Developing yourself and others

Developing yourself and others
1.1/1.2
In my years of working as a technician through to becoming a manager I have always taking mental notes on my experiences working with others and for other managers. In a happy, effective and successful team; what was it that made it good? What changes helped and what changes didn’t? What qualities in leading did the manager have that motivated others to always want to do better and keep doing better? Is it just a natural talent or can I actually develop myself to become an effective leader? Till now, apart from experiences I wasn’t aware of so many information and tools (books, websites etc.) available to someone for use at work and not just the usual methods. With this new knowledge, at the beginning of my advanced management training, I looked through the course workbook and discovered the questionnaires and surveys that could be used as guides to help discover peoples learning styles, current motivation, effectiveness etc. and to gain feedback about myself. I made copies of these and prepared a packet for each of my subordinates to complete. In this packet were the Learning Styles Questionnaire, Leadership Feedback Questionnaire, X-Y Theory Questionnaire, Team Effectiveness Survey, Team Motivation Assessment and the Empowerment Questionnaire. This packet of Information, together with recent job chats a created another package for each subordinate that I used as a base for the yearly appraisals in June. After this double process I was left with a folder containing information about each team members learning style, development needs and most importantly their current position in the works department, be it happy, lacking motivation or even happy as they are. And I had my direct colleague and line manager to also complete an Empowerment Questionnaire and a Manager’s Feedback form for an idea for my own develop needs and also completed the Learning Styles Questionnaire, Leadership Style Questionnaire and a Personal SWOT Analysis.
For this assignment I am going to use myself, Hussein Dermay and only one member of my team, Henry Huaman.
Learning styles
The Visual-Auditory-Kinaesthetic learning styles model (adapted from Colin Rose, 1987) provides a simple way to explain and understand your own and others learning style. According to the model, most people possess a dominant or preferred learning style, however some people have a mixed and evenly balanced blend of the three styles.
Outcome from questionnaires;

Hussein: V=2, A=0, K=7 Conclusion: learning style is kinaesthetic.

Henry: V=5, A=2, K=2 Conclusion: learning style is primarily visual.

Visual learners; these learners need to see the teacher’s body language and facial expression to fully understand the content of a lesson. They tend to prefer sitting at the front of the classroom to avoid visual obstructions. They may think in pictures and learn best from visual displays like diagrams, illustrated text books and hand-outs.

Auditory learners; They learn best through verbal lectures, discussions, talking things through and listening to what others have to say. Auditory learners interpret the underlying meanings of speech through listening to tone of voice, pitch, speed and other nuances. Written information may have a little meaning until it is heard. These learners often benefit from reading text aloud and using a tape recorder.

Kinaesthetic learners; learn best through a hands-on approach, actively exploring the physical world around them. They may find it hard to sit still for long periods and may become distracted by their need for activity and exploration. Learn through moving, doing and touching.

1.2
As for identifying the development needs for Henry, I made use of the one to one notes and the conducted appraisal. The appraisal was a chance for us to have an in-depth discussion about the past and future of his career and there were many areas of Henry’s personal and professional life that needs development. I decided to use a needs analysis technique from Maslow, Maslow’s Hierarchy of Needs. Maslow’s hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top. While the pyramid has become the current way to represent the hierarchy, Maslow himself never used a pyramid to describe these levels in any of his writings on the theory. The fundamental and basic four layers of the pyramid contain what Maslow called ‘deficiency needs’: Esteem, friendship and love, security and physical needs. If these ‘deficiency needs’ are not met – with the exception of the most fundamental (physiological) need – there may not be a physical indication, but the individual will feel anxious and tense. Maslow’s theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Then I completed a personal development plan with the top three identified needs.
Henry’s PDP:
To demonstrate a high level of passion and show high level standard in his work
To become a Maintenance Electrician
Overcome language barrier

To identify development for myself I completed a Personal SWAT Analysis and used the feedback received from the Leadership Questionnaire and the Managers Feedback form.

