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11-1
Chapter
11
Skills for
Developing Others
11-2
Introduction
• This chapter will concentrate on the following
assortment of skills that are related to the leader’s
relationship with followers.
– Setting goals
– Providing constructive feedback
– Team building for work teams
– Building high-performance teams—the Rocket Model
– Delegating
– Coaching
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Setting Goals
• For goals to be achievable, they should have the
following characteristics.
– Specific
– Observable
– Attainable
– Challenging
– Supported by actual commitment
– Accompanied by feedback
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Providing Constructive Feedback
• The development of good feedback skills is
related to developing good communication,
listening, and assertiveness skills.
• To give good feedback, the provider must:
– Be clear about the purpose.
– Choose an appropriate context and medium.
– Send proper nonverbal signals.
– Try to detect emotional signals from the recipient.
– Be somewhat assertive in providing it.
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Providing Constructive Feedback
(continued)
• Leaders can improve their feedback skills by:
– Providing clear, unemotional feedback about behaviors
under the other person’s control.
– Identifying specific behaviors that are positive or
negative.
– Providing descriptive feedback that avoids inferences.
– Giving timely feedback.
– Being flexible about when and how they give feedback.
– Giving both positive and negative feedback.
– Avoiding blame or embarrassment.
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Team Building for Work Teams
• Team-building interventions, at the team level,
may help members understand why they
struggle to achieve team objectives but are
unlikely to remove the root causes of team
problems.
• Many organizations make top-down efforts to
correct team-building problems.
• Other organizations are committed to teamwork
and are willing to change structures and
systems to support it but are not committed to
the “bottom-up” work that is required.
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Team Building for Work Teams
(continued)
Figure 11.1: A Rationale for Individual, Interpersonal, Team, and
Organizational Training
11-8
Team Building for Work Teams
(continued)
• A successful intervention at the team level
should:
– Raise awareness about how teams really work.
– Use diagnostic, instrument-based feedback so team
members can have a map of where they and their
teammates are currently located.
– Provide a practice field for each intervention so team
members can test their new behaviors in a risk-free,
protected environment.
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Building High-Performance Teams:
The Rocket Model
• The Rocket Model of Team Effectiveness is a
prescriptive model of team building.
– It tells leaders what steps to take and when to take them
when building new teams
• The Rocket Model is also a diagnostic model of
team building.
– It helps determine where existing teams are weak and
what needs to be done to get them back on track.
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Building High-Performance Teams:
The Rocket Model (continued)
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Building High-Performance Teams:
The Rocket Model (continued)
• The Rocket Model is comprised of 8 components:
– Context: What is the situation?
– The Mission: What are we trying to accomplish?
– Talent: Who is on the bus?
– Norms: What are the rules?
– Buy-In: Is everyone committed and engaged?
– Power: Do we have enough resources?
– Morale: Can’t we all just get along?
– Results: Are we winning?
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Building High-Performance Teams:
The Rocket Model (continued)
11-13
Building High-Performance Teams:
The Rocket Model (continued)
11-14
Delegating
• Delegation gives the responsibility for decisions to
those individuals most likely to be affected by or
to implement the decision.
• Delegation is more concerned with autonomy,
responsibility, and follower development than with
participation.
• Research shows that leaders who delegate
skillfully tend to have more satisfied and higherperforming work groups, teams, or committees.
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Why Delegating is Important
• Delegation frees time for the leader to perform
other activities.
• Delegation develops followers by providing them
with practical experience in a controlled fashion.
• Delegation strengthens the organization by
signaling that subordinates are trusted and their
development is important, which increases job
satisfaction levels.
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Common Reasons for Avoiding
Delegation
• Delegation takes leaders too much time in the
short run, although it saves time in the long run.
• Delegation is risky because it reduces the leader’s
direct control over work that will be evaluated.
• Leaders fear the job will not be done properly.
• Leaders may resist delegating tasks that are a
source of power or prestige.
• Leaders may feel guilty about delegating because
people are already too busy.
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Principles of Effective Delegation
• Decide what to delegate
• Decide whom to delegate to
• Make the assignment clear and specific
• Assign an objective, not a procedure
• Allow for autonomy while monitoring performance
• Give credit, but don’t blame
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Coaching
• According to Peterson and Hicks, coaching is the
“process of equipping people with the tools,
knowledge, and opportunities they need to
develop themselves and become more
successful.”
• Good coaches:
– Orchestrate rather than dictate development.
– Help followers clarify career goals.
– Identify and prioritize development needs.
– Create and stick to development plans.
– Create environments that support learning and coaching.
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Coaching (continued)
• The coaching process of Peterson and Hicks
involves five steps.
1. Forging a partnership built on trust
2. Inspiring commitment by conducting a GAPS analysis
3. Growing skills by creating development and coaching
plans
4. Promoting persistence by helping followers stick to
their plans
5. Transferring skills by creating a learning environment
• The five-step model works particularly well for
high performers.
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Coaching (continued)
11-21
Coaching
(continued)
• Coaching really takes little additional time.
• Good coaches are equally versatile at all five
steps of coaching.
• Leaders need to assess and develop coaching
skills.
• Coaching is a dynamic process—good coaches
assess where followers are in the coaching
process and intervene appropriately.
• Good leaders are those who create successors,
and coaching may be the best way to make this
happen.
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