Building Personal Capabilities Flashcards
Crafting clear and concise materials. Talent development professionals have many opportunities to develop content that is critical to their functions and their jobs. What types of content can they develop
− They must create longer content such as talent development’s business or strategic
− plans, reports that summarize the success of an initiative, agreements with consultants, − −
− requests for proposals, project management plans, and other opportunities for talent
− development to complete its work.
− They develop content that is shorter, for example, business cases, value propositions, job −− descriptions, work objectives and goals, blog posts, articles, and performance appraisals.
− They may also create training materials used to develop employees such as participant
− manuals, facilitator guides, role plays, case studies, and critical incidents.
Guidelines for creating written materials
− All written materials should: o Have a single purpose. o Be tailored to the reader. o Ensure economy. o Be accurate. o Be organized. o Be visually appealing.
Structure of written communication
− Talent development professionals should streamline written communication so it states
− objectives and expectations clearly.
− Written communication should follow a format that is easy to comprehend: The opening
− states the facts, the middle provides supportive details, and the closing makes a call
− for action.
Effective use of email
− Written communication has degrees of formality, with email being one of the most informal.
− Since the reader must interpret the sender’s tone, problems can occur when the receiver’s
− interpretation of tone does not match the intention of the sender.
Emotional Intelligence: History of emotional intelligence. −
The term has been around for more than a half century.
− The concept has been presented in various publications over the years.−It became widely popular after Daniel Goleman published his book, Emotional Intelligence, − in 1995.
What Is emotional intelligence?
− It is the potential to monitor and accurately identify, express, and understand one’s own
− and others’ emotions and reactions.
− It includes the potential to control personal emotions, use them to make good decisions, and act effectively
Research on emotional intelligence. − A number of studies demonstrate the value of emotional intelligence and nearly every
− facet of work is influenced positively or negatively by emotional awareness and regulation.
− An individual’s emotional state can do what?
o positively affect memory and learning
o boost confidence to make better decisions
o improve connections and effective working relationships with others
o cause physiological reactions that affect health and well-being
o enhance creativity.
What are the benefits of emotional intelligence?
− Better self-perception of social ability, more successful interpersonal relationships, and less
− interpersonal aggression and problems
− Being perceived by others as more pleasant, socially skilled, and empathic to be around
− Better relationships with family and colleagues
− Increased social dynamics at work as well as better negotiating ability
− Higher life satisfaction and self-esteem and lower levels of insecurity or depression
What are the Criticisms of emotional intelligence?
− There are concerns that the model confuses skills with morals.
− It does not have predictive outcomes.
− Measurement of the model is also a concern because it is based on self-assessment.
What is the ability model of emotional intelligence?
− The ability model requires people to be evaluated for four related abilities to determine − their emotional quotient: o Perceiving emotions o Reasoning with emotions o Using and understanding emotions o Managing emotions.
What is the mixed model of emotional intelligence?
− The mixed model is built on five competencies (self-awareness, self-regulation,
− motivation, empathy, and social skills); it mixes emotional intelligence qualities with other −− personality traits
What is the trait model of emotional intelligence?
The trait model is not an ability-based construct; it establishes that people have emotional −− traits or emotional self-perceptions as part of their person
What are Group dynamics?
− Group dynamics refers to any group, including social communities, that has something in common.
What creates a dynamic between team members, making them dependent on one another for success?
Having a goal. A talent development professional’s role is to work with individuals and account for all the different characteristics, wants, needs, and behavioral styles that make up the
group dynamics.
What are the three levels of listening?
Passive listening
Attentive listening
Active listening
− Listening skills are critical when talent development professionals are doing what four things:
o answering participant questions as they facilitate learning
o addressing concerns when they coach managers
o responding to requests from senior leaders
o solving issues as they consult with managers.
What four ways can talent development professionals can leverage group dynamics
- Involve everyone in vision creation.
- Clarify decision-making responsibilities.
- Identify and leverage collaboration opportunities.
- Establish values or guiding principles.
How can we foster teamwork and collaboration
Create shared experiences and maintain excellent communication to foster teamwork and collaboration.
Three Methods to build a collaborative environment
- Show respect.
− Value others’ skills.
− Acknowledge others’ feelings, opinions, and ideas.
What three existing collaborative networks can you identify?
- Internal customers
− Suppliers
− Other alliances that extend collaboration beyond the talent development function
How do you establish new collaborative networks?
− Present a compelling case about what can be achieved.
− Explain why networking could be advantageous.
− Explain how leveraging each other’s strengths would be beneficial.
− Get buy-in to work together.
− Use a collaboration portal to share data, solve issues, and stay up-to-date with information and changes.
Why is it important to establish a motivating atmosphere
- It builds self-esteem.
− It positively influences employees to perform.
− It increases productivity.
− It encourages engagement.
− It fosters ongoing commitment to the organization.
How to create a motivating atmosphere
− Thank employees and others for a job well-done.
− Ensure others have an opportunity to do what they do best every day.
− Provide timely and specific feedback.
− Make time to meet with and listen to employees and others formally and informally.
− Maintain a workplace that is transparent, trusting, and fun.
− Encourage and reward initiative and new ideas.
− Share information with employees and others.
− Involve employees in decisions.
− Provide employees with a sense of ownership of their jobs and the organization.
− Give employees a chance to learn new skills.
− Use delegation as a motivational tool.
Why is it important to encourage shard experiences
− It has a deep impact on human socialization.
− It brings people together to enhance each other’s experience.
Recognizing, rewarding, and celebrating collaborative behavior
Reward employees for both hitting their goals and assisting others.
Recognizing collaborative overload
− Time spent by managers and employees in collaborative activities has increased by
50 percent or more.
− Collaboration can improve cross-functional work and increase connectivity but can be hazardous to the organization as well.
− A total of 20 – 35 percent of value-added collaboration comes from 3-5 percent of employees.
− As more employees take work home, performance suffers.
Principles of feedback. Feedback must be (three things)
o immediate
o sincere
o specific.
What is the feedback process? (three things)
− Plan
− Deliver
− Follow up as needed
Guidelines and techniques for giving feedback
o Be honest and direct. o Be specific. o State observed behaviors. o Express feelings. o Time it close to the action. o Speak for oneself. o Offer support when appropriate. o Do not assume intent. o Check for clarity. o Specify impact and consequences. o Offer only what can be acted on. o Don’t exaggerate, use labels, or be judgmental. o Phrase the issue as a statement. o Give positive and corrective feedback.
Guidelines and techniques for receiving feedback
o Have respect for who’s offering the feedback. o Listen actively. o Ask open-ended questions. o Continue breathing. o Ask, “How can I grow from this?” o Don’t become defensive or argumentative. o Take time to think about the feedback. o Be willing to change the behavior.
Name 8 Common leadership theories
− Great Man theories − Trait theories − Behavioral theories − Contingency theories − Situational theories − Participative theories − Management or transactional theories − Relationship or transformational theories
