Manual de Emerging Leader

New Manager Emerging
Leader
Skills for First Time Managers of Others
(Action Learning Session I)
Participant’s Handbook
Name:___________________
Date: ___________________
New Manager Emerging Leader
Table of Contents
Program Overview, Target Audience, Pre-work . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Program Objectives, Ground Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Introduction/Building 1:1 Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Aligning Direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Coaching for Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Principle-Based Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
2
Program Overview
The training program is divided into four modules.
Module 1 is a self-study that covers the foundational concepts related to the key systems
required for Direction Setting and Coaching, including: Purpose, Values, and Principles (PVPs),
Principle-based Decision making (PBDM), and Work and Development Plans (W&DP). The self-
study consists of WBT modules in addition to interactions with the immediate manager.
Module 2 is a 2-day classroom training session that focuses on the application of concepts
learned during module 1. It covers developing manager-employee relationships, setting
direction, and coaching employees for results.
Module 3 is a self-study that requires the participants to use learning and action plan with
immediate manager and direct reports. It includes pre-work items that establish basic
proficiency required for motivating and rewarding employees, providing career/development
guidance, and leading change.
Module 4 is a 2-day classroom session that provides an opportunity to apply the concepts,
learned during module 3, in real life situations.
Target Audience
All new managers of P&G who are responsible for providing direction, building effective
partnerships, and coaching the employees to help them achieve business results.
Pre-work
Prior to this training, you should have done the following:

• Completed the web-based training.
• Collected 'How good a partner is your manager?' assessment forms filled by direct reports
and sealed in envelopes.
• Completed challenging situation form and Principle-based Decision-making pre-work.
• Read the 'What Great Managers Do' and 'The Set-Up-To-Fail Syndrome' articles.
• Read your and one of your direct report's W&DPs.
3
Program Objectives
At the end of this training program, you will be able to:
• Effectively lead and motivate employees to peak performance.
• Build an exciting and inspiring place to work that motivates and retains talent.
• Create partnerships that are fundamental to successful manager-employee relationships.
• Apply Company systems and understand the manager's role in effectively using them.
• Articulate the roles, responsibilities, and accountabilities as a manager of others, with
commitment to follow up on a personal learning contract/action plan.
Ground Rules
• Turn off/silent your cell phones and blackberries.
• Take two coffee breaks and a lunch break.
• Start and end on time.
• Respect confidentiality of information.
• Everyone participates.
• Be open to learning.
• Ask questions and seek to understand.
• Take notes in your handbooks.
• Give specific feedback.
• Be on time (returning from breaks).
• Have fun!
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Introduction/
Building 1:1
Relationship
5
Touch Points
Manager-Employee Relationships
Aligning Direction Coaching for Results

- Building 1.1 Relationships - Coaching Skills
- Work & Development Plans - Principle Based Decision
Making
- Managing Difficult
Situations
Purpose,
Values,
Principles
Inspiring Growth Rewarding Contributions

- Career Discussions - Motivation
- Salary Planning
Notes:
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Driver’s Analysis
PVP
Understand PVP
Role model at all
levels Pride in Company
Proud to work for P&G
Best consumer products
company Improve the
lives of the world’s
Leadership consumers
Create a clear and
Inspiring vision
Instill confidence
and optimism nspiring Place to
ing, I Wo
cit rk
Ex
Learning & Growth Motivate
Opportunities for learning
Proactive self-learning
for Peak
Employability Performance
Relationship with Meaningful Work
Manager Challenge Autonomy
Care, Understanding Impact of contributions
Partnering Maximizes skills
Attract Retain
Valuing Career & Guidance the the
Opportunities Understand Best Best
paths Receive good support
and advice
Rewards, Personal
Recognition, Well-being
Work / Life balance
Compensation
Physical Well Being
Fit with expectations
Fitness & Health
Performance-based
Flexibility Driver of
Objective and fair
Workplace Retention only
Notes:
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How Does Your Garden Grow?

