Author:
Reviewer:
bc
Develop
the
Individual
s
December 1998
Copyright© 1998 Bain & Company, Inc.
Jacintha Peeris
Dianna Magnani
1DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Key Elements of Effective Leadership
Create a shared
vision
Mobilize and
inspire
Manage for
results
Develop the
individuals
Effective leadership encompasses four core elements.
•Understand the
big picture
•Plan in advance
•Align the team
•Maintain direction
•Build enthusiasm
•Motivate the team
•Enable the
individuals
•Stick to a rigorous
upfront plan
•Manage
aggressively
•Troubleshoot
•Change behavior
in response to
feedback
•Develop an
exciting plan for
growth
•Be the coach
•Measure and
communicate
performance
2DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
Agenda
3DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
The Importance of Developing People
Source: Bain Worldwide Employee Satisfaction Survey
Opportunities for professional and personal development
are critical elements of overall employee satisfaction.
Importance
“How important is each of the following?”
4DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Benefits
Developing people has some obvious benefits.
Enhance
Ongoing Team
Process
Strengthen
Quality of
Results for
Clients
Contribute to
Long-term
Growth in the
Business
Through
Retention
Satisfied
Employees
5DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Agenda
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
6DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
How to Develop People
Excellence in developing people can be achieved through three major activities.
Be the Coach
Develop an Exciting Plan for
Growth
Measure and Communicate
Performance
Reassess
7DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Agenda
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
8DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Plan for Growth
•Review capabilities required for a person at their level
•Solicit input from the individual
•Read previous performance reviews (with the
individual’s permission)
•Talk to the person’s other managers
•Review allocated workstream against capabilities and
development needs and adjust as necessary
At the beginning of a case, the caseteam leader should
develop a case-specific skill plan for each team member.
•Write a skill plan with the individual’s help
•Discuss the plan in a one-on-one conversation with the
individual to ensure buy-in and enthusiasm for it
9DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Skill Plan Myths
The following are some common myths and realities about skill plans.
•The skill plan found on the
consensus review form is
sufficient for helping
people develop
•Skill plans are disruptive
because workplans rarely
match development needs
•Skill plan discussions are
very time consuming
•Skill plans should be filed
away at the beginning of a
case for review at the end
of the case
•The consensus review form highlights a generic list of
development needs for an individual. A case-specific skill
plan focused on the individual’s workstreams for a particular
case is an important supplement.
•There are usually a number of ways to meet a generic
development need regardless of the case - e.g., a client
experience need on a market overview stream could be
accomplished through expert and competitor interviews.
•Once the workplan has been described, individuals should
be asked to draft skill plans. A skill plan should focus only on
the two or three most important needs. Reviewing and
discussing the plan typically takes less than an hour.
•The whole point of a skill plan is to provide an ongoing focus
for development needs. Skill plans should be referred to
during coaching meetings and regularly reviewed and
revised during the case.
Myth Reality
10DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Skill Plan Imperatives
To get the most out of skill plans:
Everyone should have one
Skill plans should be specific and actionable
•Ensure that the skill plan includes specific HLAs that tie to the major
developmental needs identified in the individual’s latest review.
•Test HLAs for reasonableness. Unrealistic goals set people up for failure
and disappointment. The end of case review should show achievement on
many of the HLAs.
Skill plans should drive regular PD discussions
•Clearly identify your expectations for the content, frequency, and method of
updates.
•Review progress against their skill plan periodically with each team member.
•Everyone should have a skill plan that you review and discuss. This is your
opportunity to ensure that team members’ expectations are in alignment with
yours.
•For new people, you should take the first cut at the plan and review it with
the individual. For experienced team members, they should take the first
cut, and then review it with you.
11DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Skill Plan Form
Team Member:
Caseteam leader/Manager:
Case Code:
Date:
Scheduled Updates:
•
•
•
•
•
•
Value
Addition
Client
Team
Generic Skills
•
•
•
•
•
•
Specific HLAs for This Case
Must be
specific to
workstream
activities
•
•
•
•
•
•
Value
Addition
Client
Team
12DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Agenda
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
13DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
How to Be a Coach
“Tell me and I’ll forget, show me and I’ll remember, let
me do it and I’ll really learn.”
–Chinese Proverb
14DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Be the Coach
“Coaching is unlocking a person’s potential to maximize their own
performance. It is helping them to learn rather than teaching them.”
–Timothy Galwey, The Inner Game of Tennis
“Effective coaching challenges peoples’ beliefs and changes their
behavior.”
–Dean Berry, Founding Father of INSEAD
15DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Effective Coaching
•Where you say it
•When you say it
•How you say it
Coaching involves attention to both content and process.
•What you say
Content Process
16DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Coaching Content
Effective coaching leaves the individual clear about the
changes needed and motivated to make them.
