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

Copyright © 2012 Human Workflows, LLC  What factors helped in your own development?  Randy – flipchart answers!

Copyright © 2012 Human Workflows, LLC  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 …  …

Copyright © 2012 Human Workflows, LLC  The Value of Bosses Edward 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 10 th person to 9 person team  Main impact – teaching – imparting better methods or skills  Max value requires better boss with better workers

Copyright © 2012 Human Workflows, LLC  Team leader / Team member  Both can play role of  Teacher  Learner  Facilitator  Mentor  Coach  Consultant  …

Copyright © 2012 Human Workflows, LLC  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 …

Copyright © 2012 Human Workflows, LLC  First: What motivates people to high levels of performance?

Copyright © 2012 Human Workflows, LLC  Answer? www. youtube.com/watch?v=u6XAPnuFjJc Daniel Pink Video on What Motivates us (Go to YouTube url below)

Copyright © 2012 Human Workflows, LLC  Answer?  Rank for yourself:  Self worth  Family needs  Social value  Basic needs of security, shelter, food …  Make money  Membership identity  Social position (PhD) status  …

Copyright © 2012 Human Workflows, LLC  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

Copyright © 2012 Human Workflows, LLC  2 Theories for effective skill development 4 Stages of Competence  developed at the Gordon Training International by its employee Noel Burchin the 1970s. Gordon Training International  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 ManagerPaul Hersey Ken Blanchard The One Minute Manager

Copyright © 2012 Human Workflows, LLC  4 Stages of Competency

Copyright © 2012 Human Workflows, LLC  4 Stages of Competency

Copyright © 2012 Human Workflows, LLC  4 Stages of Competency

Copyright © 2012 Human Workflows, LLC  Delegation Theory Situational 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:

Copyright © 2012 Human Workflows, LLC  Delegation Model

Copyright © 2012 Human Workflows, LLC  Real Life Example 2 thumbs around the world

Copyright © 2012 Human Workflows, LLC  Delegation Model

Copyright © 2012 Human Workflows, LLC  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 Increasing personal support D1 Low High S1 Directing

Copyright © 2012 Human Workflows, LLC  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. Increasing technical support Increasing personal support D1D2 Low High S1 S2 Directing Coaching

Copyright © 2012 Human Workflows, LLC  Development levels D-3 They are experienced and able to do the task but lack the confidence to take on responsibility. Increasing technical support Increasing personal support D1D2D3 Low High S1 S2 S3 Directing Coaching Supporting

Copyright © 2012 Human Workflows, LLC  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. Increasing technical support Increasing personal support D1D2D3D4 Low High S1 S4 S2 S3 Directing Delegating Coaching Supporting

Copyright © 2012 Human Workflows, LLC  Development LevelCompetencePersonal Commitment D1LowHigh D2Low to SomeLow D3Moderate to HighVariable D4High

Copyright © 2012 Human Workflows, LLC  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

Copyright © 2012 Human Workflows, LLC  Delegation Model

Copyright © 2012 Human Workflows, LLC  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. Increasing technical support Increasing personal support D1 Low High S1 Directing

Copyright © 2012 Human Workflows, LLC  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.. Increasing technical support Increasing personal support D1D2 Low High S1 S2 Directing Coaching

Copyright © 2012 Human Workflows, LLC  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. Increasing technical support Increasing personal support D1D2D3 Low High S1 S2 S3 Directing Coaching Supporting

Copyright © 2012 Human Workflows, LLC  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. Increasing technical support Increasing personal support D1D2D3D4 Low High S1 S4 S2 S3 Directing Delegating Coaching Supporting

Copyright © 2012 Human Workflows, LLC  Delegation Model

Copyright © 2012 Human Workflows, LLC  Increasing technical support Increasing personal support D1 Low High S1 Directing

Copyright © 2012 Human Workflows, LLC  Increasing technical support Increasing personal support D1D2 Low High S1 S2 Directing Coaching

Copyright © 2012 Human Workflows, LLC  Increasing technical support Increasing personal support D1D2D3 Low High S1 S2 S3 Directing Coaching Supporting

Copyright © 2012 Human Workflows, LLC  Increasing technical support Increasing personal support D1D2D3D4 Low High S1 S4 S2 S3 Directing Delegating Coaching Supporting