Copyright © 2012 Human Workflows, LLC Larry Petcovic and Randy Ribaudo, PhD SciPhD NY Academy of Sciences October 23, 2012

Copyright © 2012 Human Workflows, LLC

Developing PeopleThe Theory

Larry Petcovic and Randy Ribaudo, PhDSciPhD

NY Academy of SciencesOctober 23, 2012


What factors helped in your own development?

Randy – flipchart answers!


What factors helped in your own development?

External People Places to learn Materials Time to learn Practice with others Support others ...

Internal Self Motivated Goals / objectives Cognitive capacity Self confidence Standards of performance Social identity as … …


The Value of BossesEdward P. Lazear, Kathryn L. Shaw, Christopher T. Stanton

NBER Working Paper 18317, Issued August 2012

Most important relationship in a firm - folks who directly oversee teams of workers

Impact on productivity

What is effective supervision?

Replacing a poor super is like adding 10th person to 9 person team

Main impact – teaching – imparting better methods or skills

Max value requires better boss with better workers


Team leader / Team member

Both can play role of

Teacher Learner Facilitator Mentor Coach Consultant …


Advantage: “Enabling the Success of Others”

As Leader Goal of creating a HPT Demonstrated team

development Qualify for next position Benchmark is better than

publishing Coach team members Alternate careers …

As Member Peer based training Peer facilitator Solve problems Coach peers Qualify for Leader Demonstrated enabling

of peers Alternate careers …


First: What motivates people to high levels of performance?


Answer?

www.youtube.com/watch?v=u6XAPnuFjJc

Daniel Pink Video on What Motivates us

(Go to YouTube url below)


Answer?

Rank for yourself: Self worth Family needs Social value Basic needs of security, shelter, food … Make money Membership identity Social position (PhD) status …


If people are motivated to learn, how do we impart better work methods and skills?

People

Need knowledge Need skills Need motivation Need membership Need FEEDBACK

Methods - Skills -Task

Need Process Need

Standardization Need Controls Need Metrics Need Feedback


2 Theories for effective skill development

4 Stages of Competence

developed at the Gordon Training International by its employee Noel Burchin the 1970s.

new neural patterns take about 21 repeats with reinforcement

Delegation Theory developed by

Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager

http://en.wikipedia.org/wiki/Thomas_Gordon_(psychologist)

http://en.wikipedia.org/wiki/Thomas_Gordon_(psychologist)

http://en.wikipedia.org/wiki/Paul_Hersey

http://en.wikipedia.org/wiki/Ken_Blanchard

http://en.wikipedia.org/wiki/The_One_Minute_Manager

http://en.wikipedia.org/wiki/The_One_Minute_Manager


4 Stages of Competency






Delegation TheorySituational leadership theory

The right leadership style will depend on the person or group being led: the follower/s. The Hersey-Blanchard Situational Leadership Theory identified four levels of Development D1 through D4:


Delegation Model


Real Life Example2 thumbs around the world


Delegation Model


Development levels

D 1 -They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction.

Increasing technical support

Incr

easi

ng p

ers

onal su

pport

D1

Low

High

High

S1

Directing


Development levels

D-2 They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.


Incr

easi

ng p

ers

onal su

pport

D1D2

Low

High

High

S1

S2

Directing

Coaching


Development levels

D-3 They are experienced and able to do the task but lack the confidence to take on responsibility.


Incr

easi

ng p

ers

onal su

pport

D1D2D3

Low

High

High

S1

S2S3

Directing

CoachingSupporting


Development levels

D-4 They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.


Incr

easi

ng p

ers

onal su

pport

D1D2D3D4

Low

High

High

S1S4

S2S3

DirectingDelegating

CoachingSupporting


Development Level Competence Personal Commitment

D1 Low High

D2 Low to Some Low

D3 Moderate to High Variable

D4 High High


CAN YOU NAME A TASK FOR EACH DEVELOPMENT LEVEL FOR YOURSELF

D-1 They generally lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.

D-2 They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.

D-3 They are experienced and able to do the task but lack the confidence to take on responsibility.

D-4 They are experienced at the task, and comfortable with their own ability to do it well. They able and willing to not only do the task, but to take responsibility for the task.

Maturity levels are also task specific


Delegation Model


Delegation Model

S1 Directing/Telling;

Leaders define the roles and tasks of the ‘follower’, and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.


Incr

easi

ng p

ers

onal su

pport

D1

Low

High

High

S1

Directing


Delegation Model

S2 Coaching/Selling ;

Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader’s prerogative, but communication is much more two-way..


Incr

easi

ng p

ers

onal su

pport

D1D2

Low

High

High

S1

S2

Directing

Coaching


Delegation Model

S3 Supporting/Participating

Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.


Incr

easi

ng p

ers

onal su

pport

D1D2D3

Low

High

High

S1

S2S3

Directing

CoachingSupporting


Delegation Model

S4 Delegating;

Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.


Incr

easi

ng p

ers

onal su

pport

D1D2D3D4

Low

High

High

S1S4

S2S3

DirectingDelegating

CoachingSupporting


Delegation Model

Documents

Copyright © 2012 Human Workflows, LLC Larry Petcovic and Randy Ribaudo, PhD SciPhD NY Academy of Sciences October 23, 2012