•Specific - give examples, describe specific
behaviors and reactions, use quotes or
written examples
•Factual - do not make it personal; discuss
facts, events, examples
•Objective - do not be influenced by previous
performance or hearsay from other cases;
base feedback on direct experience
•Descriptive - be descriptive, not judgmental
•Balanced - always give both positives and
areas for improvement
•Actionable - discuss specific action steps for
improvement
•From your perspective - speak for yourself,
not for others
•Open/honest - do not pull punches, do not
sugarcoat, and do not overstate
•Sensitive of feelings - criticize actions, not
the person; use careful language
•Positive - express confidence that the person
can succeed
•Non-discriminatory - avoid any language
that suggests racial/gender or other biases
•Tentative - be mindful that you are
presenting perceptions, not absolute truth
•Sincere - understand that change is difficult;
be tolerant and willing to help
Clear Motivated
17DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Coaching Process
Where you
say it
When you
say it
How you
say it
The process of coaching is as critical as the content.
•Appropriate location
–give negative feedback in private, not in front of caseteam or
client
–give positive feedback in public, whenever possible
•In person - avoid voicemail, especially for negative feedback
•Coaching is an ongoing process; day-to-day feedback is critical
•Feedback must be timely
•Schedule sufficient time and do not allow interruptions
•Prepare - keep a journal of specific examples
•Separate positive from negative, and give positive feedback first
•Make it a discussion, not a speech
•Listen/question
–understand their perspective
–probe for background issues/concerns
–give them opportunity to ask questions and respond
•Check for understanding - summarize and agree on key points
18DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Positive Feedback
Regular positive feedback is a big part of successful coaching.
Why is positive
feedback
important?
•Motivational: increases individual satisfaction, willingness to
continue contributing
•Reinforcing: explicitly acknowledges behaviors that are good;
encourages continuation of positive behaviors
•Creates greater openness to negative feedback: builds
credibility and trust
When is it
appropriate?
•Upon completion of a good piece of analysis
•After an effective meeting
•After a good presentation
•Anytime positive feedback is given by a third party (e.g., a
client, an expert)
How do you give
it effectively?
•Be specific, provide detailed feedback.
•Explain why the work was effective in obtaining results for the
client
•Separate it from negative feedback so it is not
diluted/overshadowed
•Acknowledge publicly, whenever possible
19DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Tips for Receiving Feedback
As part of the coaching process, it may help to review with
the team member these tips for receiving feedback.
Receiving feedback will allow you to see things about yourself that you
could not see in any other way. You will then be able to correct behaviors
that are inhibiting your growth. Constructive feedback is an important gift.
Every time you are able to use it wisely, you will have taken another step
in your own development.
1. Listen closely to the person giving you the feedback, and try not to interrupt.
2. Avoid being defensive. This can be difficult, especially if the person giving you the
feedback is not highly skilled. You may have different perceptions of yourself, but
it is important that you understand the perceptions of others.
3. Assume the feedback giver is trying to be helpful.
4. Try to understand the feedback. If the feedback is not clear, ask for clarification
and examples.
20DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
The Learning Dilemma
Source: “Teaching Smart People How to Learn,” Harvard Business Review May-June 1991
Sometimes overachievers find it difficult to accept negative feedback.
Overachievers
are
unaccustomed
to failure
They may exhibit
defensive behavior:
•Rationalization
•Aggressiveness
•Rejection
•Cynicism
•Are unwilling to “hear
feedback
•Fail to change
behaviors
Denial
•Become depressed,
withdrawn
•Shift behavior from
“guardrail to guardrail”
(i.e., from one extreme
to the other)
Reluctant acceptance
These behaviors are a signal that the benefits of receiving
feedback need to be reinforced.
21DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Reactions to Feedback
As a caseteam leader, you should encourage reactions to feedback that
demonstrate maturity and an interest in improving.
•Deny the feedback
•Attribute mistakes to external factors
•Assume coach has negative feelings
about the direct report
•Express passivity - have no reaction
•Take an aggressive stance toward the
coach
•Laugh it off
•Reject coach's authority to give feedback
•Show cynicism about improvement
suggestions
•Accept responsibility for the behavior
or understand the coach’s perceptions
•Analyze why behavior was shown
•Understand the coach's point of view
•Ask for more information
•Enlist coach’s to help in understanding
the feedback
•Show concern for improvement
•Listen carefully to feedback
•Accept feedback and check in with
others
Defensive Reactions Desired Reactions
22DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Handling Pushback (1 of 3)
Source: Adapted from The Developing People Workbook, Forum Corporation
The first step in handling pushback is to gain a better
understanding of the other person’s point of view.
Encourage
Confirm
•Resist the temptation to restate your feedback, defend your points, or jump in
with more examples. Encourage the team member to say more about how he or
she sees the situation.
•Encourage with verbal and nonverbal signals (lean forward, nod, say “uh-huh”).
•Recognize that the root cause of the team member’s objections may not be what
you think. You may be missing some important facts or context.
•Listen for both facts and feelings to understand the root cause of the issue.
•Use open-ended questions to uncover the team member’s view. Open-ended
questions begin with words like “What”, “How”, “Tell me”, “Describe” and
“Explain.”
