Development Plan Guide

To assist you as you create and implement developmental action plans for your teams, a list of HVHC’s values where development may be needed is provided by competency. Each value is then subdivided to help you target the specific area where growth is needed. Go to page number listed for specifics. Exercises, which can be added to action plans or performance reviews, are available for each listing. These include practical steps that help the associate take an active role in their development; however, some scenarios may need to be modified to fit specific developmental needs. Work with your Human Resources Manager to find the best exercise, e-learning, seminar, and/or book option. He/she is able to find options beyond those listed which meet your specific needs.

Leadership Coach and Develop Others below Build Talent below Speak with Impact below Listen Actively below Write Effectively below Learn Continuously below Manage Conflict below Lead Courageously below Manage Change below Analyze Issues below Show Adaptability below

Accountability Manage Execution below Act Strategically below Build Realistic Plans below Employ Financial Acumen below Make Sound Decisions below

People Engage and Inspire below Establish Relationships below Influence Others below

Culture Increase Cultural Competence below Promote Collaboration and Teamwork on page 15 Foster Open Communication below

Innovation & Creativity Leverage Innovation below Show Drive and Initiative below

Integrity Establish Trust below

e-Learning OptionsComputer based, self directed learning. Approximately $100/course.

Quality Focus on Customers below Manage and Improve Processes below

Seminar OptionsSeminars options in most major cities. Prices start at $100.Book Options Relevant books which may be used for individual or group reading.

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Leadership Coach and Develop Others

Follow all steps of COACH and SKILL Assess your coaching skills and style Build trusting coaching relationships Get associates excited about development Accurately identify strengths and development needs Help people assess their skills Use GAPS to identify top priority objectives

o Goals/values, Abilities, Perceptions and Success Factors Help people create effective development plans using SMART goals Teach people an effective development process Create an effective learning environment Be a strong role model for development Tailor coaching to each individual Discuss relevant feedback with others Use 360-degree or multi-rater feedback tools Provide developmental assignments Show interest in associates’ careers Address performance concerns Recommend training programs, readings, and other resources Help team members help each other with development

Exercise Examples When you are coaching, show consistency between your words and

your actions by asking for realistic commitments from associates and demonstrating follow-through.

Encourage associates to network to find others who have the skills or knowledge they wish to learn. Pair stronger associates with associates that have developmental needs. Build mentor or role model relationships between individuals at different stores.

Encourage associates to talk to each other about what they learned from their mistakes. Back up your words with willingness to talk openly about your own mistakes.

Ask other trusted coworkers and/or your supervisor to evaluate your coaching style. Do you seem friendly and approachable, or do you seem intimidating and gruff? Do you ask open-ended questions or do you tell associates how to do things? List specific behaviors that people use to describe you.

Seek associate input throughout the coaching and development process. Whenever possible, use ASK, LEAD, TELL to help the associate self discover opportunities and ways to improve.

Seminar OptionsTrain Up – http://www.trainup.com

How to Excel at Managing and Supervising People The Conference on Leadership Development and Teambuilding Leadership: Be the Leader Others Want to Follow! Team-Building, Mentoring, and Coaching Skills for Managers &

Supervisors Coaching and Teambuilding Skills for Managers and Supervisors

Find a Seminar – http://www.findaseminar.com General Management – People Management General Management – Coaching/Mentoring/Counseling

e-Learning Creating a Strong Leadership Team (Second Edition)

Books

Coaching for Performance

Coaching for Commitment: Interpersonal Strategies for Obtaining Superior Performance

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Developing and Leading an Effective Team (Includes Simulation) Providing Effective Feedback (Second Edition) Effective Management: Cultivating Great Teams Performance Management (Includes Simulation) Setting Performance Goals and Expectations (Second Edition)

Action Coaching: How to Leverage Individual Performance

3

Leadership Build Talent

Promote the organization externally as an attractive place to work Utilize a variety of recruiting resources and strategies Improve the interview process Use multiple interviews Increase your interviewing effectiveness Work and follow up with new associates to ensure their success Apply knowledge of what motivates associates to create a retention

strategy Identify and develop associates who are ready for promotion Address issues and concerns of the current and future workforce Make promotional and reward decisions based upon performance Shape roles and assignments in ways that leverage capabilities Use performance management to develop and improve performance Ensure effective processes are in place to evaluate capabilities Identify required capabilities and skill gaps within team Provide feedback, coaching, and guidance Promote sharing of expertise and free flow of learning Hold subordinate managers accountable for associate development

Exercise Examples Use each interaction with potential associates as an opportunity to

recruit them and get them excited about working with the company. Ensure that each interaction shows you and the team in a positive

light: return phone calls timely, put candidates at ease when they arrive, clearly describe the interview process.

Talk with associates that were recently hired to get feedback on the recruiting, interviewing, and entry process. Listen carefully as they describe their experiences and reactions, and look for ways to improve the process.

Ensure consistency between the image of your store, what you are trying to promote externally, and the experience of associates and customers by seeking feedback from applicants, associates and peers. Listen carefully for feedback that indicates a need for changes within the store before you work on building its external reputation.

Seminar OptionsTrain Up – http://www.trainup.com

The Conference on Leadership Development and Teambuilding The Talent Dilemma – Strategies to Win the Talent War Team-Building, Mentoring, and Coaching Skills for Managers &

Supervisors

Find a Seminar – http://www.findaseminar.com General Management – People Management Talent Management

e-Learning Creating a Strong Leadership Team (Second Edition) Effective Management: Cultivating Great Teams

Books

Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace

Talent Force: A New Manifesto for the Human Side of Business

4

LeadershipSpeak with Impact

Prepare and deliver clear, well-organized presentations Adapt content and level of detail to your audience Speak effectively in front of a group Demonstrate poise in front of a group Use a smooth, polished delivery style Speak with enthusiasm and expressiveness Speak clearly and concisely Get your point across when you’re speaking Actively engage the audience’s interests Gauge audience reaction and make appropriate adjustments Use nonverbal behavior to emphasize key points Use audiovisual aids smoothly and effectively Use humor effectively in group discussion and presentations Answer questions clearly and concisely

Exercise Examples Write down situations in which you believe you do a poor, adequate,

or excellent job of speaking. Ask your coworkers, manager, and/or friends to rate you in those categories. Compare their perceptions to your assessment. Are there similarities? What are your strengths? What would you like to improve?

