PROGRESS. Development then is a continuing cycle. Not something you do once or twice in your career, but a continual process of aligning your capabilities with your role and the needs of the organization. Over the course of the workshop today will work our way through this process beginning with Defining Success.
- Finally, we need to make the point that none of us should be developing in isolation. To create a win-win for everyone, career development should be a partnership between the individual and the organization. The individual accomplishes their career objectives, while the organization develops the human capability necessary to achieve organizational goals. The question you should ask now is “How?” How do I create this partnership? How do I focus my development on the capabilities most critical in my job today and in the near future? How do I add value to the organization? Let’s review a model for job effectiveness. (Review from the bottom to the top of the diagram. Begin with Effective Outcomes ) We all want to be effective in our role in order to achieve success and move closer to our broader career goals. Before we can determine what we should do (our behaviors) to be effective, we have to first understand the business and organizational climate. It is important that we understand the business direction, the strategy, the short-term and long-term goals and how they relate to our role in the organization. Once you understand the business environment, then you can identify the outcomes important to your job. What must you achieve to contribute to the success of the business? (Highlight the “Competencies/Behaviors part of the job effectiveness graphic) Whether or not we can effectively produce these outcomes depends on our behaviors – things we do on the job. Competency models convey the important behaviors for success. (Highlight the “Individual” part of the job effectiveness graphic) Your ability to develop and display your desired job competencies is the result of several factors working together. Innate capabilities which are “inside” each individual, such as their personality, motivations and natural abilities, and Learned Capabilities which are the skills, knowledge and experience that we acquire throughout our career. In order to maximize your effectiveness you will want to align your personal capabilities (innate and learned) with the demands of your role (behaviors and competencies) so that you can produce your desired job outcomes. In our time today we will help you to: Gain insight into personal capabilities (innate and learned) Identify strengths and gaps Initiate a process of self-management and self-development Construct a personal development plan to accentuate strengths and minimize areas of potential weakness It is through this process of self-awareness, self-development and self-management that we grow from where we are to where we want to be.
- There are many definitions and meanings of the word “competencies” and organizations use the term in different ways. For our purposes, here is how we define a competency. It is really the combination of all of these factors that lead to defining superior performance and excellence. It is your skills, the experience you bring, as well as your natural tendencies such as your personality, values, motivations and abilities. All of these things combine together to help you (or hinder you) in displaying the needed competencies. For some competencies your skills and experience may be more correlated with success, while for others, your innate characteristics and abilities may contribute more heavily to success.
- There are many definitions and meanings of the word “competencies” and organizations use the term in different ways. For our purposes, here is how we define a competency. It is really the combination of all of these factors that lead to defining superior performance and excellence. It is your skills, the experience you bring, as well as your natural tendencies such as your personality, values, motivations and abilities. All of these things combine together to help you (or hinder you) in displaying the needed competencies. For some competencies your skills and experience may be more correlated with success, while for others, your innate characteristics and abilities may contribute more heavily to success.
- PREPARATION: This is the ASSESS General Individual Contributor Model -- Replace this with client competency model before workshop if applicable. (For the General Individual Contributor Model) In our work across organization we have worked with many different success models. Drawing from this work we have identified a set of broad competencies that enable success across organizations and industries. Let’s review each of these and then in a moment we’ll have you consider which are most important given your present situation. You will notice in the model that some competencies are about how you Think (such as Decisive Judgment), some are about how you Work (such as Planning and Organizing and Delivering Results) and some are about how you Relate to Others (such as Teamwork and Collaboration). In most professional roles an individual needs a balance of Thinking, Working and Relating competencies to be successful.
- Let’s continue to review the competencies…
- Let’s continue to review the competencies…
- It’s difficult for any of us to get to where we want to be until we understand where we are. In this segment of the seminar we will take the competencies down to a more personal level. We will focus on increasing your self-awareness – taking stock if you will of where you are on these factors. To do this we will provide you with several different feedback reports as well as having you complete some exercises and discussions. ASSESS 360 – will provide feedback from others in the workplace in terms of how well you display each of the desired competencies. Think of it as a mirror to see how you behave. ASSESS Personality – Considers your innate capabilities and will help you look deeper and explore why you might behave the way that you do. This understanding will help you to capitalize on your natural strengths and recognize potential difficulties as you develop your skills. In the Learned Capabilities exercise we will talk about critical experiences and knowledge that facilitate success.
- Innate capabilities are typically those that we are born with (or develop at an early age) which remain generally stable across our life.
- Before we start to delve into our individual results (which we know is a major attraction for this seminar) we want to cover a few key points for you to remember. For those of you who have received 360 feedback before, what was your reaction? Did you feel the same immediately as you did over the longer term? For most people they find themselves going through stages of reaction. It has a natural progression so don’t let it take you by surprise. Change is a constant in our lives but that doesn’t mean that it is easy – especially when we are talking about personal change. Some of you may have heard of the SARA model – shock, anger, resistance, acceptance. Drs. Jaffe and Scott are experts in the field of change management. Their change model is called DREC. The authors describe change as natural progression through a series of four phases: Denial, Resistance, Exploration, and Commitment. To successfully deal with personal growth and change, we must pass through all four phases. To help, I will to take you through a quick case study as you review your report. Handout 360 Feedback Reports.
- If we return again to Doug Examples’ assessment results, we can review his personality results by competency to see how they increase his understanding and enrich his development. Remember in the 360 feedback, Doug was rated low on Negotiation. Here we can better understand how some aspects of his personality might help/hinder his display this competency. What might help Doug? Need to be Liked, Frustration Tolerance, Insight, etc. What might hinder his ability to negotiate? Doug may be so assertive that he overly-dominates the negotiation. His low self control may cause him to say something without properly considering the impact of his words. He also tends to have a negative view of people – thus he might not trust others.
- The final section of Doug’s report helps him with his development. Developmental suggestions are given for any characteristic that falls outside the desirable range on one or more competencies. So there would be suggestions for high Assertiveness, low Self- Control, and in this example a low Positive View of People. The other piece of information Doug will learn from the suggestion is that if he could learn to manage this particular aspect of his personality, it could have a positive impact on many of his desired competencies.
- Take the next 30 minutes to read through your detailed narrative. We recommend you read it fairly quickly the first time. Don’t spend too much time on any one statement or competency, but get an overall feel for what the report is telling you. Then re-read the report and note which statements you find to be particularly descriptive of you and which you might be unsure of. For those where you have a question, think about how you might confirm or disconfirm the statements accuracy.
- Make sure to think about your personal development goals in the context of the rest of this week and your other leadership development activities: How does what you hear about your innate tendencies relate to your Crucible Moments and how you reacted in those situations? How do your innate tendencies jibe with your Leadership Purpose? Are there certain things you need to ‘watch for’ to ensure optimal success of your purpose? Or specific strengths that you can leverage?