• Create a garden picture of you and your direct reports' showing (10 minutes):
• Each employee and his/her current level of development
• You and your current level of development
• Your current needs as a manager
• Share your picture at your table (20 minutes)
• Be prepared to share:
• Average number of direct reports
• Most common management challenges
• Most common current needs
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How Does Your Garden Grow?
Draw the garden picture here:
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How Does Your Garden Grow? - Introductions

Table Introductions
Introduce yourself by stating your:
Name: ___________________________________________________________________________
Business Unit/Discipline: ____________________________________________________________
Length of time as a manager of others: _______________________________________________
Average number of direct reports: ___________________________________________________
Most common management challenges:
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Most common current needs:
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Table Exercise
"What Great Managers Do"
What concepts or ideas were most interesting to you?
"The Set-Up-To-Fail Syndrome"
What concepts or ideas were most interesting to you?
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Session Objectives
At the end of this session, you will be able to:
• Identify the key elements of a successful manager-employee relationship.
• Demonstrate attitudes that are fundamental to successful manager-employee relationships.
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Best Managed Experience

Instructions:
• Split up into teams of four members each.

• Each person should pick up one green card and one red card.
• Share stories.
• Note down the behaviors on the part of the manager that led to particularly good
experiences and bad experiences.
• What is it that the manager said or did?
• What is it that the manager did not say or do?
• Be prepared to report out your ideas.
Notes (Green Card): Notes (Red Card):

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What are Partnerships?

Partnerships are manager-employee relationships that are based on good faith. A good
partnership involves:
• Common Objectives and Interests.
• Candor (Openness)
• Mutual Respect
• Win/Win Situation
Notes:
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Our Purpose, Values, and Principles
Consumers
P&G Values
Leadership
Ownership
P&G Integrity P&G
Passion for Winning
Brands Trust People
P&G Brands and the P&G People are the foundation of P&G’s Success.
Which aspects, if any, of our PVP had a new meaning for you after you became a
manager?_______________________________________________________________________
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Note: Use PVP booklets as a resource while considering this question.
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Self-Assessment: How good a partner are you?

Instructions:
• Complete the ‘How good a partner are you?’ form given below.
• Open the sealed envelopes from your direct reports (part of pre-work) and compare your
answer with your direct reports’ answers.
• Each participant needs to circle the item where the direct reports scored you a “1”or “2”
and where he/she did not respond as expected.
How good a partner are you?
Rate yourself on a scale of 1-4 on your relationship with your direct reports.
(1 = Disagree, 2 = Slightly Disagree, 3 = Slightly Agree, 4 = Agree)
Name: Rating:
My direct report is doing work that makes an important impact on the business (i.e.,
closely linked to the business goals and strategies).
My direct report is appropriately challenged in his/her work (i.e., there are plenty of
opportunities to learn and grow).
The capabilities of my direct report are being fully utilized.
My direct report is doing work that makes the best use of his/her skills and expertise.
The work my direct report is doing fits well with his/her career goals.
I enable my direct report to make decisions that allow him/her to do his/her job effectively.
I involve my direct report in decisions that affect his/her work.
I encourage my direct report to come up with new and better ways of doing things.
I role model PVP behavior and reinforce it in those around me.
I encourage my direct report to be candid with unpopular opinions and honest about
bad news.
My direct report and I have an open and trusting relationship.
I understand and leverage the background, style and viewpoint of my direct report.
I have had a productive and actionable W&DP discussion with my direct report in the last 12 months.
I provide coaching and feedback with clear actionable steps for my direct report to complete
his/her work priorities.
I recognize and praise my direct report when he/she does good work.
I provide good career guidance and advice for my direct report.
I help my direct report understand the skills, experiences, path and other pre-requisites to
achieve his/her career goal.
I help my direct report develop the skills he/she needs to achieve his/her career goals.
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b) What one thing would you do to improve your effectiveness?
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What you SEE is:

PERSONALITY
• Behavior
• Skills
• Style
What you must KNOW is:

CAPABILITY CHARACTER
• Experience • Attitudes
• Unexpressed Talents • Values
• Problem Solving Approach • Beliefs
• Motivations
Notes:
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Role of a Manager
Make the work meaningful
• Set priorities that are based on business goals and strategies.
• Match skills required to do the work balanced with opportunities to learn and grow.
• Create an empowering work environment.
• Partner with your employees to achieve business and organization results.
Create opportunities for learning and growth
• Stretch your employees in their current (and planned next) assignments.
• Grow capability that will enable your employees to be more competitive
in their current and future roles.
• Provide good career guidance and counsel, especially when asked.
• Encourage your employees to be proactive for their own
learning and development.
• Help employees understand the opportunities available to
learn and grow.
Tips on Building Relationships
• Encourage an open and trusting relationship.