Before you have a store meeting, make a list of how associates will benefit from what you are going to share with them. Show how it connects to other initiatives, both present and future. If you can, tie your idea or solution to an already acknowledged problem.

Be concise about your key messages when speaking at a meeting. Prepare by writing each message in a sentence of five to eight words. Then elaborate on it with two or three sentences. Use your notes at the meeting.

Once you have made your point at a meeting, ask listeners for their reactions. Are they talking about your main point? Was it clear? This will give an opportunity to restate your point more clearly if necessary.

When speaking to a group, if you sense that your audience is lost, pause after you finish your point. Briefly recap what you have said so far, using simpler language or less detail.

Seminar OptionsTrain Up – http://www.trainup.com

How to Become a Better Communicator How to Communicate with Tact & Professionalism

Find a Seminar – http://www.findaseminar.com Communication –Speaking Skills

e-Learning Basics of Effective Communication (Second Edition) Presentation Skills (Second Edition) Communicating Clearly (Includes Simulation) Effective Management: Communicating Successfully Presenting Your Ideas Effectively (Includes Simulation)

Books

Powerful Conversations: Howe High Impact Leaders Communicate

Speak Up with Confidence: How to Prepare, Learn, and Deliver Effective Speeches

5

Leadership Listen Actively

Evaluate your current listening skills Listen willingly to other associates’ concerns Demonstrate genuine interest and empathy when you listen Exhibit appropriate nonverbal behavior to show receptivity Listen carefully to input Ask questions to clarify other’s point of view Listen actively, reflect, and summarize other’s comments Interpret nonverbal messages Listen patiently to others without interrupting Listen well in groups

Exercise Examples Assess your typical behavior when you listen to associates or

customers. Do you frequently interrupt the speaker; show impatience; suggest a solution before the problem is fully explained; or spend more time talking than listening? Practice listening actively – allowing the speaker to finish their thought before contributing your ideas.

Solicit feedback on your listening skills from coworkers, your manger, and/or friends. Choose people who will give you the unvarnished truth. Find out how effectively you listen to individuals both one-on-one and group settings. Review the feedback you received. What patterns do you see?

Identify people who are skilled listeners and watch them in action. Take note of how they convey interest and empathy. What are their nonverbal actions? What questions do they ask? How do people respond to them?

Seminar OptionsTrain Up – http://www.trainup.com

Management and Leadership Skills for New Managers Team-Building, Mentoring, and Coaching Skills for Managers &

Supervisors Making the Transition from Staff to Supervisor

Find a Seminar – http://www.findaseminar.com Communications - Listening Skills General Management – Interpersonal Skills

e-Learning Basics of Effective Communication (Second Edition) Communicating Clearly (Includes Simulation) Effective Management - Communication

Books

Listen Up! How to Communicate Effectively at Work

Shut Up and Listen: The Truth About How to Communicate at Work

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LeadershipWrite Effectively

Define the purpose of your document/memo Prepare persuasive written materials that provide a solid rationale for

your position Adapt written communication to the audience Use the appropriate format for your message Clearly express ideas and concepts in writing Write in a constructive and professional manner Prepare written materials in a timely and efficient way Use style effectively Follow the basic rules of grammar Be familiar with the parts of speech Avoid common mistakes in writing Edit your documents Review and constructively edit written works of others Write compelling e-mails that people want to read

Exercise Examples Pinpoint precisely what you are trying to persuade people to think or

do. State your topic in a single word or a phrase. Find your purpose by asking “What about (your topic)?” Write your purpose in a complete sentence.

Be concise and focus on the issue. If you have a hard time deciding what to include, make two columns on a page. On one side, list the necessary information; on the other side, list information that would be “nice to have”. This will help you identify the critical points.

Ask several experienced coworkers for feedback on how clearly you write. Are you too wordy? Do you include unnecessary information? Determine the top two things you could do to improve your writing and start practicing them.

Start with a simple outline. Write your topic, your purpose, and your key messages.

Seminar OptionsTrain Up – http://www.trainup.com

Business Writing and Grammar Skills Made Easy and Fun Business Writing Basics for Professionals

Find a Seminar – http://www.findaseminar.com Communications - Writing Skills

e-Learning Persuasive Business Writing (Includes Simulation)

Books

Business Grammar, Style & Usage

10 Steps to Successful Business Writing

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LeadershipLearn Continuously

Identify your core values and motivators Convey a clear sense of your core values and motivators Lead with values such that others will respect and follow you Keep current on changing work experiences Set development priorities Pursue ways to develop and apply specific skills Make your learning more efficient Get the most out of readings and seminars View mistakes as learning opportunities Anticipate roadblocks that could sidetrack your development Involve others in your development efforts Seek out and learn from others who are different from you Seek honest feedback and respond openly as it’s given Work to understand and resolve conflicting feedback from sources Work to understand feedback that conflicts with your self-perception Demonstrate willingness to try new things, even at risk of failure Willingly accept challenging assignments and new career

opportunities Increase your knowledge in specific areas or processes Increase your knowledge of functional areas

Exercise Examples Share your values and motivators with people you trust, and who have

opportunities to see your behavior in a range of situations. Discuss whether your behavior is consistent or inconsistent with your values and beliefs. You may find that your intentions are not translating into actions.

Regularly assess how much time you are spending on issues and activities that support your most important values and priorities, both at work and outside of work. Plan how to close up inconsistencies between your actions and your values.

Note which individuals are most valued and respected in your territory/department. Determine the skills and characteristics that they bring to their jobs and the organization.

Identify your goals and values. What opportunities or experiences do you want to have in your career? What are your career goals? What are your most important goals, values and interests?

