Development_Planning_Worksheet_ProblemSet

Development_Planning_Worksheet_ProblemSet - DEVELOPMENTAL...

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Unformatted text preview: DEVELOPMENTAL PLANNING WORKSHEET Goal I DEVELOPMENT ISSUE (from MAPS analysis): - I will improve my verbal communication and public speaking skills. EXPECTED OUTCOMES: What will be different? What could someone else observe that will change? - I will be able to communicate verbally more effectively, which will improve my overall managerial effectiveness. - People will find me more approachable and personal as I will be more interested in and also better at verbal communication. a My previous supervisor, the general manager of Warner-Lambert in greater China area, has once demonstrated to me that a manager should open his office and approach all stake holders personally. He encouraged the management team to talk face to face, but only communicate in writing if necessary. By improving verbal communication and public speaking skills, i will be able to practice this principle better and become more effective. 0 People will also notice that I am more willing to take on stage. They will notice that l will be more effective in chairing meetings, making presentations, communicating with clients, and thus able to improve overall productivity. What will I gain by achieving the goal? What is in it for me? o l will become better at articulating ideas and better at motivating people. I will also become more approachable and personal, which makes it easier for me to gain trust of my team and to delegate responsibilities. . It will help me gain trust from my peers, supervisors and clients, as well as increase my profile and visibility organizationally - This goal will also offer me tools to help increase my social influence and power vertically as well as horizontally in the organization in a most positive and efficient way. In accordance with a Fortune article mentioned in MLO course, the number one reason for CEO failures is the bad execmion. By resorting to the influence and power as a result of improved verbal and public speaking skills, I will command more powerful tools to get things done and get strategies and business plans executed more effectively. SHORT TERM STEPS: I will have a meeting with the HR business partner in September and discuss with him about all the organizational resources available for me for improving my public speaking skills. I will attend the company sponsored workshops scheduled for October 2005 and April 2006. I will speak more in MBA team meetings, volunteer for the presentation-oriented assignments. I will keep a close watch on how professors deliver the courses so effectively and learn from them. I will also order class DVDs and go over them to further my presentation skills effective immediately. LEARNING STRATEGIES FOR DEVELOPMENT 1) Seek New Challenges/Projects Challenge Specific Action/Time/Deadline Take on projects that involve more SPECifiC aetion presentation requirements, Will discuss with the implementation team of the ro'ect manaement office of coman to join the projects that involve more presentation responsibilities, such as voice-over—lP project for a financial organization. Timeline: by November 2005. Measurement Will ask for feedback from all members of the project team and clients on a monthly basis to evaluate my performance. Will generate logs for lessons leaned and successes achieved. Will also celebrate small and early successes in imrovin rn effectiveness. 2) Take Courses and Workshops Course/Workshop l will take the following courses from Skillportcom, the certified education provider of PMI. Project Management Institute. 1. Effectively Communicating in Teams Course Number: TEAM0172 The Process of interpersonal Communication Course Number: COMM0001 Delivering Your Message Course Number: COMM0302 Achieving Success with the Help of a Mentor Course Number: MGMT0255 Presenting to Succeed Course Number: COMM0301 Overview to Effective Business Communication Course Number: ADM0102 Communicating a Shared Vision Course Number: LEADOMZ Presentation Resources Available to You Course Number: COMM0303 Effective Mentoring Course Number: MGMT0251 3) Develop Ongoing Feedback Name(s)/ Strategy for Identifying Pe0ple Identify a tote! of seven people and ask them to observe my performance and provide feedback Specific Action/Time/Deadiine Specific action 0 Finish all courses as per the following schedule. 0 Practice my learning from the courses in my daily activities Timeline 0 September 2005: TEAM 0172 October 2005: COMM001 and 0302 November 2005: MGMT0255 December 2005: COMM0301 February 2006: ADM0102, LEAD0142 April 2006: COMM0303. MGMT0251 Measurement o Pass all the exams of the courses. 