• Provide coaching and feedback with clear actionable steps.
• Make time to know and understand your employees.
• Value and leverage unique background, style, and view points.
• Leverage W&DP to facilitate priority setting discussions, identification of learning
and growth opportunities, and planning toward short and long term career goals.
Notes:
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Building Relationships Case Studies

Instructions:
• Break out in teams of four members each.

• Each person should select one direct report. Use the Tree Model to develop a plan to build
a relationship with that employee. (10 minutes)
• Present the plan to your group. Team members provide feedback. (5 minutes per person)
• Discuss overall key learnings about building relationships.
Notes:
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Case Study 1: Jose Gonzalez

Jose will join P&G in three weeks. He has recently completed his degree in Economics and
graduated in the top five percent of his class. Jose will be relocating a long distance from his
family.
Accepting a job with P&G was a difficult decision for him as he is very close to his family.
However, he sees this as an opportunity to learn and grow. He would also like to work in a
community outreach program.
During his free time, Jose likes to play soccer and baseball, and read about current world
events.
Case Study 2: Anita Watson

• Joined P&G almost five years ago. She is a top performer.
• She serves as your team’s liaison to the Wal-Mart Global Customer Team.
• Lives in her hometown where she was born and raised.
• She has been married for two years and has no children.
• During her free time, Anita works on several activities at her church, plays at a local
Volleyball league, and enjoys cooking new recipes.
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Case Study 3: Sue Watanabe

• Sue joined P&G three years ago. She came from Japan when she was 10 years old. Her
father worked for Toyota at that time and was in charge of Plant operations.
• Sue is married to Kevin, who works for F&HC R&D. They have a nine-month-old child
named Lisa.
• During the little free time that Sue has, she teaches friends how to make sushi.
Case Study 4: Mike Jones

• Mike has been with P&G for 30 years and is planning to retire in two years. He has been in
his current assignment for five years.
• Mike is married to Sandy. They have two children who attend colleges on the East coast.
• Mike is looking forward to retirement in two years. He is planning to move back to the
East coast to be close to his family again.
• During his spare time, Mike enjoys working in his yard and going fishing.
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In which ways are you similar to this person? In which ways are you different?
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How is this person different from other team members?

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How will you learn about this person’s expectations about work, career, boss, and
reward preferences?
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How do you plan to build a relationship with this person?

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Action Plan Seedlings
What will you bring back?
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Aligning
Direction
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Session Objectives
• Set priorities based on business goals and strategies.
• See the impact of employees' contributions.
• Eliminate non-value added work.
• Fulfill the manager's role in effectively facilitating the W&DP.
• Assess and improve the quality of your employees' W&DPs using a Quality checklist.
What is the Purpose of the W&DP?
• It is more than a process or a document (not just a once-a-year evil requirement).

• It is a vehicle for frank and open discussion/dialogue that is appropriately documented.
• It is for the benefit of the employee:
• Provides feedback and perspective on contributions and performance
• Clearly captures contributions and documents strengths and development areas
• Provides guidance on career development/goals
• It provides the basis for a live and on-going discussion.
How W&DP Helps
What are the key drivers of peak performance?
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W&DP Quality Checklist