Seminar OptionsTrain Up – http://www.trainup.com

Excelling as a Highly Effective Team Leader Essential Skills for the First Time Manager The Getting Things Done Certification Program: A Path to Personal

Productivity Making the Transition from Staff to Supervisor

Find a Seminar – http://www.findaseminar.com Personal Development

e-Learning Effective Management: Developing as a Manager

Books

What Got You Here Won't Get You There: How Successful People Become Even More Successful

Primal Leadership: Learning to Lead with Emotional Intelligence

Leadership

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Manage Conflict Analyze your conflict management style Address your reluctance to manage conflict Understand how others react to conflict Encourage people with opposing viewpoints to express their concerns

and interests Address and resolve conflict directly and constructively, focusing on

issues rather than people Facilitate the discussion and resolution of conflicts or disagreements Express disagreements tactfully and sensitively Use active listening to reduce conflict Preserve relationships in heated or difficult situations Negotiate effectively to achieve win-win outcomes that meet the

interests of all parties Minimize recurrent conflict Resolve conflict among your associates

Exercise Examples Ask others to give you feedback on your current approach to conflict.

Also, ask for ideas on what you could do differently. Identify factors that make you reluctant to manage conflict. Write

down what they might be. Use you problem-solving skills to determine what you need to do to reduce the probability of those factors occurring. Determine what the consequences might be if you allow this conflict to continue.

Talk with coworkers who address conflict well. Ask how they assess a situation, what they do to make themselves address the issues, and how they keep discussion focused on a win-win solution.

Each time you sense that an argument is about to begin, switch from a defensive position to a listening mode. Listen carefully to what the speaker is saying. Give the speaker your full attention, without judging the speakers statements. Use nonverbal behavior – lean forward, nod your head. Avoid yes or no questions. Periodically paraphrase what the speaker said. As the discussion progresses, determine whether your interpretations are accurate.

Seminar OptionsTrain Up – http://www.trainup.com

Managing Emotions and Thriving Under Pressure Effective Communication Skills for Managing Conflict &

Confrontation Conflict in the Workplace: Managing Relationships, Interactions and

Conflicts How to Manage Employees with Bad Attitudes & Poor People Skills

Find a Seminar – http://www.findaseminar.com General Management – Assertiveness Training General Management – Conflict / Change Management

e-Learning Conflict Intervention (Second Edition) (Includes Simulation) Recognizing and Managing Anger (Second Edition) Working With Difficult People (Includes Simulation)

Books

Crisp: Conflict Management, Third Edition: Resolving Disagreements in the Workplace

The Cowards Guide to Conflict: Empowering Solutions for Those Who Would Rather Run Than Fight

LeadershipLead Courageously Exercise Examples

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Clarify what is important to you Demonstrate the courage to do what is right despite personal risk or

discomfort Be assertive Say no when necessary Take well reasoned stands to resolve important issues Lead others to follow through on difficult actions or initiatives Champion new ideas and initiatives Be willing to make bold yet well reasoned moves Demonstrate inspiring leadership and courage such that others want to

follow you

List leaders and others you admire and your reason for admiring them. Then look over your list and identify recurring themes and values. Identify which of these values you find important for your career.

Practice stating assertive messages before delivering them to others. Role-play them in your mind, practice saying them to a coworker or rehearse in front of a mirror.

Clarify in your own mind the difference between assertive and aggressive behavior. Observe coworkers whom you believe fall into each category. Notice how assertive coworkers look for ways both people can “win”. They listen as much as they talk. They consistently show respect for others, even when they disagree.

Seminar OptionsTrain Up – http://www.trainup.com

Managing Emotions and Thriving Under Pressure Effective Communication Skills for Managing Conflict &

Confrontation

Find a Seminar – http://www.findaseminar.com General Management – Assertiveness Training General Management – Conflict / Change Management

e-Learning Working With Difficult People (Includes Simulation) Managing Conflict (Includes Simulation)

Books

First, Break All The Rules

Ready, Begin! Practical Strategies for Cultivating Courage

LeadershipManage Change Exercise Examples

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View change as a way of life Understand how individuals and organizations react to change Understand and address resistance to change Identify your role in the change process and execute it well Involve people in decisions that affect them Leverage the involvement of key stakeholders and opinion leaders Communicate to help people understand the change process Be specific about the implementation process Increase awareness of the benefits of the new initiative Motivate others to welcome change Clarify new behaviors and what constitutes successful implementation Create opportunities to learn and practice the new behaviors Establish roles and structure to support change Allow the opportunities for flexible implementation Manage the change process while maintaining operating effectiveness Establish and use feedback processes to monitor implementation of

key events and their impact

Identify what the vision or change means for your store/department. Create a clear picture of the importance and relevance of the change. Ensure that you understand the vision, rationale, and need for change so that you can effectively communicate it to your team.

Ask yourself who you need to get on board to support a specific change. For each person ask yourself why is their support needed? Differentiate between support that is essential and just nice to have.

Ask coworkers and/or your supervisor how they see you in relation to accepting change, managing it, and leading it. Engage them in a dialogue in order to understand their perspective.

When presenting change, emphasize its benefits. When you are approaching individuals, support the change based on what you know is important to them.

Identify the potential negative consequences or perceptions of the change. Determine what can be done to mitigate these perceptions or consequences. Address these concerns and offer your solutions when you communicate the change.

Seminar OptionsTrain Up – http://www.trainup.com

Change Management

Find a Seminar – http://www.findaseminar.com General Management – Conflict / Change Management

e-Learning Assessing Change for Managers (Includes Simulation) Implementing Change for Managers (Includes Simulation) Managing Company Change (Second Edition) Change Management for Employees (Includes Simulation)

Books

Leading Change

Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions

LeadershipAnalyze Issues

Evaluate your analytical skillsExercise Examples

When attempting to solve a problem, list what information or facts

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Break down problems into manageable parts Focus on the most critical information you need in order to understand

the problem Probe and look past symptoms to determine the underlying causes of

problems and issues Become more open to ideas and perspectives Analyze issues from different points of view Apply accurate logic and reasoning Recognize the broad implications of issues Integrate information from a variety of sources to arrive at optimal

solutions Define reasonable alternatives to resolve problems or make decisions

you would like to know in order to analyze and resolve the issue. Rank the items on your list according to how critical they are to resolving the issue.

