People who do not take responsibility for their work can negatively impact their team. To address this, managers should first ensure team members have the necessary resources to do their jobs. They should also clearly communicate roles and responsibilities. Managers can then re-engage people by connecting their work to their values and building self-confidence. Helping team members take control of their work in smaller, achievable steps can increase responsibility. Micromanaging should be avoided, and praise given for responsible actions. Using these strategies can help most people improve, though some may not be ready for the responsibilities of their roles.
10 Reasons Why You Need More Transparency at WorkWeekdone.com
Only 50% of U.S. workers believe their employer is open and upfront with them. This is a good example of how much power and impact transparency has.
See what are the benefits of transparency at work and learn how to increase it in 5 easy steps.
Sensitivity training is a type of training that aims to increase individuals' awareness and understanding of their own and others' feelings, beliefs, and behaviors. The training focuses on developing empathy, emotional intelligence, and communication skills, particularly in diverse or multicultural settings.
10 Reasons Why You Need More Transparency at WorkWeekdone.com
Only 50% of U.S. workers believe their employer is open and upfront with them. This is a good example of how much power and impact transparency has.
See what are the benefits of transparency at work and learn how to increase it in 5 easy steps.
Sensitivity training is a type of training that aims to increase individuals' awareness and understanding of their own and others' feelings, beliefs, and behaviors. The training focuses on developing empathy, emotional intelligence, and communication skills, particularly in diverse or multicultural settings.
Pursuing the Elusive High Performance TeamBen Thorp
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
most of the students dont have much idea about how to deal with low self confidence and how to overcome distractions. This presentation will teach complete details about what is self confidence and how to face every challenges in life with confidence.
Qualities like courage and confidence serve as important tools for personality development. For the best development trainer, visit - https://bit.ly/3Eic72I
Pursuing the Elusive High Performance TeamBen Thorp
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
most of the students dont have much idea about how to deal with low self confidence and how to overcome distractions. This presentation will teach complete details about what is self confidence and how to face every challenges in life with confidence.
Qualities like courage and confidence serve as important tools for personality development. For the best development trainer, visit - https://bit.ly/3Eic72I
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Problem Behaviour".
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Effective Coaching Part 2: Moving Into ActionCenterfor HCI
A coach plays a significant role in increasing employee's effectiveness and improves their management skills. For this, there is an effective coaching model - WIN BIG. It compromises six steps, three to build awareness, and three to move the coachee to action. This winning formula not only helps an individual to win but also helps others to succeed.
2. A sign of wisdom and maturity is when you
come to terms with the realization that your
decisions cause your Rewards And Consequences.
You are responsible for your life, and your
ultimate success depends on the choices you
make.
- Denis Waitley, author and coach.
4. • Sade manages a team of exceptional people, who
work well together to accomplish the team's
goals. However, one person, Felix, regularly
causes problems with the rest of the group.
For instance, he consistently misses deadlines.
When asked why, he points the finger at one of
his teammates, instead of admitting that it was
his own procrastination that caused him to fail.
5. • Felix's behavior has a significant negative
impact on the team. People don't want to
work with him; and they resent his apathetic
attitude and his unwillingness to change his
behavior.
It can be frustrating to have people like Felix
on your team. However, there are steps that
you take to put things right.
7. Signs and Symptoms
• Lacking interest in their work, and in the well-being of the
team.
• Blaming others for mistakes and failures.
• Missing deadlines.
• Avoiding challenging tasks and projects; and not taking risks.
• Regularly complaining about unfair treatment by team leaders
and team members - and engaging in self-pity.
• Avoiding taking initiative, and being dependent on others for
work, advice, and instructions.
• Lacking trust in team members and leaders.
• Making excuses regularly - they may often say "It's not my
fault," or, "That's unfair."
9. Neither of these approaches is ideal
The situation is likely to get worse if you just leave it
alone; while laying people off should be a last
resort, especially if you're dealing with people who have
the potential to be effective team members.
Instead, your aim should be to provide your people with
the skills and resources needed to do their jobs, and then
to create an environment where it's easy for them to take
responsibility for their decisions and actions.
And yes, sometimes you'll need to be firm and
courageous, and sometimes your actions will cause
conflict.
11. Your first step is to talk to the individuals
concerned. Find out if there are circumstances that
are contributing to the situation, or if there are
problems that you can deal with.
Then provide feedback, so that the
individuals know that their behavior needs
to change.
What you learn in your discussion
provides the context for the next
actions that you take.
GROW Model
12. GROW Model
There are a number of different versions of the GROW model. This version presents
one view of the stages but there are others. The 'O' in this version has two meanings.
This is the end point, where the employee wants to be. The goal has to be
G Goal defined in such a way that it is very clear to the employee when they have
achieved it.
This is how far the employee is away from their goal. If the employee were to
R Reality look at all the steps he/she needs to take in order to achieve the goal, the
Reality would be the number of those steps.
• There will be Obstacles stopping the team getting from where they are now
to where they want to go. State all the obstacle and tell he/she that if there
Obstacles were no Obstacles the team would already have reached their goal before
deadline.