Overall Assessment
Example 1 (F&A)
1 Does it effectively describe the overall contribution in the last 6/12 months? Yes No N/A
2 Does it say strengths and development areas? Yes No N/A
3 Does it say what needs to be addressed if basic job needs are not met? Yes No N/A
4 Does it include key elements of Personal Development Plan and Career Interests? Yes No N/A
5 Does it specifically state "Exceeded / Met / Did Not Meet Expectations"? Yes No N/A
Example 2 (Purchasing)
Example 3 (PS)
Example 4 (HR)
Example 5 (CBD)
4 Does it include key elements of Personal Development Plan and Career Interests?· Yes No N/A
Example 6 (Marketing)
Example 7 (F&A)
Example 8 (CBD)
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Strengths/Oppurtunity Areas
Example 9
1. Are the Strengths/Improvement Areas clearly described and linked to Success Drivers? Yes No N/A
2. Do they consider input from customers and/or direct reports? Yes No N/A
3. Are they based on facts and/or supporting examples? Yes No N/A
4. Are the Improvement Areas actionable? Yes No N/A
5. In case of any performance issues/gaps, are they clearly addressed? Yes No N/A
Example 10
Example 11
1. Are the Strengths/Improvement Areas clearly described and linked to Success Driver? Yes No N/A
Example 12
Review of Results
Example 13 (F&A)
1. Are all achievements described using the CAR model? Yes No N/A
2. Is the focus on the Results vs. Activities only? Yes No N/A
3. Are all achievements included for both "Build the Business" and "Build and Yes No N/A
Sustain the Organization"?
Example 14 (CBD)
Example 16 (HR)
Example 17 (IT)
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Example 18 (CS)
Work Plan for the Year Ahead
Example 19 (F&A)
1. Are key objectives in line with the broad business goals of the department? Yes No N/A
2. Does it provide work for both Build the Business and the Organization? Yes No N/A
3. Is it focused on the WHAT and not HOW? Yes No N/A
4. Does it include expected results with specific measures of success? Yes No N/A
Example 20 (HR)
Example 22 (F&A)
Career Interests
Example 23 (F&A)
1. Does it detail both the short and long term career interests? Yes No N/A
2. Does it describe any personal factors affecting assignment planning Yes No N/A
3. Have clear alternatives been adequately identified? Yes No N/A
Example 24 (HR)
Example 26 (F&A)
Example 27 (Customer Service)
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Personal Development Plan

Example 28
1. Uses Success Driver behavior descriptors to focus on leveraging strengths/talents Yes No N/A
to further enhance results?
2. Specifies improvement opportunities that if managed well will allow better use Yes No N/A
of strengths including the ability to work effectively in a fully diverse and inclusive
work environment?
3. Where applicable, addresses performance outages with specific time bounded Yes No N/A
actions for required improvement?
4. For managers of others, specifically identifies opportunities that address ability Yes No N/A
to leverage strengths or improve ability to lead, develop and manage others?
Example 29
1. Uses Success Driver behavior descriptors to focus on leveraging strengths/talents Yes No N/A
to further enhance results?
2. Specifies improvement opportunities that if managed well will allow better use of Yes No N/A
strengths including the ability to work effectively in a fully diverse and inclusive
work environment?
3. Where applicable, addresses performance outages with specific time bounded Yes No N/A
actions for required improvement?
4. For managers of others, specifically identifies opportunities that address ability to Yes No N/A
leverage strengths or improve ability to lead, develop and manage others?
NA = Not Applicable = Cannot be assessed based on the information available.
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Effective Career Discussions

• Have career discussions once or twice a year.
• Drive practical match between the employee’s talents/interests and their career goals.
• Listen, coach, and allow the employee to make his/her own decisions.
Effective Quarterly W&DP Checkpoints: Exercise

Instructions:
• Work at your tables.
• Each group will capture points for effective quarterly checkpoint discussions.
• Appoint a group leader who will share information back with the larger group.
Notes:
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Effective Quarterly Checkpoints or Ongoing Discussions

• Be scheduled and held
• Two-way conversation
• Build trust
• Proposed agenda:
• Connect to W&DP (celebrate strengths; recognize opportunities).
• Invest time on Personal Development Plan.
• Review Work Plan.
• Recognize positive contributions. Talk plans to address outages.
• Summarize next steps.
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Assess W&DPs: Exercise (Part 1)

Instructions:
• Assess the quality of your employee’s W&DP by using the Quality checklist.
• Identify outages that present coaching opportunities for you.
• Identify two strengths and how you might leverage these.
• What changes will you make next time?
Notes:
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Assess W&DPs: Exercise (Part 2)

Instructions:
• Assess the quality of your W&DP by using the Quality checklist.
• Plan what questions will you ask from your manager in your next W&DP or quarterly
checkpoint.
Notes:
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Are you creating an experience with your employees where people are feeling
W&DPs are done to them or with them?
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Coaching for
Results
34
Recap: Table Exercise