When you face an issue or opportunity, ask yourself: What is the issue or problem? When does it occur? Who is involved? What is the root cause?

Build on existing knowledge to avoid reinventing the wheel. Ask coworkers: Has the organization faced a similar issue in the past? If so, who was involved and how was it handled?

Ask coworkers for feedback on how well you demonstrate critical thinking skills, conceptual thinking skills, creative thinking, and intuitive thinking. In instances when you don’ demonstrate them, determine why you are being less open, flexible or positive than you want to be.

Seminar OptionsTrain Up – http://www.trainup.com

Critical Thinking, Problem Solving and Decision Making Business Problem Solving

Find a Seminar – http://www.findaseminar.com General Management – Problem Solving/Initiative

e-Learning Investigating the Problem (Includes Simulation) Defining the Issue of a Problem (Includes Simulation) Selecting the Solution for a Problem (Includes Simulation) Solving Problems Logically (Includes Simulation)

Books

Business & Competitive Analysis: Effective Application of New and Classic Methods

Rapid Problem Solving with Post-it Notes

LeadershipShow Adaptability

Adapt readily to different ways of doing things Be flexible when you’re working with others

Exercise Examples Ask trusted coworkers how you typically react to shifting or

competing priorities. Compare their perceptions to your own

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Adapt appropriately to completing demands and shifting priorities Show versatility in response to a wide range of situations Adapt your leadership style to fit situational needs Project an appropriate degree of self-confidence Maintain a positive outlook and sense of humor in difficult situations Demonstrate an appropriate level of composure and patience under

trying circumstances Work effectively in ambiguous situations Deal constructively to rejection or frustrations Live according to your preferred life balance Use a support network to cope with life’s changes Handle stress effectively

assessment of you adaptability. This will point out areas in which you could improve.

When you face competing priorities, do two things: clarify what is expected of you by asking your manager and clarify what you can accomplish within the time frame. This will help you understand the parameters.

Determine the business reason for being versatile in your area and identify the driving force behind the new demand or priority. Explain this to your team at a store/department meeting. Your team members will be more likely to adapt if they understand the business need for a new approach and if they can see a bottom-line benefit.

Seminar OptionsTrain Up – http://www.trainup.com

Managerial Leadership Management and Leadership Skills for New Managers Effective Time Management Time Management

Find a Seminar – http://www.findaseminar.com General Management – People Management General Management – Leadership General Management – Conflict/Change Management General Management – Time/Stress Management

e-Learning Time Management (Second Edition)

Books

The Problem Solving Journey: Your Guide for Making Decisions and Getting Results

Self Leadership and the One Minute Manager : Increasing Effectiveness Through Situational Self Leadership

Culture Increase Cultural Competence

Access your beliefs about valuing diversity Increase your sensitivity to issues of culture and diversity Address prejudice or cultural bias in yourself

Exercise Examples Identify the influences in your life that have affected who you are and

what you believe: your nationality, ethnic origin, gender and religion: places you have lived, your education and your experiences with

13

Seek out culturally diverse ideas and points of view Help people from diverse cultural background succeed Seek out opportunities to involve or integrate all associates Recruit for and promote workforce diversity Adapt to cultural norms and expectations Relate well to a variety of people regardless of background Help others feel accepted regardless of background Accommodate the needs of a diverse workforce Focus on the goal of valuing the individual Address prejudice and intolerant behaviors of others

people from other cultures. How do these factors influence you? Ask trusted coworkers or your manager to describe how they see your

culture affecting you and the decisions you make. Also ask them how their own background influences them; this could help you recognize influences in your own life.

Do not let people get away with disrespectful behavior toward coworkers. Pay attention to the words and tone they use and the attitudes they indicate. Partner with HR to help you resolve these conflicts.

Seminar OptionsTrain Up – http://www.trainup.com

Multicultural Communication Training Leading Across Organizational Boundaries: Finding Common Ground How to Excel at Managing and Supervising People

Find a Seminar – http://www.findaseminar.com HR Mgmt - EEO/Employee Rights/Culture Awareness

e-Learning Diversity Awareness

Books

Cultural Diversity in the Workplace

Making Diversity Work

Culture Promote Collaboration and Teamwork

Link the store’s/department’s mission to that of the broader organization

Foster the development of a common vision Make the store’s/department’s mission and strategies clear to others

Exercise Examples Hold a store/department meeting to discuss the organization’s vision,

goals, and strategy with your team. Ensure that your team knows and understands them. Spend time discussing the logic behind the direction and why the choices were made.

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Build collaboration by establishing, communicating, and reinforcing shared values

Promote teamwork among groups; discourage “us versus them” thinking

Provide clear direction and define priorities for the team Clarify roles and responsibilities of team members Decide when to use a team approach for problem solving Appropriately involve others in decisions and plans that affect them Invite and build upon the ideas and input of others Value the contributions of all team members Credit others for their contributions and accomplishments Acknowledge and celebrate team accomplishments

Ensure that each associate has a clear set of objectives and expectations that clarify the role he/she plays in achieving team goals. It usually works best for associates to identify their perceptions of their roles and set their own goals with input from you. You as the leader can then review those, modify or add to them when necessary.

Make a list of all the key decisions you made in the past month. Assess the quality and the acceptance of your decision. Would your outcome have benefited from a team approach? Look for trends, such as avoiding team involvement on certain kinds of problems or decisions.

