The Same Great Development Resource That You Have Come To .
Adjust spine for page fitFYI For Your Improvement 5 thpowered by LOMINGEReditionThis easy-to-use reference has become the standardfor leadership development at thousands of companiesaround the globe.ISBN 978-1-933578-17-0For Your Improvement A Guide for Developmentand Coachingfor learner s, manager s,mentor s, and feedb ack giver s 9 781933 578170 For additional information and related publications, pleasecontact Korn/Ferry Leadership and Talent Consulting atbusiness office@kornferry.com or visit us on the Web atwww.kornferry.com or www.lominger.com.FYI5thEditionPowerful new and enhanced content added to this5th Edition release includes: Keyword and development theme index – quickly find and addressdevelopmental needs with targeted remedies. Developmental job assignments – practical approaches for on-the-jobskill development in each chapter. Enhanced remedy titles – pinpoint developmental needs by posing aquick diagnostic question and action step. Additional causes for stallers and stoppers – illustrate how overuse orlack of certain skills can create noise. Competency connections – illustrate how various competency combinationstie to the most common development needs and career goals. Developmental difficulty matrix – shows how difficult it is for a typicalperson to develop any of the 67 Competencies. Updated development plan – organize your plan on an easy-to-usetwo-page spread. Updated suggested readings – hundreds of the best, most current booksand articles aligned with each chapter.FYI For Your Improvementthe same great development resource that you havecome to expect and much more FYI For Your Improvement 5th Edition includes 93 chapters on 67 LeadershipArchitect Competencies, 19 Career Stallers and Stoppers, and 7 Global FocusAreas referencing the skilled, unskilled, and overused definitions to helpidentify a need. Supporting development content includes substitutionoptions (substitute a strength for a weakness), compensators (moderate anoverused skill), causes for the need, the map (why the skill is important),some remedies (tips), inspiring quotes, and suggested readings.competencyWritten by two of the world’s most respected thought leaders on competencybased leadership development, this book can help any motivated adult with adevelopment need.copyright 1996-2009 lominger international:a korn/ferry company. all rights reserved.Michael M. Lombardo & Robert W. EichingerFor Your Improvement01 Cover FNL2.indd 12/3/09 2:18:57 PM
important notice: copyright1 9 9 6 -2 0 0 9lominger international: a korn/ferry company.all rights reserved.No part of this work may be copied or transferred to any otherexpression or form without a license fromLominger International: A Korn/Ferry CompanyTel. 952-345-3610Fax. rship Architect is the exclusive registered trademark ofLominger International: A Korn/Ferry CompanyISBN 978-1-933578-17-0Lominger reorder part number 11063FYI For Your Improvement 5th Edition Printings:version 09.1a 1st—01/09For Your Improvement02 Intro FNL1.indd 21/6/09 4:29:24 PM
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iStrategies for Improvement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iiiOrganization of FYI For Your Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . viiitable of contentsTable of 021222324252627Action Oriented. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Dealing with* Ambiguity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Approachability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Boss Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Business Acumen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Career Ambition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Caring About Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Comfort Around Higher Management. . . . . . . . . . . . . . . . . . . . . . . . . . 43Command Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Compassion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Composure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Confronting Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Timely Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Decision Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Delegation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109Developing Direct Reports and Others. . . . . . . . . . . . . . . . . . . . . . . . . 115Directing Others. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Managing Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127Ethics and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Fairness to Direct Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143Functional/Technical Skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149Hiring and Staffing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153Humor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159Informing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165*Note: Italicized words are not alphabetized.copyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 31/6/09 4:29:24 PM
introductionOrganization of FYI For Your Improvement Where do I find what I need?Competency name and number as well as factorand cluster information to show where it fits in theLeadership Architect Library.Unskilled definitions provide a list of detailedbehaviors that show what “unskilled” looks likefor a competency. Read these to see if you maybe unskilled at a competency. Which bullet pointsdescribe you the best? This is your “before” picture.Global Focus Area name andnumber as well as competencyequivalents that are related.