A.I.M. - May 2010

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A.I.M. For Development : 

A.I.M. For Development Setting Personal Development Objectives That Work Presented by: Sherry Redden Evans A.I.M. Is a part of the NewMarket Learning Division of Telephone Doctor

What you’ll learn: : 

What you’ll learn: The three criteria for effective development objectives and explain what is meant by each Differentiate between measurable and non-measurable objectives Demonstrate the use of questions to help a colleague clarify his/her own aspirations 2 Prepared by Sherry R Evans

What we’re going to do : 

What we’re going to do View the DVD Training Program Discuss Key Issues Conduct Breakout Session to Apply the Skills Prepared by Sherry R Evans 3

Key ideas : 

Key ideas Development requires motivation Development must be in the organization’s interests Development needs measurement Development should precede promotion 4 Prepared by Sherry R Evans

A.I.M. Objectives must be: : 

A.I.M. Objectives must be: Aspirational In our Interests and Measurable 5 Prepared by Sherry R Evans

What does this program do? : 

What does this program do? Develops an awareness of the importance of setting developmental objectives Develops an understanding of the principles of setting effective developmental objectives Develops skill in setting effective developmental objectives. 6 Prepared by Sherry R Evans

Pre-course work… : 

Pre-course work… Think of a recent appraisal or other occasion where you have set development objectives: What problems did you encounter? What worked well for you? What didn’t work so well? 7 Prepared by Sherry R Evans

Video : 

Video This workshop is normally a one day workshop Today I will be hitting the highlights of the program to give you an overview of the importance of setting personal development objectives for your staff 8 Prepared by Sherry R Evans

Aspiration : 

Aspiration A.I.M. puts aspiration before the organization’s interests Do you agree? 9 Prepared by Sherry R Evans

A Guide to Development Objectives : 

A Guide to Development Objectives What is development? Development is improving performance Development is different from learning. Learning is knowing or acquiring a new skill Development is behaving differently – and better You can learn without developing You can’t develop without learning Development is about improving your performance 10 Prepared by Sherry R Evans

A Guide to Development Objectives : 

A Guide to Development Objectives People Fail to Develop Without Motivation People cannot be developed – They must develop themselves People need to be motivated to take ownership of their development This idea is the fundamental point of the program People will only develop if they really want to do it. 11 Prepared by Sherry R Evans

A Guide to Development Objectives : 

A Guide to Development Objectives Motivation to develop comes from what a person wants to achieve – their aspirations. The foundation of any development is motivation and the basis of motivation is aspiration. 12 Prepared by Sherry R Evans

A Guide to Development Objectives : 

A Guide to Development Objectives The Organization’s Interest In the business world, the organization must benefit from a person’s development. If there is no gain for the organization, there is no point to the exercise. You may wonder why this program doesn’t start with the organization’s interest Why not start by identifying development that is in the organization’s interest and then look for ways to motivate someone to develop in that way? The answer is it does not work. You sell person on a development not their aspirations. And there is no buy in from them – no commitment. 13 Prepared by Sherry R Evans

People Respond Better if You focus on Them – On What They Want to Achieve : 

People Respond Better if You focus on Them – On What They Want to Achieve Then look for advantages to the organization You end up with a more motivated individual if you begin with him or her Remember, motivation is more important than any other aspect of development. 14 Prepared by Sherry R Evans

Bottom Line : 

Bottom Line Start with the individual and look for things that motivate him or her. Then apply the organization's interests to select which of those things to support. 15 Prepared by Sherry R Evans

A.I.M. states that development objectives must be MEASURABLE : 

A.I.M. states that development objectives must be MEASURABLE Who is responsible for measuring performance in A.I.M? This clarification comes from this question: how will you know when the development has been achieved? If you can answer this question, you will have a measurable development objective. 16 Prepared by Sherry R Evans

Measuring Success : 

Measuring Success Development is about improving performance. You measure development by measuring performance. Performance is usually measured by EFFECT on that performance. Example: You measure leadership by observing the effect of the leadership on the team. If leadership has improved the team performance will improve. Therefore you need to identify an effect of the development that you can observe and measure. 17 Prepared by Sherry R Evans

Clear Objectives = EFFECT : 

Clear Objectives = EFFECT For an objective to be clear, the measure of success must be clear. There can be no argument about whether the objective has been achieved or not. Choose an observable effect of the improved performance and then agree to a clear measure of that effect. 18 Prepared by Sherry R Evans

Why S.M.A.R.T is not smart for development : 

Why S.M.A.R.T is not smart for development One typical expansion of S.M.A.R.T is Specific Measurable Attainable Relevant Time-line S.M.A.R.T comes from performance management. It arises from setting performance objectives, not development objectives It doesn’t address the issue of motivation, which is fundamental to development, and it imposes time restrictions. You have no idea how long a development objective might take. This is the fundamental difference between a development objective and a performance objective – we believe time comes later when you have more information. 19 Prepared by Sherry R Evans