Seminar OptionsTrain Up – http://www.trainup.com

The Conference on Leadership Development and Teambuilding Excelling as a Highly Effective Team Leader Team-Building, Mentoring, and Coaching Skills for Managers &

Supervisors

Find a Seminar – http://www.findaseminar.com General Management – Team Building

e-Learning Succeeding Through Teamwork in Business (Includes Simulation) Developing and Leading an Effective Team (Includes Simulation) Effective Management: Cultivating Great Teams

Books

Teamwork: What Must Go Right/What Can Go Wrong

Teamwork from Start to Finish

Culture Foster Open Communication

Establish effective communication systems and processes Encourage open exchange of information and viewpoints Provide others with access to information Use communication methods that are appropriate to the situation Share timely updates and information with relevant parties

Exercise Examples Encourage associates to contribute ideas. When they do, listen

carefully and reward them. Use their ideas or information whenever possible.

Ask other trusted coworkers and/or your supervisor to evaluate your communication style. Are you open to feedback and ideas from

15

Facilitate discussions to ensure everyone’s viewpoint is heard Structure creative ways to obtain input from others Communicate the message that every idea is worthy of consideration Encourage others to express their views, even contrary ones Watch the reactions of others to ensure you are communicating

without intimidating others

others? Do you cut off others when they share ideas? List specific behaviors that people use to describe you.

Analyze your typical reaction to outspoken associates in your area. Do you look forward to hearing their views or do you dread their presence at a meeting because you think they will slow things down or create conflict? Your reactions will determine how associates interact with you and the quality of information you receive.

Seminar OptionsTrain Up – http://www.trainup.com

How to Become a Better Communicator Leading Through Communication: The Linkage Communication

Clinic

Find a Seminar – http://www.findaseminar.com Communication –Speaking Skills

e-Learning Basics of Effective Communication (Second Edition) Communicating Clearly (Includes Simulation)

Books

Leadership, Feedback and the Open Communication Gap

Communication Skills Profile

16

Integrity Establish Trust

Model and inspire high levels of integrity Evaluate other’s perceptions of your integrity Show consistency with your principals and values Live up to commitments Do not undermine others for your own gain Accept responsibility for mistakes Do not distort facts with your own biases or agendas Protect confidential information Communicate across groups without compromising message integrity Address questionable business practices Confront actions which are or border the unethical Address ethical considerations as you make decisions Align organizational systems and process to ethical standards

Exercise Examples When asked by your team about situations, changes in policy, or other

issues, give full and honest answers to tough questions. If you cannot share details, explain why. Your team will appreciate your candor.

Do not make commitments you cannot keep. Make realistic time and resource estimates. If you have not had experience in an area, ask a more experienced colleague to give you estimates, and then add time to accommodate your learning curve.

Identify what prevents you from keeping your commitments. For example, you might procrastinate, or perhaps you are a perfectionist. Plan a series of small steps that will help you be more consistent.

When you make a mistake, figure out what you can learn from the situation. Talk to a coworkers or write it down. Try to get past merely saying, “I’ll never do it again.” Increase you understanding of the situation. For example, why did it happen, what factors led to it, and what could you do differently in a similar situation?

Seminar OptionsTrain Up – http://www.trainup.com

Excelling as a First-Time Manager or Supervisor Excelling as a Highly Effective Team Leader Getting Results with out Authority

Find a Seminar – http://www.findaseminar.com General Management – Interpersonal

e-Learning Applying leadership basics

Books

Building Trust: How to Get It! How to Keep It!

The Speed of Trust: The One Thing That Changes Everything

17

QualityFocus on Customers

Identify and anticipate customer requirements and needs Respond to customer feedback Consistently search for ways to improve customer service Ensure a level of customer service that differentiates you from your

coworkers or competitors Provide value to customers beyond their expectations Ensure that customer issues are resolved Deliver on commitments to customers Hire the right people to meet customer needs Train for customer focus Set high standards for customer service Measure customer focus performance Motivate and reward excellence in customer focus Develop and provide a unified approach to servicing the customer Remove barriers so you can provide exceptional customer service

Exercise Examples Coach your associates to use SERVE for every customer interaction. Reflect on customer service you have received at other businesses.

What delighted you as a customer and what disappointed you? Apply this awareness to your own organization.

At a store meeting, share customer service success stories with your team. Talk about how being flexible helps your store meet customer needs and solidify relationships.

Talk with someone on your team who is known for an ability to uncover customer needs. Find out what questions this person asks, how he or she gathers information, and how you can use the same tactics.

Act on the feedback/complaints you receive from your customers. Close the feedback loop by telling customers what you have done.

Seminar OptionsTrain Up – http://www.trainup.com

Customer Relationship Management Fundamentals of Customer Service Critical Selling

Find a Seminar – http://www.findaseminar.com Sales/Customer Service – Customer Relations

e-Learning Customer Service Skills (Includes Simulation) Building Strong Customer Relationships (Second Edition)

Books

Raving Fans

Customer Mania!

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QualityManage and Improve Processes

Define and communicate expectations for quality outcomes Develop common process management tools and methods Designate process owners who are accountable for successful

execution Help others understand their work from a process perspective Help others understand the impact of variation and how to manage it Identify and implement the appropriate work structures and processes

to accomplish goals Integrate input from stakeholders to prioritize process improvement Ensure currency of process standards and process documentation Identify ways to streamline or improve efficiency of work Manage quality by using data to identify trends and track progress Analyze process breakdowns to ensure lessons are learned Investigate and adopt best practices and lessons learned

Exercise Examples When a problem occurs, determine whether it has occurred before and

if it is likely to happen again. If the answer is “yes” or “maybe”, write down why you believe it may happen again. Solicit feedback from members of your team. Focus on three to five levels of “why” to clearly identify the steps in the evolution of the problem. Determine an improvement plan or process that addresses each possible cause. Put plans into place.

Inefficient work processes lead to wasted time and effort. When evaluating if there is a smarter way to do something, start by identify duplication of efforts. Note places where the formal process is often circumvented. Highlight internal and external customer service problems. Include what is working well and examine why. Determine if steps can be eliminated or combined to save time.

