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3 Cards in this Set
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- Back
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SETTING GOALS WITH SPIRIT |
Before you can develop plans, you need to know what you want to accomplish. Your goals are targets.
SPIRIT Each objective should be broken down into several small achievable goals that will help you get to where you want to go. Good goals should have SPIRIT.
Specific Be specific about what you want to achieve and what you don want to achieve. The result should be tangible and measurable. Prizes Reward yourself at different point in the goal. Particularly if it's long term. If your goal is to safe $1000 for a weekend vacation. For example, you might cook a special meal when reach the halfway mark.
Individual The goal must be something that you want to do. Link the goal to something that interest and motivates you.Like how great it feels to finish a large assignment.
Review Review your progress periodically. Does the goal makes sense? Are you sick? Do you need to adjust certain part of it?
Inspiring Frame the goal positively. I don't like the way I look. I need to get into shape. Make the goal fun to achieve. You could make a poster of the end result. Frame it and post it on the wall.
Time Bound Give yourself a dead line to achieve the goal. If it's pretty big objective. Split the goal into smaller part and give yourself a deadline for each part.
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THE ROLES OF VALUES |
Work values Motivational speaker Denis waitley has said that life is a do it myself project. Each of us must take the blame or the credit for our performance. We personally have the power to control many more personal aspect of our lives, both mentally and physically. Than we have ever thought possible.
What do we value in work ? The importance of values. People vary widely in their values. It's very important for supervisors to understand what their employees value. It is important for a supervisor to know the value of the organisation and to determine their individual values.
Identifying your values The list below reflects some common values. Choose the ten that most appeal to you as a person. ( Meaning that they apply both at home and work). 1. Achieving fame and recognition 2. Expressing creativity 3. Being challenged by pressure and deadlines 4. Busing a family 5. Contributing to society 6. Diversity in daily task 7. Enjoying what you do 8. Freedom to set your own pace and goal 9. Having privacy 10. Leading others to success 11. Being productive 12. Sense of accomplishment 13. Truth and integrity 14. Ability to persuade and influence others 15. Adventure and excitement 16. Behaving ethically 17. Being skilled and capable 18. Demonstrating expertise 19. Financial wealth 20. Reliability 21. Working individually 22. Feeling independent 23. Self development 24. Achieving excellent 25. Having power and control |
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Phase 1 preparation |
Preparation is all about getting the employee ready to do the job. Its the manager's responsibility to:
1. Select the right person for the job 2. Establish long-term objectives with the employee. 3. Ensure objectives are clearly communicated. 4. Ensure that the necessary support are in place to carry out those objectives. 5. Identify and satisfy training needs 6. Spell out the accountability system related to the employee performance objectives. Choosing the right person for the job The most important thing you can do as a supervisor is to hire, good people. You had probably heard that people are organisation's most valuable asset. Don't take the job of hiring lightly and don't go into it unprepared.
So what can you do to make sure you have the right people working for you? 1. Have position description for your employees so you know what the job entails and what skills you are looking for. 2. Make sure the position descriptions are up to date . A position description is a legal document. Without one, both employee and employer can be confused about roles and expectations. It's impossible to measure someone's performance if they don't know what is expected of them.
An effective position description should include. 1. Job title 2. Job purpose (Why are they there) 3. Reporting relationships (who do they report to?) 4. Key responsibility areas ( what are they specific to do) 5. Limitation of the position in terms of problem solving and decision making authority. 6. Competencie expected in performing the job duties (people skills, technical skills etc) 7. Environmental factors ( what culture and environment would they be working in?)
Requirement to perform the Job also known as Job specification may be part of the position description as well. This will include the education, experience, training and competencies required to do the job.
Job description should be written out for every employee. There is sometimes a management trend not to give people job descriptions, in the believe this will make the employee more flexible.
Without job description employees feel that they have more responsibilities.
The job description should be self-explanatory for both employees and supervisor. If they are so fuzzy neither of you know expectations, you are in trouble.
Know what behavioural interviewing is all about. The goal of the behavioural interview is to predict future job performance by learning more about the candidates's past performance. Behavioural questions ensures spontaneity since candidate can't prepare for them in advance like they can traditional questions.
Situational interview questions can further communicate job expectation. Situational interview questions goes beyond behaviour and explore specific incidents. Questions like "If you were in this situation what would you do?"
Testing is important too. While we can get information in an interview, testing is also a helpful way to learn about candidates. It also removes element of bias during interview. Formal test are common for aptitude and skills testing.
Brush up on your communication skills Make sure you ask open questions to gather as much information as possible. Probe for more information and listen to what is being said and what is not said. Watch your body language, candidates are watching all your moves so make sure you do not convey by facial expression, hand movement or tone of voice. Whether you are favourably or unfavourably impressed by the candidate. Be pleasant and noncommittal to everyone.
Setting standards Standards should be clearly written so that they are clearly understood and so that employee can reach them. Standards are more acceptable when employee help in setting them. If there are multiple employees on a team, try assigning the task to a team or a small group of representatives. * You could consider setting standards in any of the following ways 1. The group leader ( supervisor, manager or someone at the head office) sets the standards 2. Group members ( the employee who do the work) set their own standards 3. Group members and leaders negotiate the standards together. Effective training Organisations need to use the combination and formal and informal training programs to successfully provide employees with what they need. Classroom learning has the advantage of being: 1. Relatively inexpensive 2. Flexible 3. Responsive to audience requirements. 4. Interactive With advances with e-learning technology, training can also be provided for staff with internet access with the use of handheld devices. Coaching 101 Coaching is a conversation usually one on one that help people develop their skills achieve success and reach their goals. What coaching is not Disciplinary matters such as tardiness, attendance issues, insubordination, breach of contract or inappropriate conduct ate not part of the coaching conversation and should be managed within their own separate context. What coaching is really about Coaching has evolved to become an expected competency for supervisors. Effective managers at all levels recognise the need to develope employees they supervise. By helping other expand their capabilities and improve their performance. Coaching should not be confused with career counselling or performance review, though it's similar to these two activities. It differs in that it is day to day hand on process of helping employees recognise opportunities to improve their performance and their capabilities. The coaching toolkits This skill requires you to have skills that allow you to analyse ways to improve performance. These critical skills are; 1. Interpersonal communication skills 2. Helping skills 3. Mentoring skills 4. Teaching skills 5. Challenging skills The coaching formula Aptitude + motivation + resources = success Checklist for success In order to be successful, there are three things we need to consider 1. Aptitude:- the knowledge, skills, ability, and talent to reach your objective. 2. Motivation:- the attitude, focus, confidence, and drive to reach your objective. 3. Resources: having the support (people and things) tools and time to reach your objectives. With these three factors addressed, people have the ability to be successful. |