What are three key learnings from yesterday?
Notes:
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Session Objectives
• Assess the degree to which your trust-level will help establish a successful coaching
relationship.
• Assess your effectiveness in active listening.
• Identify the competencies needed to coach effectively.
• Apply the GROW technique to coach effectively.
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Defining Coaching
Taking valued people from where they are to where they want to go.
“The ultimate test of a leader is not whether he or she can deliver outstanding business
results. That's the price of entry. The REAL test is whether a leader can coach and teach
others to be leaders. No other achievement is as enduring.” - A. G. Lafley
Coaching Competencies
• Setting clear expectations (W&DP)
• Establishing trust
• The GROW process
• Active listening
• Powerful questioning
• Pinpointing/Giving feedback
Notes:
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Tips on Establishing Trust
• Show genuine concern

• Demonstrate personal integrity, honesty, sincerity, and transparency
• Establish clear agreements
• Make and keep promises
• Demonstrate respect for uniqueness
• Provide support in tough times consistently; give credit/take blame
• Ask permission to coach in sensitive and/or new areas
• Help interpret ambiguities in the environment
• Share self; be transparent
• Role model and champion new behaviors and actions
The “Trust” Bank Account
Deposits Withdrawals
• Kindness • Unkindness
• Courtesy • Discourtesy
• Keeping promisesl • Breaking promises
• Honoring expectations • Violating expectations
• Loyalty to the absent • Disloyalty, duplicityt
• Making apologies • Pride, conceit,
arrogance
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Active Listening
Listening Levels:
• Hearing what the speaker is saying

• Hearing what the speaker is feeling
• Letting the speaker know that she/he has really been heard
If you don’t understand, keep listening until you do, before you give an answer or advice!
Listening Levels:
• Reading non-verbal communication such as

• Body language
• Facial expressions
• Silence
• Seeking to understand by asking questions
• Open-ended questions are door openers
• Acknowledging responses show you are fully “present”
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Listening Exercise
Instructions:
• You are the coachee. Use your direct reports’ assessment results and identify your biggest
opportunity.
• Find a partner (coach) who can coach you to address the opportunity area. (5 minutes)
• Ask the coach to use the active listening approach and provide feedback. (10 minutes)
Notes:
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The G.R.O.W. Process
Way Forward
Options Focus Goal
Reality
Notes:
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Powerful Questioning
Non-Threatening Starters
• How did you go about deciding to _____?

• Are you familiar with _____?
• Have you had a chance to think about _____?
• What do you think would happen if _____?
Rephrase These Questions
• Rather than “Did you think about _____?”, try “What would you think about _____?”
• Instead of “Did you try _____?”, say “Have you had a chance to try _____?”
• Replace “Why did you _____?” with “Tell me about the thought process behind _____?”
G.R.O.W. Exercise: Part 1
Instructions:
• Pair up with the person next to you.

• Use the challenging situation that you shared in your pre-work or another situation,
personal or professional.
• Practice active listening and powerful questioning.
Notes:
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Pinpointing
It is the skill of making the feedback:
• Actionable
• Specific
• Objective
• Unambiguous
Focusing on actions that can be:
• Seen
• Heard
• Measured and quantified
Giving Feedback
A Framework:
• Situation – Describe the circumstances under which the behavior occurred..
• Behavior – Provide details on the specific behavior that caught your attention.
• Impact – Share the effect it had on you, the group, or the project.
• Action – Define the desired or indicated action.
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GROW Exercise: Part 2
Instructions:
• Reverse roles: the person who was the coachee in Part 1 of the exercise will be the coach
now.
• Use the challenging situation that you shared in your pre-work.
• Practice active listening and powerful questioning.
Notes:
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What will you change when you get back to work?

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Principle-Based
Decision
Making
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Session Objectives
• Explain the higher standards and increased accountability you now have as a manager.
• Role model PVP behaviors in the eyes of your direct reports.
• Apply the Principle-based Decision Making process.
P&G DNA - Do the Right Thing
“It takes 20 years to build a reputation and 5 minutes to ruin it. If you think about that, you’ll
do things differently.”
“If you lose dollars for the firm, I will be understanding. If you lose reputation for the firm, I
will be ruthless.”
-Warren Buffet, CEO, Berkshire Hathaway, Inc. (A well-known investor and a major
P&G shareholder)
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Code of Conduct
The Worldwide Business Conduct Manual describes P&G’s business conduct standards or the
Code of Conduct. These standards:
• Flow from P&G’s core values of Ownership and Integrity, which states:
• Treat the company’s assets as you would treat your own.
• Behave with the company’s long-term success in mind.
• Always try to do the right thing.
• Operate within the letter and spirit of the law.
• Applies to all company employees worldwide.
Worldwide Business Conduct Manual
Specific Requirements for Managers
• Inform and train those reporting to you.