Seminar OptionsTrain Up – http://www.trainup.com

Managing Multiple Projects, Objectives and Deadlines The Getting Things Done Certification Program: A Path to Personal

Productivity Basics of Effective Selling (Second Edition)

Find a Seminar – http://www.findaseminar.com General Management – Fundamentals

e-Learning Managing Organizational Goals (Includes Simulation) Managing Projects (Second Edition) Setting Performance Goals and Expectations (Second Edition) Leading Your Team to Business Results (Includes Simulation)

Books

Execution: The Discipline of Getting Things Done

Ready for Anything: 52 Productivity Principles for Work and Life

19

AccountabilityManage Execution

Increase your impact by driving execution of strategy through and with others

Develop thorough operational plans that achieve business goals Remove obstacles in order to move the work forward and/or get

efforts back on track Establish high standards of performance Handle underperformance in productive ways Increase the amount and scope of the work you delegate Delegate responsibility to the appropriate individuals Convey clear expectations for assignments Give people the latitude to manage their responsibilities Hold people accountable for achieving their goals Be accessible to provide assistance and support Monitor progress of others and redirect effort when goals change or

are not met Plan and facilitate meetings effectively to ensure objectives are met Ensure that clear guidelines agendas and desired outcomes are

established for meetings Perform process checks during meetings and redirect discussion as

appropriate Identify and address unproductive debate in meetings in order to

move issues ahead Follow up after meetings

Exercise Examples Change the definition of your work from that of an individual

contributor to that of a manager. Think about or list your daily, weekly and monthly tasks. Which activities should you be completing as a manager and what is individual contributor work?

Create a list of your assigned tasks/projects. Start with the deliverables (end result) and work backward. What needs to happen so you can deliver what is expected?

Identify the issue/work task that interferes most with you highest-priority work. Quantify the extent to which it affects your work. Identify five ways to remove that restraint.

Increase your willingness to delegate. Select an associate to do the task by appropriately matching skills to assignments. Observe the associate, including giving them latitude, monitoring their progress and coaching when necessary. Support the associate by taking action to ensure that they have what they need to complete the assignment.

If others have told you that you do not delegate enough, ask what tasks they believe you should delegate. If you are unsure whether the amount you delegate is appropriate, ask others for feedback. Sometimes it is not the amount you delegate, but what tasks you delegate.

Be sure that meetings have a clear purpose (to exchange information, arrive at a decision, communicate plans, etc) and agenda. You and your team need to know the purpose and expected outcome of the meeting.

Seminar OptionsTrain Up – http://www.trainup.com

Basics of Effective Selling (Second Edition)

Find a Seminar – http://www.findaseminar.com General Management – Delegation

e-Learning Setting Performance Goals and Expectations (Second Edition)

Book

Execution: The Discipline of Getting Things Done

Getting Things Done: The Art Of Stress-Free Productivity

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Accountability Act Strategically

Gain a historical perspective about company and industry Understand current and future customer needs Understand of your competitors’ strengths and weaknesses Stay abreast of key competitor actions and their implications Identify competitive differentiators Understand the organization’s vision, goals, and strategies Understand the role you and your area play in the business’ success Convey a thorough understanding of your area’s strengths,

weaknesses, opportunities, and threats (SWOT analysis) Develop a vision and strategy for your group consistent with

organizational values and goals Integrate organizational strategies to achieve and sustain advantage Pursue initiatives to capitalize on strengths and market opportunities Identify the business processes that are key to strategy success Ensure that initiatives and priorities are integrated with one another

and aligned with direction and strategic priorities of the company Create measures which accurately reflect the success of the strategy

and execution of the processes needed to drive it Balance short term requirements with long range business plans

Exercise Examples Successful managers understand the role they play in the success of

the business. Ensure that you thoroughly understand the vision, goals and strategies of the organization. Ask questions. Seek to understand how your department/store goals fit with the organizations goals.

Be able to answer the following questions: What is the company’s strategy? Why was it chosen? How will it create a competitive advantage? What is needed for the strategy to succeed? What does my store/department need to accomplish to contribute to that success?

Ask your supervisor for his or her views of what is working well in your department/store. Also, ask about opportunities for improvement. Determine the specific actions that should be taken and create a timeline for completion.

Define opportunities and threats for your store/department. Analyze how you view them. Ask yourself when you should you take action?

Identify the strengths and weaknesses of your team/department. Work with your HR Manager to identify the experience, skills, knowledge, and attributes necessary for success in critical roles.

Identify competitors in your market. Identify how your competitors distinguish themselves. Compare your store/organization to the competitors. Identify what your store does better.

Seminar OptionsTrain Up – http://www.trainup.com

Strategic Planning Skills Strategic Thinking

Find a Seminar – http://www.findaseminar.com Planning: Strategic Planning

e-Learning Developing and Implementing a Strategic Plan

Books

Strategic Planning for Dummies

Strategic Thinking: A Four Piece Puzzle

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AccountabilityBuild Realistic Plans

Understand your organization’s strategic vision Translate strategic goals into specific tactics and objectives to support

the organization’s vision Identify action steps needed to accomplish team objectives Identify and obtain resources needed to accomplish team objectives Involve others in planning Coordinate planning efforts with other work units Establish clear, realistic time lines for accomplish goals Identify risks and assumptions in plans, anticipate problems, and plan

for contingencies

Exercise Examples Clarify the role you and your team play in achieving the

organization’s goals by identifying what part of the goal your team is accountable for. Determine what you and your team need to do to achieve this goal. Create action plans that detail the steps needed to accomplish the goal. Ask yourself:o What needs to be accomplished?o What are the main tasks?o What specific action must be taken?o Who will be responsible?o How will we measure success?

