Week 33 (27.11.07)

Learn

There are 3 aspects to managing people's performance:

• Performance planning
• Performance coaching
• Performance review

Performance planning get things going in the right direction, during the process, the manager learn what they'll be accountable for their goals and what good behaviour looks like for their performance standards

Performance coaching focus on day to day coaching basis, on teaching the "right answers" and how to accomplish the goals. Practise One Minute Praise for good job done and One Minute Redirect for efforts to get back on course.

In most organizations, if a manager do a good job of performance planning and performance coaching, the annual performance review will be just a review. There is nothing new that have not heard during day to day coaching.

Above are some of the beliefs about leading and motivating people.

Unlearn

Spend more time on the annual performance review than on planning and coaching.

Relearn

Recognize this beliefs, i will plan my itinery to prioritize 30% of time on planning, 50% time on coaching and 20% time on review. My action plan is to spend minimumly 6-8 days in a month to do field work, provide coaching and meet up with customers.

Week 32 (25.11.07)

Learn

The Secret: What Great Leaders Know - And Do- book by Ken Blanchard

As leaders, they need to focus on serving, not being served. Great leaders SERVE.

1. S stands for See the future - The Power of Vision - once a clear vision is established, goals and strategies can be developed within the context of the vision.

2. E stands for Engage and Develop People - Treat your people Right -once the vision and direction are set, turn the hierarchical pyramid upside down and focus on engaging and developing your people so that they can live according to the vision. Must also take care of customers.

3. R stands for Reinvent Continuously - It has 3 aspects. First, great leaders reinvent continuously on a personal level to enhance their knowledge and skills. Second, reinvent continuously applies to systems and processes. Leaders work to instill the desire for improvement into people doing the day-to-day work. Third, reinvent continuously is the idea of structural invention, to meet the business's ever-changing demands.

4. V stands for Value Results and Relationships - Success is both results and relationships, which is critical for long term survival. If leaders can take care of their customers and create a motivating environment for their people, profits and financial strength are the applause for a job well done.

5. E stands for Embody the Values - One way is to live consistently with the values I uphold. People look at what leaders do, rather than what they say. In order to build trust, walk the talk.

Summary, servant leadership provides better leadership, service and helps to create a high performing organization.

Unlearn

Lack of understanding on the importance of Power of Vision and how it can lead to the organizational goals.

Relearn

Have set a date next month to meet with all managers, in order to brainstorm team's Vision, Mission, Goals and Objectives for private hospitals in 2008. I believe by setting a clear direction will create a clear purpose and goals in helping to align and achieve Pfizer's Vision and Mission.

Week 31 (18.11.07)

Learn

There is no leadership without change, and no change without leadership - Professor John Adair

• What causes change? - Economy, technology, social and lifestyle choices, political and competition
• Sigmoid Curve - the right place to start a second curve is where there is ample time, resources and energy. Many companies are in the transition period between point A and B, it is a time of great confusion, uncertainty and fear.
• Change management has 3 strategic approach: content, process & people
• Managing change requires both leadership (visionary) and management (implementation)
• 3 types of change:

1. Developmental change - improvement of existing state
2. Transitional - shift to known new state in a predictable way
3. Transformational - emergence of a new state, not known until it takes shape

• Paradigm shift is a change to the game, a new set of rules
• How to move people through change?

1. Identify change
2. Explain the change
3. Empathise with reactions to change
4. Deal with the resistance
5. Work through the change process

• Kurt Lewin's Change Model - Unfreeze, CHANGE, Refreeze
• Pressure for change - consider the Sigmoid Curve, Paradigm Shift, Cost of doing Nothing and consider market and competition

Unlearnt

Previously as a manager, I do not have a clear guide and principle in leading for change, particularly, how to move people successfully through organizational change.

Relearn

Applying the 5 steps in change management for current Jupiter program. Explaining the change, why there is a need for change, and deal with resistance is most important to drive the changes. As a result, people are more motivated to change. As leader, also emphasize the shared leadership and control in change with my managers.

Week 30 (11.11.07)

Learn

In Praise of the Incomplete Leader - Harvard Business Review

• No leader is perfect - they concentrate on honing their strengths and find others who can make up for their limitations
• Leaders need to further develop the capabilities they are weakest in.
• Other times, it's more important for leaders to find and work with others to compensate for their weaknesses.
• 4 capabilities of leadership:

1. sensemaking - understanding the context in which a company and its people operate & it is a continuous process. The key for leaders is to determine what would be a useful map given their particular goals and then draw one that adequately represents the situation the oraganization is facing at that moment. Know how to quickly capture the complexities of their environment and explain them to others in simple terms. This help ensure that everyone is working from the same map, which makes it far easier to discuss and plan for the journey ahead.
2. relating - building relationships within and across organizations. 3 key ways are inquiring (listening with the intention of genuinely understanding the thoughts and feelings of the speaker), advocating (explaning one's own point of view) and connecting (cultivating a network of confidants who can help a leader accomplish a wide range of goals).
3. visioning - creating a compelling picture of the future. Visioning gives people a sense of meaning in their work. Leaders who are skilled in this capability are able to get people excited about their view of the future while inventing others to help crystallize that image.
4. inventing - similar to "execution". Transform a vision of the future into a present-day reality. Inventing is about moves a business from world of ideas to the concrete world of implementation.

Balancing the Four Capabilities

Typically, leaders are strong in one or two capabilities. Once leaders diagnose their own capabilities, identifying their unique set of strengths and weaknesses, they must search for others who can provide the things they're missing.

It's the leader's responsibility to create an environment that lets people complement one another's strengths and offset one another's weaknesses.

Unlearn

From many books that i have read, not many actually complements on the message that there is no complete leader. Mostly focus on how a leader can become greater and better in creating high performing team or as a leader. As of today, this article, enlighten me on how to balance on the four capabilities and i understand now that even a competent leader may not be a complete leader; it typically has one or two strong capabilities only. We work with others to offset our weakness and to achieve our goals.

Relearn

My capabilities on self awareness is always strong as a new leader. However, from the 4 capabilities, i can further work on to improve on "relating" meaning building relationships (colleagues & spouse) by listening and encourage others to voice their opinions. Before i express my ideas, try to anticipate how others will react to them and how i might best explaing them.

In my new role at work and at home, i will practise creating a vision on "What do i want to create?" This vision will inspire and motivate me, family and my team. Listen to what they find exciting and important.