Personal SWOT Analysis

1.3
In the hotel industry almost all day to day activities or maintenance work needs to be rushed and completed, anything that can effect guest comfort or take a guest room out of service is highly unacceptable. With this is mind it is difficult to find time to check on how the engineers are getting on, job chats will be cancelled or delayed when there is an emergency breakdown. Finding that 1 or 2 hours a day to help employees in their development can be really tricky during busy periods like holiday season.
To talk about another possible barrier in Henry’s development and learning is his lack of confidence and the language barrier. He chooses to hide away and prefers to work on his own. He can get aggressive, argumentative when others are perhaps joking around him, which also pushes his colleagues away from also helping and sharing their knowledge when he needs it.
1.4/2.1
As mentioned before a detailed analysis of all my subordinates and appraisals complete, I have identified and agreed with each of them the best ways to help overcome any weaknesses and barriers. Attending in-house courses on team work and motivation, communication and customer services and in some cases an external training body used to help with anyone’s development.
We also hold regular departmental meetings which have proven to keep the team all under one roof, as it is difficult to communicate to all engineers working different shift patterns.
Our workplace provides and helps all employees to develop and meet their needs. One of the biggest chances for me was attending the advanced management NVQ course, although I boost a lot of confidence in my technical skills, I lack a little in management. The management style within the company is also helping me grow by given me the freedom to experiment and by listening to us. I have taken this style and many others and I am using them at every opportunity to help my subordinates with their development needs.
2.2
To support our development needs we have to formal schemes in place – appraisals and job-chats. These are a good opportunity for us to review our developments and plan for any other needs. The process is always recorded and can easily be referred to when needed.
After I started managing my team including Henry, I conducted informal job chats and it became clear to me that the scheme was not being used at all. Henry’s lack of passion for work had grown as he lost his support and guidance to help him become a shift electrician.
My line manager will give me projects to manage as he supervises and shadows me at meetings held for that particular project. He will pass on any feedback and advise me on different ways to complete the project.
So I also use this technique and coach Henry, give him more complicated electrical tasks and shadow him as he completes them.
I make it clear to my subordinates that I’m always available to help or just chat, my line manager, again is there for me when needed.
2.3
Personal development is a structured process undertaken by an individual to reflect upon their own learning and performance (during appraisal). By considering our strengths and weaknesses, our short, medium and long term objectives and any possible learning barriers I completed my own and Henry’s Personal Development Plan’s.
Henry’s PDP:
Key Objectives
How will I meet my objective
Support
By when
(short term)
To demonstrate a high level of passion and show high level standard in my work

I will show more attention to detail and compare my finished work with others. Ask for feedback from manager. Always check if unsure before commencing any tasks. Get involved in big projects and not shy away.

Hussein and Del

End of March 2014
(medium term)
Overcome language barrier

I will read and listen to English media. Always contribute during departmental meetings and attend a short ESOL course

Human Resources
And
Team

End of June 2014
(long term)
To become a Maintenance Electrician
I am currently at college studying C&G 2330 electrical installations.
I will make myself available by finishing my given task quicker and have time to watch Elmer while completing electrical work.

Hussein, Del and Elmer

End of December 2014
My PDP:

2.4
Without a monitoring development system in place, employees development will eventual come to a stop and then will start affecting their overall performance, which was the case of team I am now managing. I have therefore keep on encouraging my colleagues and line manager for regular team meetings to review our overall progress and update the team with business figures of the hotel.
With Henry and others I will be supervision him on a specific electrical task once a month for a year. This will allow me to see how his development is coming along and to identify any extra support or training he might need. Together, we will also be able to foresee any new development needs as time progresses. These could extend as well as shorten the specified time scales for the set objectives. By monitoring Henry’s development and PDP, he will be on track and quickly gain back his confidence within the team.
I as mention at the beginning of this assignment, have and will continue to take feedback from my team and colleagues. This I believe is the most effective way for my own development. I have learnt a lot of leadership styles and putting them into practice, but feedback from my team is how I know if I am improving and motivating them and becoming an effective leader. By completing my own PDP, I will have developed myself to a level where I have more confidence in my role and be able to set myself a monitoring tool to set my own future objectives.