Interaction Management

Essentials

GOHAR ALAM SIDDIQUI

HR Consultant, Coach & Counselor
HURRAH – We have done it

BPPL’s HR practice was selected among 6 "best HR practices" in BHC in

the 2nd International Bayer HealthCare HR Conference with
theme of "Building capabilities to build leaders" held
in Berlin on 27th & 28th of October 2016.

As quoted by Bayer News Channel:

Berlin - “Building capabilities to build leaders” – this was
the leitmotif of the 2nd International Bayer HealthCare
(BHC) HR Conference held in Berlin in late October.
Some 90 HR experts split up into workgroups to discuss
how, on the basis of best practices, leadership skills at
Bayer can be strengthened. During the event featuring
numerous interactive elements, the colleagues from 19
countries and several line managers also explored their
different needs perspectives and contributions .

Efforts recognised
Discussion Planner
The Discussion Planner provides help:

• Define the objective of your discussion.

• Decide which Key Principles you'll focus on.
• Prepare what you'll say at each stage of the
discussion using the Interaction Guidelines.
• Do a quick, post-discussion analysis.
• Summarize the outcomes.
• Provide feedback after the discussion.

The best way to give feedback & building leadership capabilities.

Breakout Session Topics International HR Conference 2017
Building capabilities to build leaders

Breakout Leads

Lynne DeSherbinin
Topic 1 Creating Leadership Legacy Gudrun Lohkamp
Joanna Yeo

Jean-Christophe Font
Topic 2 Improving HR engagement Eberhard Zoellner
in connecting with Leaders Maximilian Voss

Corinna Dawkins
Topic 3 Improving Feedback Gohar Alam
Quilco Hasemann

Andreas Guenther
Topic 4 Improving Leadership Development Conny Gorski
Taka Masutani

Gaby Oehlschlaeger
Topic 5 Improving Talent Management
Sean Kolb-Hunt
Discussion Hector Ornelas Pena

Monita Lee
Topic 6 Improving Performance
Hella Fleischer
Management Michaela Breuer
Topic 3: Improving Feedback
BHC International HR Conference 2010
Building capabilities to build leaders

1. Define “Feedback” a key focus area to improve Company’s performance

2. Include the topic “Feedback” in the agenda of the Bayer Top 200 Meeting in
February with key messages by J. Reinhardt that highlight/endorse the
importance
3. Encourage leaders to set concrete PMP objectives to improve the feedback
culture in our organization
4. Ensure active manager participation in the Corporate feedback training
planned.
5. Provide activities (communication/tools/etc.) to the entire organization to
create a common understanding; yielding improved on-going and planned
feedback
6. Improve discussion during calibration sessions; utilizing a relative ranking
approach with discussion focused on achievements
7. Actively highlight “feedback role models”.
Enhancing Performance & Feedback Culture
(Statement of ……………………………….)

I am convinced that enhancing

our performance and feedback
culture is one of the
key success factors
for the ______ Group.
Source of Value: Our People

Percentage of Market Value Related to…

Intangible 38% 62% 80%

Assets

Tangible
Assets
62% 38% 20%
19821 19921 20022
1. Brookings Institution analysis of S&P500 companies
2. Kaplan & Norton
Biggest Cause of Turnover

Skills & Abilities Fit With Job & Culture

11.5% 88.5%

Source: DDI, 2004

Nobody Leaves a Job…
They Leave Their Boss

• Most employees leave because of:

• Poor pay and benefits… 6.4%

• Relationship with their manager…

56.4%

Source: DDI, Global Leadership Forecast, 2004

Personal & Practical Needs
Personal
· Be treated with dignity and
respect
· Feel valued and be seen
as competent
· Be listened to and
understood
· Be meaningfully involved
in the interaction and in
related decisions
· Trust and be trusted
Practical
· Communicate information
· Solve a problem or make the
most of an opportunity
· Help people resolve a conflict
· Coach someone facing a
challenging situation
· Help people improve their
performance
· Set performance expectations
and review progress
· Be efficient
Interaction Process
Personal & Practical Needs

 Personal Needs Esteem

Empathy
Involvement
Share
Support
 Key Principles
Personal & Practical Needs

 Interaction Guidelines
 Personal Needs
Open
 Process Skills
Clarify
Develop
Agree
Close
 Key
Check Principle
for Understanding  Practical Needs
Procedural Suggestion
Interaction Skill

 Personal Needs

 Practical Needs
Interaction Process
Key Principles
Maintain or enhance self-esteem

Listen and respond with empathy

Ask for help and encourage involvement

Share thoughts, feelings, and rationale

Provide support without removing responsibility

Tactics for Maintaining Self Esteem

• Focus on facts

• Respect and support others

• Clarify motives/intentions
Tactics for Enhancing Self Esteem

• Acknowledge good thinking and ideas

• Recognize accomplishments

• Express and show Confidence

• Be specific and sincere

Empathy

• Understanding another person’s emotions or

perspective

• Does not necessarily mean that you agree with the other
person’s feelings

• Trying to look at the issue from the other person’s

perspective
Tactics for Empathy

• Defuse negative emotions

• Respond to positive feelings too

• Respond to both facts and feelings

Tactics for Involvement

• Make involvement your first choice

• Unleash everyone’s ideas with questions

• Encourage responsibility through involvement

Tactics for Sharing
• Disclose feelings and insights appropriately

• Offers the “whys” behind a decision or change

• Make sure your ideas, opinions, and experiences

supplement – not replace – those of others

• Be honest – disclosing true feelings builds trusting

relationships and can help others see issues in a new
light
Provide Support without Removing Responsibility

• Reflects a leadership philosophy: to offer your

guidance, help, support, and resources as needed,
without removing responsibility.