(See example on page 529)Quotes – Read the quotes forinspiration and to give yourselffood for thought.Substitutes – Under the unskilled definition, thereare other skills that could substitute for the lack ofskill in this area. One or more of those substituteskills (if you are high in them) can neutralize thenegative effects of a lack of the skill. Use these inyour development plan to address an unskilledcompetency. (Competencies only)Skilled definitions provide a list of detailed behaviorsthat show what “skilled” looks like for a competency.Compare yourself to the skilled definition. Whatwould you like to be able to do when you’re doneworking on this need? This is your “after” picture.Overused Skill definitions provide a list of detailedbehaviors that show what “overused” looks like for acompetency. Refer to these to determine whether youmight be overusing one of your strengths.Compensators – Under the overused skill definition,there are a number of compensator skills. If you arehigh on one or more of those skills, you can use themto neutralize the negative effects of overusing one ofyour strengths. Use these in your development planto address an overused competency.(Competencies and Global Focus Areas only)Some Causes – We list numerous reasons why youmight have this need. Use these to specify whatyour need looks like exactly. Check the causes thatmight apply to you. Many developmental efforts havefloundered because the plan attacked the wrongproblem. Write down your particular need—what itlooks like, what causes it, whom it plays out with andin what situations. If your causes aren’t listed,add them to the list.Factors and Clusters – Allcompetencies and career stallersfall into one of 8 Factors and26 Clusters. This means thata competency (or staller) in aparticular cluster is somewhatsimilar to the others in thatcluster. You may want to check foradditional tips within the cluster(and perhaps the factor) for eachcompetency.(Competencies and Stallers and Stoppers only)viiicopyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 81/6/09 4:29:25 PM
Some Remedies were developed from research oncompetencies—what experiences teach them, what theylook like, what their elements are. They are also testedideas from working with executives on what’s getting intheir way and how to fix it. We kept these tips brief, doable,and action oriented. Ten or more tips are included towork directly on a need. Although a few may be longerterm, most are things you can start working on today.We wanted to give motivated people a way to get startedright away and see results quickly. Based on our researchand experience, these are the tips that are most likelyto work. Choose one or two of these to include in yourdevelopment plan.Suggested Readingswere selected from expertreviews, best-seller lists, andreputable publishers basedon their relevance, globalperspective, and ROI. Weselected readings that werecurrent, available, organizedwell, and full of suggestionsand examples. Plenty for youto choose from!introductionThe Map – The map gives you the lay of the land. Itreviews the general case for the competency, how itoperates, and why it’s important. Especially important toremember are things about the competency you didn’tunderstand before you read the map. Those addedlearnings will make a difference in your development plan.Some Develop-in-Place Assignments are job tasks thatrequire application of certain competencies. Researchshows that 70% of development happens on thejob, and jobs differ in development power and in thecompetencies they address. You can’t always change jobsfor development reasons alone, but there is almost alwaysa develop-in-place assignment that you can select in yourcurrent job to address your development need.Staller and Stopper name and number as well as factor andcluster information showing where it fits in the LeadershipArchitect Library.A Problem lists statements to describe detailed behaviorsthat illustrate what a staller/stopper looks like when it is “aproblem.” Read these to see if a staller/stopper might bean issue for you.Not a Problem lists statements to describe detailedbehaviors that illustrate what a staller/stopper looks likewhen it is “not a problem.” Read these to see if a staller/stopper is not a concern for you.Other Causes – A staller results from many sources—what you underdo (unskilled), such as Interpersonal Savvy(31) and what you overdo (overused), such as Drive forResults (53) or Command Skills (9). Review the list to seeif any of the unskilled or overused competencies matchyour profile. Use this information to help you decide whatto focus on in your development plan.ixcopyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement02 Intro FNL1.indd 91/6/09 4:29:26 PM
iv jfactor iv: energy and drivecluster j: focusing on the bottom line1 Action OrientedThe world can only be grasped by action, not by contemplation.The hand is the cutting edge of the mind.Diane Arbus – American photographerUnskilled1 Slow to act on an opportunity May be overly methodical, a perfectionist, or risk averse May procrastinate May not set very challenging goals May lack confidence to act May know what to do but hesitates to do it May not be motivated; may be bored with the work or burned outSelect one to three of the competencies listed below to use as a substitute for thiscompetency if you decide not to work on it directly.Substitutes: 9,12,16,18,32,34,36,43,50,52,53,57,62Skilled Enjoys working hard Is action oriented and full of energy for the things he/she sees aschallenging Not fearful of acting with a minimum of planning Seizes more opportunities than othersOverused Skill May be a workaholic May push solutions before adequate analysis May be non-strategic May overmanage to get things done too quickly May have personal and family problems due to disinterest and neglect May not attend to important but non-challenging duties and tasks May ignore personal life, burn outSelect one to three of the competencies listed below to work on to compensate foran overuse of this skill.Compensators: 11,27,33,39,41,43,47,50,51,52,60,661copyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement03 Comp FNL1.indd 11/6/09 4:30:07 PM