Development objectives are agreed using A.I.M. : 

Development objectives are agreed using A.I.M. Aspirational In our Interests and Measurable The manager’s role: Your role is to help people think. Development is a personal responsibility You can help them embrace this responsibility by helping them to think. You get people to think by asking questions – questions are the key to this program. 20 Prepared by Sherry R Evans

Questions are the most powerful tool to get people to think : 

Questions are the most powerful tool to get people to think Making statements invites challenge. Asking questions invites thought. Questioning Types: All questions are good but some are better. Open questions are very effective in helping people to think. Open questions are questions that invite the person to tell you their thoughts VS give you specific information 21 Prepared by Sherry R Evans

Some Open Question Examples : 

Some Open Question Examples Open questions that invite thought: Why do you feel that why? How would you go about it? Tell me what happened? Tell me what you would do differently next time? Why is there a knowledge gap? Tell me what exactly what I do to help you? Closed questions don’t invite thought – just answers. 22 Prepared by Sherry R Evans

Start with questions about aspirations. : 

Start with questions about aspirations. Take the time needed to be clear about what the individual wants to achieve. A good place to start is to ask: what do you want to achieve in this job?” Other good questions that undercover hidden aspirations are: Tell me about problem areas at work? Why do you think the problem exist? Identify for me those areas that are satisfying at work? 23 Prepared by Sherry R Evans

Help the individual take responsibility for the development. : 

Help the individual take responsibility for the development. You need to help the individual take responsibility for the development. An excellent question to ask is: What changes do you need to make to yourself in order to achieve your aspirations? No One can make changes without changing behavior. 24 Prepared by Sherry R Evans

Gauging the organization’s interest : 

Gauging the organization’s interest Take a broad view of the organization’s interest and what you want to accomplish prior to meeting with the individual. Sometimes the individual’s aspirations may not be an exact fit. Keep them on track and help them to identify a good fit between personal and business aspirations. If the individual has no aspirations that fit into your business needs – then this may be telling you something about their suitability for the role they are in. Human beings like to develop. People who are developing are more motivated and of course this impacts business. Your role is to help people get into the habit of development and the habit of thinking about development as a possible solution to performance problems. 25 Prepared by Sherry R Evans

Analyze this scene:James and Paige : 

Analyze this scene:James and Paige Why does James not accept Paige’s statement about promotion at face value? How does James open up the discussion to test Paige’s intentions? 26 Prepared by Sherry R Evans

Analyze this scene: James and Paige : 

What are the strengths of this question? What problems do you see with it? What does being good at your job tell us about how you will perform if you are promoted? What changes do you need to make to yourself to achieve your aspirations? Analyze this scene: James and Paige 27 Prepared by Sherry R Evans

Analyze this scene:James and Pamela : 

Analyze this scene:James and Pamela Why do you think that James raised the issue of shorter hours? What are the advantages of this approach? What are the risks? 28 Prepared by Sherry R Evans

Analyze this scene:James and Pamela : 

Analyze this scene:James and Pamela If James suspects that typing speed is the answer, why not just tell her to learn to type faster? 29 Prepared by Sherry R Evans

In your own discussions about personal development… : 

In your own discussions about personal development… What problems do you encounter? What has worked well for you? What different approaches would you now like to try? 30 Prepared by Sherry R Evans

Think of someone who does not seem ambitious… : 

Think of someone who does not seem ambitious… What questions could you ask him/her? How could you engage his/her interest? How might you motivate him/her? 31 Prepared by Sherry R Evans

Think of someone who seems ambitious…. : 

Think of someone who seems ambitious…. What questions might you ask him/her? 32 Prepared by Sherry R Evans

Think of a real development objective from a real discussion… : 

Think of a real development objective from a real discussion… How would you measure it? How might you make it more measurable? 33 Prepared by Sherry R Evans

Applying the lessons… Breakout session : 

Applying the lessons… Breakout session In groups of three perform three interviews. Take turns being the interviewer, the interviewee and an observer. 34 Prepared by Sherry R Evans

Slide 35: 

Preparing for the interview: What will my opening question be? What follow-up questions should I ask to promote thought? During the interview: Focus on what the individual wants to achieve or on problems with the present job. You can switch strategies if one is not working. Cover What the interviewee wants to achieve (aspirations) What changes the interviewee must make to himself/herself to achieve this A specific development objective that is in the organization’s interest and measurable. Feedback on: The kind of questions and their effectiveness How well the interview uncovered real motives, identified changes that needed to be made and developments that were in the organizations interests. How clearly the resulting development objectives could be measured. 35 Prepared by Sherry R Evans Process:

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