0 Evaluate my verbal communication results every two weeks as against the learning from the courses. Will record all the successes and failures and review them. Review my progress of learning as against the scheduling on a monthly basis. Specific Action/Time/Deadline - Identify seven people by October 15 2005, including immediate boss, a supervisor, three peers and two subordinates. Discuss with them one on one about my objective and specific plan for improving my verbal communication and public speaking skills, including my expectations. the measurements benchmarks, the timing of improvement and all relative details. Measurement 0 Ask them to observe me and provide feedbacks on a monthly basis or whenever situations warrant Request a 360 degree feedback every six months to measure my performance and identify opportunities for improvement. 0 Reward m self for earl and small wins 4) Identify Role Models and Coaches Name(s)/Strategy for Identifying People Specific Action/Time/Deadline 0 Will talk with the VP of merger and Identity three people who are good at verbal acquisitions in late October and ask communication and public speaking and learn whether I can observe his public from them. speaking skills and learn from him. Pending his approval, I will attend one meeting with him every other week or whenever he feels the time is right for me. I will also ask him to sit in one of my presentation sessions and provide feedback every two to three months. depending on his time. Talk with the project director in October 2005 and ask him whether i can observe his public speaking skills and learn from him. I will ask him to sit in one of my presentation sessions and previde feedback every two months. depending on his time. Talk with Human resources partner in September and ask him whether I can observe his public speaking skills and learn fr0m him. I will ask him to sit in one of my presentation sessions and provide feedback every three months. depending on his time. Measurement I will review my progress at the end of year 2005. in March 2006 and in July 1006. 5) Development Reading Books/Papers Specific Action/Time/Deadline Read the following books. Read books. magazines and newspaper o 10 Days to More Confident Public Speaking by The Princeton Language Institute, Lenny Laskowski Timeline: by end of October 2005 Secrets of Successful Speakers: How You Can Motivate, Captivate, and Persuade by Lilly Walters Timeline: by end of December 2005 The Stress Free Guide to Public Speaking and Presentations DVD Timeline: by end of February 2006 Public Speaking (7th Edition) by Michael Osborn, Suzanne Osborn Timeline: by end of March 2006 Public Speaking Handbook by Steven A. Beebe, Susan J. Beebe Timeline: by end of May 2006 The Greatest Salesman in the World II by 09 Mandino Timetine: by July 2006 Watch TV programs - PBS Greatest Presidential Debate program Timetine: one hour every week starting September 2005. West Wing serials weekly Timeline: half hour every week starting September 2005 Presidential addresses and party conventions on CSPAN.org Timeline: Starting December 2005 Read magazines and newspaper Fortune Timeline: 2 hours every two weeks Business Week Timeline: 2 hours every week New York Times Timeline: Read in spare time Measurement i will review my progress at the end of year 2005. in May 2006 and in September 2006. 6) Other Learning Tactics Strategy Specific Action/Time/Deadline . Increase my vocabulary - Keep a dictionary on hand. Whenever I . Join ublic seakin clubs come across new words. look them up and write them down. Go over all the new words weekly to make sure I remember them. Timeline: On going - Join the Toastmasters club at P&G Canada building near my home Timeline: Will join in September when the club re-opens. Attend the weekly functions and other club activities. 0 Practice public speaking in the clubs. observe and learn from other members. 0 Advance to the Leadership program of the club by May 2006 and finish all levels by March 2007 Measurement I will review m roress ever two months. OBSTACLES What will I give up? By improving my verbal communications and public speaking skills, I will have lots to gain. I don’t see much that I will give up except for time and efforts that are to be committed for the learning, exercises and practices. What are the major obstacles and how will I manage them? Time is the only obstacles that I will encounter. By striving to be more efficient, by measuring my effectiveness constantly against benchmarks and against my ambitious plans, by constantly identifying new ways of saving time and improve my performance, and most important by committing to this mission passionately and wholeheartedly, I will be able to manage the time obstacle. DEVELOPMENTAL PLANNING WORKSHEET Goal II DEVELOPMENT ISSUE (from MAPS analysis): Improve my conflict management and negotiation skills. EXPECTED OUTCOMES: What will be different? My self-assessment and feedback from colleagues have identified my lack of interest, motivation as well as confidence in responding to conflicts proactively. Although I have been successful in dealing with most of the confrontational situations, my mentality and tactics are sometimes passive, which leaves room for improvement. A key learning for me from MLO course is to understand that managing conflicts is an integral part of the managerial life. If proactively and effectively managed. conflicts will become opportunities. Good conflict managing skills will help me build up power and influence within the organization which in turn will assist in my execution of business plans as well as strategies. ' By following the actions plans and practicing the MLO courses concepts, I am expecting a fundamental change in my attitude, mentality and mindset towards conflicts from passive avoidance to proactive management. I will have tools at hand in dealing with conflicts comfortably and competently in professional as well as personal situations. 