competency 1: action oriented iv jSome Causes Burned out Hang on to too much Not motivated; bored Not passionate enough about your work Not self-confident Perfectionist Procrastinate Slow to grab an opportunity Won’t take a risk1Leadership Architect Factors and ClustersThis competency is in the Energy and Drive Factor (IV). This competency isin the Focusing on the Bottom Line Cluster (J) with: 43, 53. You may want tocheck other competencies in the same Factor/Cluster for related tips.The MapOne mission-critical competency for today and the future is action orientation.The need for speed and agility in the marketplace means that those individualsand organizations who hesitate will be overtaken by those who don’t. Mostsuccessful senior managers count action orientation as one of their strengths.The hesitation mainly comes from perfectionism, procrastination or riskavoidance. All cause people to delay taking quick and timely action.Some Remedies 1. Procrastinator? Get an early start. Are you a lifelong procrastinator? Doyou perform best in crises and impossible deadlines? Do you wait untilthe last possible moment? If you do, you will miss some deadlines andperformance targets. You may be late taking action. Start earlier. Always do10% of each task immediately after it is assigned so you can better gaugewhat it is going to take to finish the rest. Break the task down into smallerpieces. Commit to doing a piece a day. Don’t even think of the larger goal.Just do something on it each day. One small step for a procrastinator, onegiant step forward to being more action oriented. More help? – See #16Timely Decision Making and #47 Planning. 2. Perfectionist? Curb your appetite for certainty. Need to be 100% sure?Perfectionism is tough to let go of because it’s a positive trait for most.Worried about what people will say when you mess up? When every “t” isn’tcrossed? Recognize your perfectionism for what it might be—collectinginformation to improve your confidence and avoid criticism, examiningopportunities so long you miss them, or waiting for the perfect solution.2copyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement03 Comp FNL1.indd 21/6/09 4:30:07 PM
Try to decrease your need for all of the data and your need to be right allthe time slightly every week, until you reach a more reasonable balancebetween thinking it through and taking action. Also, you may hold on totoo much of the work, fail to delegate, and are becoming a bottleneckpreventing action around you. One way to overcome this is to begin tobelieve in others and let them do some of the work for you. More help? –See #18 Delegation and #19 Developing Direct Reports and Others. 3. Struck by analysis paralysis? Balance thought with action. Break outof your examine-it-to-death mode and just do it. Sometimes you holdback acting because you don’t have all the information. Some like to beclose to 100% sure before they act. Anyone with a brain and 100% of thedata can make good decisions. The real test is who can act the soonestwith a reasonable amount but not all of the data. Some studies suggestsuccessful general managers are about 65% correct. If you learn to makesmaller decisions more quickly, you can change course along the way tothe correct decision. You may examine things to death because you are achronic worrier who focuses on the downsides of action. Write down yourworries, and for each one, write down the upside (a pro for each con).Once you consider both sides of the issue, you should be more willing totake action. Virtually any conceivable action has a downside, but it has anupside as well. Act, get feedback on the results, refine, and act again. 4. Not sure if you can do it? Build your confidence. Maybe you’re slowto act because you don’t think you’re up to the task. If you boldly act,others will shoot you down and find you out. Take a course or work witha tutor to bolster your confidence in one skill or area at a time. Focuson the strengths you do have; think of ways you can use these strengthswhen making nerve-wracking actions. If you are interpersonally skilled, forexample, see yourself smoothly dealing with questions and objections toyour actions. The only way you will ever know what you can do is to actand find out. 5. Don’t like risk? Start small. Sometimes taking action involves pushingthe envelope, taking chances and trying bold new initiatives. Doing thosethings leads to more misfires and mistakes. Research says that successfulexecutives have made more mistakes in their career than those whodidn’t make it. Treat any mistakes or failures as chances to learn. Nothingventured, nothing gained. Up your risk comfort. Start small so you canrecover more quickly. Go for small wins. Don’t blast into a major task toprove your boldness. Break it down into smaller tasks. Take the easiestone for you first. Then build up to the tougher ones. Review each one tosee what you did well and not well, and set goals so you’ll do somethingdifferently and better each time. End up accomplishing the big goal and1 iv jfactor iv: energy and drivecluster j: focusing on the bottom line3copyright 1996-2009 lominger international: a korn/ferry company. all rights reservedFor Your Improvement03 Comp FNL1.indd 31/6/09 4:30:07 PM
competency 1: action oriented iv j1taking the bold action. Challenge yourself. See how creative you can bein taking action a number of different ways. More help? – See #2 Dealingwith Ambiguity, #14 Creativity, and #28 Innovation Management. 6. Lost your passion? Focus on your interests. Run out of gas? Heart’snot in it anymore? Not 100% committed? Doing the same sort of work along time and you’re bored with it? Seen it all; done the same tasks, madethe same decisions, worked with the same people? To make the best ofthis, make a list of what you like and don’t like to do. Concentrate on doingat least a couple of liked activities each day. Work to delegate or task tradethe things that are no longer motivating to you. Do your least preferredactivities first; focus not on the activity, but your sense of accomplishment.Change your work activity to mirror your interests as much as you can.Volunteer for task forces and projects that would be motivating for you. 7. Moving, but in the wrong direction? Set better priorities. You maynot have the correct set of priorities. Some people take action but on thewrong things. Effective managers typica
For Your Improvement FYI FYI Michael M. Lombardo & Robert W. Eichinger For Your Improvement A Guide for Development and Coaching for learners, managers, mentors, and feedback givers competency 5 th Edition Adjust spine for page fit powered by LOMINGER 9781933578170 ISBN 978-1-933578-17-0 FYI For Your Improvement This easy-to-use .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