Seminar OptionsTrain Up – http://www.trainup.com

Excelling as a Highly Effective Team Leader Managing Multiple Projects, Objectives and Deadlines Managerial Leadership

Find a Seminar – http://www.findaseminar.com PLANNING - Strategic planning

e-Learning Setting Performance Goals and Expectations (Second Edition) Managing Organizational Goals (Includes Simulation)

Books

Creating A Business Plan

Staying Focused on Goals and Priorities

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AccountabilityEmploy Financial Acumen

Understand the organization’s financial environment Identify key financial indicators and metrics necessary to measure

business performance Demonstrate understanding of how your store/department

performance contributes to the overall organization’s financial results Conduct regular reviews of financial performance Identify levers to improve financial performance Develop an early warning system to spot unusual trends Learn to read and interpret financial reports Draw accurate conclusions from financial reports and analyses to

support decision making Use reporting formats that track key metrics and financial indicators Communicate financial information so that others understand it Make prudent decisions regarding significant expenditures Identify and document decision making criteria up front Review assumptions underlying financial analyses Conduct post audits of previous decisions

Exercise Examples Review your flash report. Determine what part of your stores

performance needs to be improved. Next, examine the constraints to improvement in that area. For example, if you need to increase sales of a lens or other new products, look at what is constraining the sales. Do customers know about the products? Do they trust that the product adds value? Are the sales associates comfortable selling the product and using selling tools?

Identify indicators that your company uses to help everyone in the organization understand how the goals will be achieved. Review internal financial reports and talk to your manager to learn about these indicators.

Successful managers understand the business model or models of the organization. Ask your manager to explain the business model to you. Note where the organization makes money. Understand whether the business is based on selling a lot of product at a low margin or selling less at a high margin.

Seminar OptionsTrain Up – http://www.trainup.com

Finance and Accounting for Non-financial Managers Managing Business Risk

Find a Seminar – http://www.findaseminar.com General Management – Fundamentals

e-Learning Planning and Controlling Budgets (Includes Simulation) Financial Basics for Non-Financial Managers (Second Edition) Leading Your Team to Business Results (Includes Simulation)

Books

Finance for the Non-Financial Manager

What the CEO Wants You to Know

Accountability

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Make Sound Decisions Establish clear goals for decisions Determine criteria for decision making Gather the information you need to make decisions Analyze information in relation to decision making criteria Bring to bear the appropriate knowledge, information, and experience

in making decisions Consider strategic issues in making decisions Base decision on sound logic and rationale Advance problems towards resolution despite ambiguity or

uncertainty Curb impulsiveness in making decisions Take responsibility for your decisions Act decisively Choose the best alternative based on consideration of pros, cons,

tradeoffs, timing, and available resources Make timely decisions on issues that require immediate attention Make sound decisions on complex functional issues Collaborate with others in making decisions Clarify decision-making responsibility and methods Test the practicality of decisions

Exercise Examples Associates typically want to be involved in decisions that affect them.

Even though you may be able to make a logical and sound decision yourself, whenever possible, involve those who believe they need to be involved in the decision making process.

Carefully identify, define and review the issue you are experiencing. Ask yourself what is the problem or issue? Describe it in one sentence. What important, critical facts are known? What is unknown? Who knows that information? How can it be gathered or determined? What assumptions – about associates, technology, and systems – have been made that might need to be challenged?

When considering different alternatives for a decision, if you have difficulty determining which of several alternatives is best, do not go to others for a decision. Instead, challenge yourself to choose one of the options and develop a rationale for why that alternative is best. Then seek input: describe the alternatives you have identified and your recommendation and ask for opinions.

Seminar OptionsTrain Up – http://www.trainup.com

Critical Thinking, Problem Solving and Decision Making

Find a Seminar – http://www.findaseminar.com General Management – Decision Making / Prioritization

e-Learning Making Group Decisions (Includes Simulation) Making Team Decisions (Includes Simulation)

Books

Smart Choices: A Practical Guide to Making Better Decisions

Decisions, Decisions: The Art of Effective Decision Making

People Engage and Inspire Exercise Examples

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Create an environment in which people do their best work Inspire people to excel Foster a sense of energy , ownership, and personal commitment Encourage others to define new opportunities and improve Adapt your approach to motivate each individual Convey trust in people’s competence to do their jobs Inspire action without relying only on authority Celebrate and reward significant achievement of others Positively address work environment and life balance issues

Hold a store meeting. At the meeting talk about expectations for performance (both store and individual) and arrive at a mutually agreeable goal that associates feel good about.

Ask your associates what tasks they believe are blocking or hindering them from meeting their individual performance goals (CSATs, SPH, etc.). Work together with your associates to find ways to remove the barriers.

Understand that recognition can play a positive role in inspiring work commitment. Associates will perform at a high level so that they receive recognition for their contributions. Make a list of the types of recognition that you currently have in your store/department. Ask other managers who have successful stores/departments how they reward and recognize their associates. Compare their list to your own. Choose one new recognition process to implement in your store.

Seminar OptionsTrain Up – http://www.trainup.com

Enhancing Your Management Skills: How to Gain Alignment, Build Motivation, and Drive Committed Action

The Conference on Leadership Development and Teambuilding

Find a Seminar – http://www.findaseminar.com General Management – Delegation General Management – Power/Persuasion Influence

e-Learning Motivating Employees (Second Edition) Recognizing and Avoiding Burnout (Second Edition) Recognizing Employee Performance (Second Edition) Motivating Your Employees (Includes Simulation) Effective Management: Empowering Your Workgroup Delegating (Second Edition) (Includes Simulation) Getting The Results Without The Authority (Includes Simulation)

Books

Inspire, Persuade, Lead: Communication Secrets of Excellent Leaders

The Leader's Voice: How Communication Can Inspire Action and get results

People Establish Relationships

Be open and friendly to put people at ease Exercise Examples

Ask trusted coworkers or friends about their first impressions of you.

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Show genuine interest in the needs and concerns of others Relate to others in an accepting and respectful manner Create an environment that makes work enjoyable Adjust interpersonal style and communication to a variety of people Respond appropriately to subtle or nonverbal cues from others Develop effective working relationships with your associates Treat people with respect Treat people fairly Build relationships with associates in other locations Develop effective working relationships with your peers Develop an effective working relationship with your manager Develop effective working relationships with higher management Cultivate networks of people across a variety of functions / locations Leverage networks to get things done

Do you seem friendly and approachable, or do you seem intimidating and gruff? Do your gestures and speech patterns make associates uncomfortable? List specific behaviors that people use to describe you.

