WHO WANTS TO BE A LEADER?Jana Champion, CPM

Deputy Director-WI State Crime Laboratory Bureau

CANDIDATE DEVELOPMENT

Who is a good candidate? may not always have a title may not know how to move forward What behaviors should you look for? communicates well models professional behavior honest & ethical

KNOW YOUR PEOPLE

What are their individual strengths & weaknesses?

What do they need & desire to be successful? What is their temperament characteristics? Do they ask for feedback? Do they volunteer willingly? How do they best like to communicate? What do they find boring?

DELEGATION AS EMPLOYEE DEVELOPMENT Try to build on people’s strengths, not

weaknesses Take a broad, long-term view of professional

development Look to develop all employees, not just a

“crown prince/princess” Use them as teachers Think of lateral and downward delegation for

development

STEPS IN A DELEGATION INTERVIEW State specific assignment-dates, numbers, quality

requirements State level of empowerment, decision making

authority Explain resources available-time, money, staff,

computers Clarify reporting back to you-how often, about what Clarify how you want information presented to you Clarify employee understanding Set follow up, specific dates & times-progress reports

HOW DO WE LEARN ABOUT PEOPLE? ASK…. What was the best day at work for you in

the last few months? What were you doing that day? Why did you love it? What have you learned quickly? What is your greatest satisfaction at work?

HOW TO FIND THE TRIGGER-FOR GREAT PERFORMANCE OBSERVE… Ask what type of management style works

best for them Ask what is the best relationship you have had

with a manager or supervisor Ask what made it so good Ask what is the best kind of recognition they

have had Ask what their preferred learning style is

PERFORMANCE FEEDBACK

Both positive and negative Ongoing; regular basis Specific , behavioral based; refers to actions Timely Something the receiver has the power to

change Objective & achievable Deliver when emotions are not high

BE A COACH

Organizational benefits of coaching: Attraction and retention of quality

employees Increased motivation Increased productivity Planned growth

COACHING TIPS

Set clear performance standards and expectations Provide regular performance feedback Observe performance on the job (external and internal clients) Help employees develop self-improvement action plans Recognize and reward excellent performance Provide training, guidance and support Build relationships Maintain the big picture Provide opportunities for employees and expose them to strong

leaders Determine if the employee has a “skill” or “will” problem

EMPOWERED RELATIONSHIPS

Characteristics: Most trustworthy source of authority comes

from within Autonomy in decision making Help people make their own decision & take

responsibility Let them fail Expectation: People will treat the

organization as their own

BEHAVIOR WHICH SUPPORTS EMPOWERMENT -coaching -communicating/listening -delegating -making decisions -managing performance

RESULTS OF EMPOWERMENT

People take responsibility for their actions

People are allowed more self expression and are more committed to the results

Creates ownership because they have input into the path to achieving results

Sometimes risky but…

KEY POINT

YOU HAVE TO GIVE TRUST TO GET TRUST