1 will become a more effective and fair manager with more influences and power at hand towards subordinates, peers as well as upper management in a way that delivers results beneficial to all parties concerned and contributes to bottom lines of my organization. What could someone else observe that will change? They will notice a change in my view towards conflicts. They will notice my willingness to talk about conflicts proactively, publicly, openly and positively, with an eagerness to manage them rather than avoid. hide or bury them, only to cause troubles later. They will observe me working tirelessly to bridge up the conflicting interests and perspectives of different parties in a way that always emphasizes common ground and values and benefits to everyone, which will result in ultimate benefits to the company. They will notice that people are more likely to turn to me for resolution of conflicts or other tough issues. People will place more trust in and respect for me and find me always committed to the higher purpose of the ultimate interests of the organization. They will also notice that my influence and power increase as result of better conflict management. What will I gain by achieving the goal? What is in it for me? By enhancing my conflict management skills, I will become more effective with added social influence and power. It will help me gain trust from my peers, supervisors and clients, as well as increase my profile and visibility organizationally. it will help me manage office politics and avoid being the target of "hidden agenda”. It will help rid the organization of unnecessary conflicts, improve the working environment and create a culture of openness, fairness and respect. In accordance with a Fortune article mentioned in MLO course, the number one reason for CEO failures is the bad execution. By resorting to the influence and power as a result of my improved conflict management skills. I will be able to avoid the failure and have more tools to get things done and get strategies and business plans executed more effectively in an organizational context and thus deliver the best results. SHORT TERM STEPS: I will have a meeting with the HR business partner in September and discuss with him about all the organizational rescurces available for me for improving my conflict management skills. I will attend the company sponsored workshops. LEARNING STRATEGIES FOR DEVELOPMENT 1) Seek New ChallengeslProjects Challenge Take on the project that involves the integration of an acquired company with the corporate network. 2) Take Courses and Workshops Course/Workshop I will take the following courses from Skillportcom. the certified education provider of PMI, Project Management Institute. 1. Analyzing Workplace War Zones Course Number: TEAM0212 Team Conflict: The Seeds of Dissent Course Number: TEAM0211 The Path to Peace and Harmony Course Number: TEAM0215 Conquering Conflict through Communication Course Number: TEAM0214 Getting Past Clashes: Valuing Team Diversity Course Number: TEAM0213 Communication Skills for Resolving Conflict Course Number: COMM0006 Manager's Performance Guide - Team Conflict Skills Course Number: TEAM0216 Stakeholder Interests and Cultural Diversity Course Number: PROJ0042 Specific Action/Time/Deadline Specific action These kinds of projects typically involve lots of coordination between conflicting interests of different parties. I am targeting a project that integrates a recently-acquired Toronto-based creative development company with corporate network scheduled for next year Timetine: Proposal by January 2006. Measurement Will ask for feedback from all stakeholders on a monthly basis and identify my effectiveness in managing and batancing the miscellaneous conflictin interests. Specific Actioan ime/Deadline Specific action 0 Finish all courses as per the following schedule. 0 Practice my learning from the course in daiiy activities Timeline September 2005: TEAM 0212, and 0211 October 2005: TEAM 0215 and 0214 November 2005: TEAM 0213 December 2005: COMMOOB and TEAM 0216 February 2006: PROJ0042 PROJOO42 March 2006: COMMONS April 2006: CUSTO105 MGMT0274 Measurement 0 Pass all the exams of the courses. - Evaluate my conflict management results every two weeks as against the learning from the courses. Will record all the successes and failures and review them. Review my progress as against the scheduling on a monthly basis. 