Consider your body language. If your presence seems to make others uncomfortable, ask a coach for feedback about your body language and find out how you could be more approachable.

At a store/department meeting, generate several concrete suggestions from your associates on how to make the environment more enjoyable. Chose some suggestions to implement immediately. Implement a few at a time so you can measure their effectiveness.

Be visible to your team. Frequently walk around your area, check in with associates, and talk to them about their work. This will make associates feel more at ease with you, and they will feel more confident that you understand their issues.

Seminar OptionsTrain Up – http://www.trainup.com

The Conference on Leadership Development and Teambuilding Advanced Interpersonal Communications High Impact Relationships: Enhancing Your Emotional Intelligence to

Drive Performance

Find a Seminar – http://www.findaseminar.com General Management – Interpersonal Skills

e-Learning Developing and Leading an Effective Team (Includes Simulation) Effective Management: Cultivating Great Teams

Books

Getting Along With People at Work: A Guide to Building Better Relationships on the Job

People Styles at Work: Making Bad Relationships Good and Good Relationships Better

People Influence Others

Build give and take relationshipsExercise Examples

Prepare for meetings. Knowing the key points you want to make, and

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Exercise good judgment and timing Readily command attention and respect in groups Know which battles are worth fighting Identify the agendas, concerns, and motivation of others Anticipate reactions or positions of other involved people Generate enthusiasm for ideas by seeking shared values Know whom to involve and when, build strong working relationships Develop and articulate a compelling position when communicating Ensure your positions address others’ needs and priorities Prepare appropriate influence strategies Confidently promote your own positions and ideas Hold firm to your own position when necessary Negotiate persuasively Win support from others; get them to take action Influence decisions from higher level stakeholders

how to state them will make you more confident and persuasive. Before the meeting, ask yourself: How will others feel if I say that? or What would others think of me if I say this?

Before presenting your ideas, study your audience. What is important to your audience? What are their main concerns about your message? How will your message benefit them?

Build positive relationships with your peers. Do not wait until you need something from them to show an interest in their ideas, goals and concerns. Take a genuine interest in them now.

When you propose an idea or action to upper management be clear about how it will benefit the organization. Ask yourself: How will it help solve a problem, cut costs, increase return on investment, or decrease turnover.

Seminar OptionsTrain Up – http://www.trainup.com

Maximizing Your Influence: A Program designed Especially for Women Leaders

Effective Negotiation: Beyond Win-Win

Find a Seminar – http://www.findaseminar.com General Management – Power/Persuasion Influence

e-Learning Finding Resolution Through Negotiation (Includes Simulation) Negotiating Skills In Action (Includes Simulation)

Books

How to Win Friends & Influence People

Influencer: The Power to Change Anything

Innovation & CreativityLeverage Innovation

Determine when to use creative thinking Use logical and intuitive approaches

Exercise Examples Apply creativity to many phases of the problem solving process.

Look at different ways to view a problem. Think about whom,

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Approach problems with curiosity and an open mind Generate innovative ideas, solutions, and opportunities Stimulate creative ideas and experimentation in others Challenge the way things have always been done Look at problems, processes, and solutions in new ways Identify novel solutions to old problems Use brainstorming to generate innovative ideas Routinely try out new ideas, methods, and technologies Leverage fresh perspectives, breakthrough ideas, and new paradigms Find ways to extend and apply innovative ideas to enhance business

results Identify significant cost savings or revenue opportunities

beyond the obvious, should be involved in defining a problem, generating alternatives, or designing solutions. Generate different options. Think creatively about how to decide what you will do.

Identify reluctance to challenge “the way it has always been done.” Common concerns include: It's working, so why change? It will be too disruptive or costly. Then identify how to remove obstacles by demonstrating why a change is important; demonstrating the cost of not changing; and/or challenge the idea that it is working.

Choose an issue for which you need new, fresh ideas. Hold a brainstorming session with other creative members of your team. Set a time limit – no more than 20 minutes. Write down all ideas without criticizing others ideas. Choose ideas that you want on explore further.

Seminar OptionsTrain Up – http://www.trainup.com

How to Excel at Managing and Supervising People Creative Leadership Workshop for Managers, Supervisors and Team

Leaders

Find a Seminar – http://www.findaseminar.com General Management – Problem Solving/Innovation

e-Learning Managing Innovation and Creativity (Includes Simulation)

Books

Managing Creativity and Innovation

Creativity @ Work

Innovation & CreativityShow Drive and Initiative

Commit to your organization Aggressively pursue organizational success

Exercise Examples Talk to your manager. Clarify the results you need to achieve. Make

sure your expectations match those of your manager and senior

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Drive hard on the right issues Demonstrate a strong drive to achieve meaningful results Foster a sense of urgency in others for achieving goals Take action to resolve issues or problems when they arrive Bring issues to closure Set high standards of performance Seek out new work challenges Take on additional responsibilities when you’re asked Maintain a consistent, high level of productivity Put in extra effort and work to accomplish critical or difficult tasks Do not give up easily in the face of obstacles Overcome procrastination Handle multiple demands and competing priorities Make efficient use of your time

leaders. Emphasize the need for results, not just activities or long hours to

your team. Find out if your team tries to look busy by spending a lot of time on low-priority issues. When you ask for project updates, focus on results, not on a long list of activities.

Seek feedback from others on your ability to balance processes with getting results. If you tend to be overly focused on how tasks are accomplished, others may view you as not focused enough on achieving results.

Seek feedback from your team about how you communicate urgency. Solicit specific information about when you display appropriate urgency, when you show inappropriate urgency and any patterns you seem to follow.

Seminar OptionsTrain Up – http://www.trainup.com

Managing Multiple Priorities, Projects and Deadlines The Getting Things Done Certification Program The Ultimate Supervisor

Find a Seminar – http://www.findaseminar.com General Management – Managing Multiple Priorities

e-Learning Getting the Most Out of Your Day (Includes Simulation) Realistic Time Management Goals

Books

A Sense of Urgency

1001 Ways to Take Initiative at Work

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