CORRECTING DEFICIENCIES I APAMSA Leadership Development Module.
-
Upload
violet-russell -
Category
Documents
-
view
220 -
download
3
Transcript of CORRECTING DEFICIENCIES I APAMSA Leadership Development Module.
CORRECTING DEFICIENCIES I APAMSA Leadership Development Module
Correcting Deficiencies I
Correcting performance deficiencies is a difficult responsibility
People fear criticism because it threatens their self-esteem or may imply personal rejection
Leaders avoid confrontations because of unsettling emotional conflict that does not solve the underlying problem
Task-Oriented Behaviors
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Task-Oriented Behaviors
Correcting Deficiencies I
To improve performance, criticism is necessary but should be done in a way that improves the relationship
Identify the most important guideline for correcting deficiencies when correcting undesirable behaviors and performances and briefly describe an example why this is the case
Leadership Challenge (16)
Correcting Deficiencies I
Gather information
Avoid biases Give prompt
feedback Describe
deficiencies Explain
consequences
Be Professional Identify causes Request solutions Express
confidence Desire to help Reach an
agreement
Guidelines For Correcting Deficiencies
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Get your facts straight before addressing an issue
Inquire about the timing, frequency, consequences, preceding events, and scope of the problem
Speak to the persons directly involved with the issue
Gather Information
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Avoid assuming that the problem is a lack of motivation or competence
Multiple reasons exist for poor performance (e.g., situational causes = unexpected events, internal causes = inexperience, external causes = failure of others)
Avoid Biases
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Give corrective feedback soon after the problem is noted
Deal with improper behavior immediately or as soon as possible
Do not delay feedback to avoid problems from getting worse
Give Prompt Feedback
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Briefly described specific examples of deficiencies
Identify what was done, where and when it occurred
Avoid exaggeration of issues, be brief and specific in describing undesirable behavior
Describe Deficiencies
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Feedback is more useful when certain behaviors are discouraged to avoid important consequences
Describe how the issue affects others or their work
Describe how the issue affects the success of the project and your personal concern for it
Explain Consequences
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Stay calm and professional
Give feedback without expressed anger or rejection which undermines problem solving
Do not place blame or unleash insults, criticize the behavior not the person
Be Professional
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Identify reasons for undesirable actions
Seek the person’s explanation for the behavior, rather than jumping to conclusions
Ask what the person would do differently in hindsight and what lessons were learned
Avoid citing personal attributes like poor judgment, irresponsibility, or lack of motivation
Identify Causes
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Ask the person for possible solutions for the problem
Let them take responsibility for their actions and solving problems
Encourage the person to brainstorm multiple remedies rather than just one
Build on their ideas and mutually derive a sound course of action
Request Solutions
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
People with low self-confidence are least likely to improve following mistakes
Leaders can build people’s confidence by believing that difficult tasks can be overcome with concerted effort, despite our past failures
Express Confidence
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Express a sincere desire to help the person improve
Use your knowledge, experience, influence, or contacts to help
Help people identify problems, new perspectives, and alternative solutions
Desire To Help
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Correcting Deficiencies I
Identify concrete action steps to be taken to help the person resolve the problem
It is not enough to tell someone to “just do better”
Remember to include in action steps you will take to help the person solve their problem
Summarize your discussion and verify understanding
Reach An Agreement
Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 124-128)
Task-Oriented Behaviors
Correcting Deficiencies I
Correcting performance deficiencies can be challenging
Guidelines for Correcting Deficiencies I provide a thoughtful approach to addressing behavioral issues or poor performance
Apply these guidelines to correct undesirable behaviors and performances
Summary
Leadership Development
Correcting Deficiencies II
Our next module discusses guidelines to deal with specific situational deficiencies
Next Topic…
Task-Oriented Behaviors
G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 124-128
Free Management Library www.managementhelp.org/ldrship/
ldrship.htm
Sources