9. Teamwork and Emotional Intelligence Course Number: COMMO143 10. Customers, Conflict and Confrontation Course Number: CUSTO105 11, Facilitating Challenging Situations Course Number: MG MT0274 3) Develop Ongoing Feedback Name(s)/Strategy for identifying People Specific Action/Time/Deadline Specific action and timeline Identify a total of seven people and ask them to observe my confiict management performance . and provide feedback identify seven people by November 2005, including immediate boss, a supervisor. three peers and two subordinates Discuss with them about my objective and specific plans for improving my conflicts management skills, including my expectations. the measurements benchmarks, the timing and other all relative details. Ask them to observe me and provide feedbacks on a monthly basis or whenever situations warrant Measurement 4) Identify Role Models and Coaches Ask them to observe me and provide feedbacks on a monthly basis or whenever situations warrant Request a 360 degree feedback half annually to measure my performance and identify opportunities for improvement. Reward m self for earl and small wins Name(s)/Strategy for identifying People Specific Actionfl'ime/Deadiine Specific action and timeline identify three people who are good at conflict management and learn from them by observing , their behaviors Will talk with the VP of merger and acquisitions in late October and ask whether I can observe his conflict management skills and learn from him. Pending his approval, I will attend one meeting with him every other week or whenever he feels the time is right for me. i will also read some of his files to learn how to manage the conflicting interests from different stakeholders Talk with the project director in October 2005 and ask him whether i can observe his conflict management and learn from him. I will also read his 5) Development Reading BookslPapers Read books, magazines and newspaper “tessons learned" document to learn how he managed the conflicts between different stakeholders including the implementing, the invoicing, and of course the clients. Talk with Human resources partner in September and ask him whether i can learn conflict management skills from him by reading his files or observing him in meetings. Measurement I will review my progress at the end of year 2005, in March 2006 and in July 1006. Specific Action/Time/Deadline Read the following books The Conflict and Communication Activity Book: 30 High-Impact Training Exercises for Adult Learners by Eli! Withers, Keami D. Lewis Timeline: by end of November 2005 The Dynamics of Conflict Resolution: A Practitioner's Guide by Bernard Mayer Timeline: by end of January 2006 - Mediation: Empowerment in Conflict Management, Second Edition by Kathy Domenici, et al Timeline: by end of April 2006 e The Executive Way : Conflict Management in Corporations by C. Merrill Timeline: by end of August 2006 Read the following paper from Harvard Business Review Action: one article a month Time: one article a month Deadline: November 2006 a Want Collaboration? Accept-and Actively Manage-"Conflict Jeff Weiss. Jonathan Hughes Is Silence Killing Your Company? Leslie A. Perlow. Stephanie Williams How Management Teams Can Have a Good Fight (HBR OnPoint Enhanced Edition) When Consultants and Clients Clash ldalene F. Kesner, Sally Fowler Making Differences Matter: A New Paradigm for Managing Diversity David A. Thomas, Robin J. Ely Alternative Dispute Resolution: Why It Doesn't Work and Why It Does Todd 8. Carver. Albert A. Vondra Overcoming Group Warfare Robert R. Blake, Jane S. Mouton Management of Differences Warren H. Schmidt, Robert Tannenbaum Masterful Negotiating. 2nd Edition (HBR OnPoint Collection) 3-D Negotiation: Playing the Whole Game (HBR OnPoint Enhanced Edition) OBSTACLES What will i give up? What will I give up? Similar to the first goal, I have lots to gain by improving my conflict management skills. I will become more mature and effective. I don't see much that I will give up except for time and efforts that are to be committed for the learning, exercises and practices. What are the major obstacles and how will I manage them? Time is one obstacle that i will encounter. By being efficient, by measuring my effectiveness as against benchmarks and against my ambitious plans, by constantly identifying new ways of saving time and improving my performance, and most important by committing to this mission passionately and wholeheartedly, I will be able to manage this obstacles. The other possible obstacle could be my verbal language skills that need to further improved. Successful conflict management builds upon most effective verbal communications capabilities. As indicated in the first goal, We already established a plan to improve my verbal communications and public speaking skills, which will help overcome this obstacle and achievement optimum results. ...
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Development_Planning_Worksheet_ProblemSet - DEVELOPMENTAL...

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