O • Also know from the employee what went wrong.
Once Obstacles have been identified the boss need to find ways of dealing
Options
with them if they are to make progress. These are the Options.
The Options then need to be converted into action steps which will take the
W Way Forward
team to their goal. These are the Way Forward.
13. • Tip:
Make sure that you have clear, accurate
examples that you can quote when you
provide feedback. If you don't, your
arguments won't stand up, and you'll risk
leaving the individual feeling victimized.
15. Ensure Adequate Resources
• A sensible early action is to ensure that your
people have the resources they need to do
their job. This might include providing
training, equipment, access to MENTORS and
COACHES, and suchlike.
17. Your people also need to know clearly what their job roles and responsibilities are.
Make sure that you have an up-to-date job description for each team member, and be
as detailed as possible about every responsibility that they have.
When working with your team on a project, use a Responsibility Assignment Matrix to
help keep assignments and responsibilities clear. You may also want to use a Team Charter
to define everyone's roles and responsibilities within the team.
18. Re-Engage People
• This then leads on to re-
engagement. Think about how
you, yourself, feel when you're
doing work that you love or care
deeply about.
• Your people will be more
engaged if their work aligns
with their values. Meet with
them to find out what these
are. Then, illustrate how their
daily tasks and responsibilities
align with those values.
19. Help People Take Control
Sometimes, people feel that they have no control over their lives. To them, it doesn't
matter what they do or how hard they work, nothing makes much of a difference.
• Help them overcome this.
• Help them build their self-confidence.
Also, remind them of their strengths and past
successes, and teach them how to think
positively, instead of engaging in
damaging, negative self-talk.
You can also break up any large tasks or projects into smaller goals or steps. A huge
project or goal will make people feel overwhelmed
21. • Look at your own management style. If certain
team members aren't taking responsibility, it
could be because you aren't delegating clearly, or
because you're micromanaging them - if you
hover over their shoulder and second guess their
every action, they're going to be reluctant to do
anything without you in the background.
So, learn the art of delegation and avoid
micromanagement. Give your people the
freedom they need to make their own decisions,
but be ready to guide them in the right direction
if required. If they're able to make decisions on
their own, they'll start to realize that their efforts
really do make a difference
22. Give Plenty of Praise
A final thing to do is to give plenty of praise when people do take responsibility.
And, help them improve by providing them with consistent, effective, fair feedback.
By using these
strategies, you'll be able to go a
long way towards getting people
to take responsibility.
Some people, however, may
simply not be mature enough to
do the job. Do what you logically
can, but don't keep them
"hanging around" once you've
exhausted all reasonable options.
23. People who don't take responsibility for
their work or actions are likely to have a
negative impact on their team. Look for
apathy, finger pointing, missed
deadlines, or phrases like "It's not my
fault" to spot team members who are
avoiding accountability.
To help people take more responsibility
for their work, provide them with the
skills and resources to actually do their
job. Then set up an environment that
makes it easy for them to change, and
help them take responsibility for their
decisions and actions.
24. You can do this by:
• Ensuring adequate resources.
• Communicating roles, responsibilities, and
objectives.
• Re-engaging people.
• Helping them take control.
• Avoiding micromanagement.
• Giving praise.
People duck responsibility for reasons ranging from simple laziness or a fear of failure, through to a sense of feeling overwhelmed by the scale of a problem or a situation.Whatever the reason, if people fail to take responsibility, they'll fail in their jobs, they'll fail their teams, and they'll fail to grow as individuals. All of this makes it important to address the issue.
When team members don't take responsibility for their actions, some managers may just hope that the problem goes away. Others may try to remove these people from their teams completely. Neither of these approaches is ideal - the situation is likely to get worse if you just leave it alone; while laying people off should be a last resort, especially if you're dealing with people who have the potential to be effective team members. Instead, your aim should be to provide your people with the skills and resources needed to do their jobs, and then to create an environment where it's easy for them to take responsibility for their decisions and actions. And yes, sometimes you'll need to be firm and courageous, and sometimes your actions will cause conflict. We'll now explore a variety of strategies and tools that you can use to get people to take responsibility.
This is a key step in helping people take responsibility for their work - if they don't have the "tools" needed to do their jobs, it's easy to shun responsibility!
Sometimes, people don't take responsibility because they feel apathetic about their work. They can't see how their efforts tie into the "bigger picture." So, make sure that they understand how their work ties into the larger goals of the organization. Highlight the importance of what they're doing, and also paint a picture that details the unpleasant direct and indirect consequences that happen when they don't do their work properly.
Team members could also be disengaged or dissatisfied because they're not in the right role. Take some time to discover their strengths and weaknesses, and analyze whether or not they're using their strengths. If not, they might be better suited in a different role. (You can also use job crafting techniques to reshape their role to fit them better.)
In business management, micromanagement is a management style where a manager closely observes or controls the work of his or her subordinates or employees. Micromanagement generally has a negative connotation.