• Defines today's leadership role -- a coach who sparks

others to take responsibility for handling their own
problems, making their own decisions, thinking
through options.
Tactics for Support

• Help others “think” and “do”

• Be realistic about what you can do and keep your

commitments

• Resist the temptation to take over – keep responsibility

where it belongs
 Interaction Process

Source: DDI, Global Leadership

Interaction Guidelines
Flexible tool used in virtually any discussion regardless of…
– Purpose

• solve problems

• resolve conflict

• discuss major change

• set expectations

• delegate
OPEN Guideline

• Provide focus for the discussion by describing

– Purpose - specific topic and objective to be accomplished

– Importance - benefit of accomplishing the purpose (What’s
in it for them?)

• If someone else initiates discussion, ask questions to clarify

purpose and importance
CLARIFY Guideline

• Uncover all background information relevant to

the situation (fact-finding)

– Facts and figures

– Issues and concerns

• Share information and concerns and ask others

to share the same
 DEVELOP Guideline

• Generate ideas to achieve discussion’s purpose

• Involve others to contribute ideas and share own ideas

• Build commitment

• Discuss resources and support needed to follow-through

 additional help
 increased budget
 training
 coaching from an expert
AGREE Guideline
• Decide on WHO will do WHAT by WHEN

• Agree on follow-up actions to keep track of

progress

• follow-up meetings
• review of results/reports

• Agree on resources and support

CLOSE Guideline
• Check that everyone is
• clear on agreements or next step(s)
• committed to follow-through
• Provide detailed summary of agreements (if sensitive
or complex discussion)
• Outline a general plan for proceeding after the
discussion (if simple discussion)
 Check for Understanding
• Effective way to

• confirm everyone has same understanding

• uncover discrepancies to clear up before moving on

• Helpful in complex or emotionally-charged discussions

• Most effective checks include

• summary of information to check understanding
• request for either confirmation or correction through
paraphrasing/rephrasing
Make Procedural Suggestions

• Recommend how discussion might be organized or

conducted
• Ensure a productive group process

• ensure that everyone gets appropriate “airtime”

• prevent or diffuse argument

• Effective when phrased as questions or requests

• Keep the discussion on track and focused on purpose and
moving forward efficiently
 Elements of Feedback

TIMELY
Give feedback as soon as possible

BALANCED
Strike a balance between positive, reinforcing
feedback and feedback for improvement

SPECIFIC
Describe in detail
Include a suggestion
Types of Feedback
• Positive Feedback

– lets people know that they are doing well

– encourages them to repeat the performance

• Developmental Feedback
– lets people know exactly in what way they did not meet
standards or expectations
– provides alternatives on what they can do to improve
STAR Feedback

Positive Feedback
S/T - Situation or Task
A - Action
R - Result
Feedback for Improvement
• A - Alternative Action
• R - Alternative Result
Ways to Give Feedback
• Written

– copy given to the person

– c.c. parties who will benefit from knowing
– STAR ( ) form -- handy tool for recording complete
feedbacks

• Verbal
– conscious effort to “catch” people succeeding
– spontaneous or just-in-time feedback in routine interactions
The STAR Approach

• Helps your team focus on their behaviors that got them to

their current level of performance

• Can be used to reinforce good performance as well as to

help people improve

• Can be used to give feedback verbally or in writing

Discussion Planner

Microsoft Word
97 - 2003 Document
 Discussion Planner

Think through
the situation
Plan you Plan and carry
r discuss out ongoing
take note ion and coaching
s
Discussion Planning Tool
A STAR for Ahmed
Situation and Task
During tight schedules and short staffing Ahmed was able to achieve his
targets within needed time frame

Actual Alternative
----------------------------------- ----------------------------------
Action Action
Although the team was short staffed
and extremely busy, Ahmed went out
of his way to expedite all the Sales

ed AR
ck
Calls by listing them in order of priority
and date and delegating tasks to his
FMOs. He was very pleasant about

ba
Fe ST
doing the organizing, and the team
really appreciated his work Result
Result
All Sales Calls were made on time, the
commitments of promotional gifts were
also fulfilled, and the customers were
extremely satisfied. Our reputation for
good service was recognized, and our
business will benefit because of
Ahmed’s extra efforts and caring
A STAR AR for Azeem
Situation and Task
A Team member, Azeem asked you for a weekly report that was due on last
Friday____

ck E
Actual Alternative
----------------------------------- ----------------------------------

V
Action Action

ba TI
Without offering and explanation, you You might have shared your time constraints
told Azeem that you can not provide With Azeem in advance. Also you could have

ed NA
him the report until early next week asked what specific information he needed and
whether you could discuss alternatives to
supplying the complete report.
Result

Fe R
Azeem left frustrated because his own Result

TE
report which relied partially on yours, Azeem would have understood your situation
was now going to be late. In turn, his better. Then the two of you could have worked
report being late will affect the something out, which would have had a positive
AL
department’s schedule. Azeem also impact on the Department and your work
was angry that you didn’t give an relations ship.
explanation of why you could not get
your report done on time
Exercise on STAR feedback model

Microsoft Word
97 - 2003 Document
Good Leaders Believe…

• …in themselves
• …in people
• …in the
organization
• …in learning
Thank You For Your Kind Attention
Thank You