• Take proactive steps to prevent violations.
• Use diligent efforts to detect and investigate.
• Take appropriate corrective actions.
• Protect those who report from retaliation.
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Applying Our PVP and WBCM
Principle-Based Decision Making Process
1. Define the situation.

2. Define the stakeholders.
3. Determine the guiding principles.
4. Develop the possible solutions.
5. Make decisions.
6. Implement the best solution.
7. Follow up.
Principle-Based Decision Making: Case Studies
Instructions:
• Think about the given case study individually, identify the possible solutions, and then
make a decision. Use the PBDM model for this exercise. (5 minutes)
• Discuss in your group and see if the group reaches a consensus. (10 minutes)
• Debrief with the class. (10 minutes).
Note: You can take notes for the case studies on the next page.
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Case Study 1
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Case Study 2
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Case Study 3
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Case Study 4
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Action Plan Seedlings: Your Role in Championing Our PVP
What three things you will do to further champion our PVP when you return to
work?
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Action Planning
Pull together your Action Plan Seedlings and any notes you have taken in the past two days
into an Action Plan.
Action Plan
What How By When
Next Steps
• Finalize the Action Plan and share it with your immediate manager.
• Use others in the classroom as resources over the coming months.
• Participate in Classroom Session II where we will teach the remaining two quadrants:
Rewarding Contributions and Inspiring Growth.
• Participate in other related training (e.g., local Policy).
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Touching Lives, Improving Life.

Manual de Emerging Leader

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Manual de Emerging Leader

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New Manager Emerging

Program Overview, Target Audience, Pre-work . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Program Objectives, Ground Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Introduction/Building 1:1 Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Aligning Direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Coaching for Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

Principle-Based Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

The training program is divided into four modules.

Prior to this training, you should have done the following:

Aligning Direction Coaching for Results

Inspiring Growth Rewarding Contributions

How Does Your Garden Grow?

How Does Your Garden Grow?

Draw the garden picture here:

How Does Your Garden Grow? - Introductions

Introduce yourself by stating your:

Business Unit/Discipline: ____________________________________________________________

Length of time as a manager of others: _______________________________________________

Average number of direct reports: ___________________________________________________

Most common management challenges:

Most common current needs:

What concepts or ideas were most interesting to you?

"The Set-Up-To-Fail Syndrome"

What concepts or ideas were most interesting to you?

Best Managed Experience

• Split up into teams of four members each.

Notes (Green Card): Notes (Red Card):

What are Partnerships?

Our Purpose, Values, and Principles

Note: Use PVP booklets as a resource while considering this question.

Self-Assessment: How good a partner are you?

b) What one thing would you do to improve your effectiveness?

What you SEE is:

What you must KNOW is:

Tips on Building Relationships

• Encourage an open and trusting relationship.

Building Relationships Case Studies

• Break out in teams of four members each.

Case Study 1: Jose Gonzalez

Case Study 2: Anita Watson

Case Study 3: Sue Watanabe

Case Study 4: Mike Jones

How is this person different from other team members?

How do you plan to build a relationship with this person?

Action Plan Seedlings

What will you bring back?

What is the Purpose of the W&DP?

• It is more than a process or a document (not just a once-a-year evil requirement).

How W&DP Helps

What are the key drivers of peak performance?

W&DP Quality Checklist

Personal Development Plan

NA = Not Applicable = Cannot be assessed based on the information available.

Effective Career Discussions

Effective Quarterly W&DP Checkpoints: Exercise

Effective Quarterly Checkpoints or Ongoing Discussions

Assess W&DPs: Exercise (Part 1)

Assess W&DPs: Exercise (Part 2)

Action Plan Seedlings

Recap: Table Exercise

• Identify the competencies needed to coach effectively.

• Apply the GROW technique to coach effectively.

Tips on Establishing Trust