•Use silence - it gives the team member an opportunity to consider and expand
on what has been said.
•Restate the team member’s observations - both facts and feelings.
•Summarize what you have heard, and ask if you are correct.
Once you have encouraged, questioned, and confirmed, you will have a better
understanding of the team member’s perspective and reactions. You may also have
uncovered some additional facts you were not aware of.
Question
23DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
After gaining a thorough understanding of the team member’s viewpoint, use
these tips to provide helpful information and support.
Disagrees with your
description of the
situation
Agrees, but cites
factors beyond his or
her control
Provide more accurate or
objective observations that
include the team member’s
experiences, along with
other facts the team member
may not be aware of.
Provide and ask for some
suggestions for things to do
that are within his or her
control. Identify ways you
can help.
“So, what happens is that
the other team gives you
data that conflicts with
yours, and you do not know
how to reconcile them. This
makes it hard for you to
proceed on schedule. Is
that right?”
“I understand you feel you
can not help it if the client
does not provide the data.
How about if you …? Maybe
I could help by …”
If the team member: Then you should: Example:
Source: Adapted from The Developing People Workbook, Forum Corporation
Handling Pushback (2 of 3)
24DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Check to see if what you said makes sense and if you are both in agreement
about what is going on and how to proceed. Continue by asking the team
member for his or her suggestions for improvement going forward.
Agrees, but does
not see why it is
important
Agrees, but says his
or her intention was
different
Describe the importance
of the issue - how it
affects the team, you
personally, and/or the
team member.
Offer observations on the
differences between the
person's intention and
the actual results of the
behavior or performance.
“I know doing a workplan
does not seem important to
you. The reason it is
important to the team is that
it allows us to …”
“I see your intention was to
be helpful, but when you … I
saw it as you doubting the
team. Maybe you can be
more helpful by …”
Source: Adapted from The Developing People Workbook, Forum Corporation
Handling Pushback (3 0f 3)
If the team member: Then you should: Example:
Even when the team member agrees with what you have to say, he
or she may benefit from receiving further information.
25DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Coaching Examples (1 of 2)
“Dave, I noticed on the following occasions, you put down the QA
manager’s analysis in front of her boss…”
“Dave, your cockiness in front of clients borders on rudeness.”
“Jan, you should use open-ended questions to explore the plant
manager’s objections. This will give you information you can use to
influence him.”
“Jan, in the future, you should capitalize on your natural charm to
influence the skeptical plant manager.”
Do this:
Avoid this:
Do this:
Avoid this:
The objective of coaching is to improve a person’s behavior.
26DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Coaching Examples (2 of 2)
“Steve, I’d like to give you some feedback on something you
said about our billing procedures to the plant manager during
today's tour.”
“The team thought you were pretty out of line today when you
blurted out that billing comment.”
“Donna, I get frustrated when I’m trying to make a point in case
team meetings and you finish my sentences for me.”
“Donna, stop trying to step on me just to get promoted.”
Do this:
Avoid this:
Do this:
Avoid this:
27DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Agenda
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
28DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Goals of the Written Performance Review
The written review is the primary mechanism for measuring results.
• Measure performance against goals and
objectives
• Establish new goals
• Identify training needs
• Ensure consistency between evaluations and
salary increases and promotion
recommendations
• Provide documentation
29DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Performance Review Content
Performance reviews include:
•Clear and concise
•Consistent with rating,
salary increase, and
promotion
recommendation
Most Important Message
Most important points
reviewee should take
away
•Specific examples, not
assumptions
•Balanced - both positive
and negative feedback
•Own observations - speak
for yourself, do not speak
for others
•Situations beyond
reviewee's control, if
appropriate
Historical Description
Basis of most important
message and
development objectives
•Clear, specific action
steps
•Prioritized based on
importance of skills and
size of gap
•"Start, stop, and
continue" format
(optional)
Development Objectives
Key to skill plan
development
30DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
The Performance Review Process
There are four steps in the performance review process:
Develo
p the
Conten
t
Prepare
to
Deliver
the
Review
Conduc
t the
Review
Prepare to
Write the
Review
•Conduct an
interim review
•Determine
areas for
improvement
at the end of
each case
•For consensus
reviews, talk to
input reviewers
•Evaluate
performance
gaps
•Determine
improvement
objectives
•Identify
resources
•Develop most
importance
message
supported by
data
•Anticipate
areas of
disagreement
•Think of how
to establish a
dialogue
•Schedule the
meeting in
advance
•Keep the
appointment
•Do not allow
interruptions
•Establish a
positive and
open climate
•Provide
specific
examples
•Listen
•Make sure the
reviewee
understands
where to focus
•Check in with
the reviewee
31DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Prepare to Write the Review
Before writing the review...
• Conduct at least one interim review with the team member
• At the end of each case, determine key areas for improvement
• For consensus reviews, talk to input reviewers
–flag inconsistencies
–gain consensus on key messages
–include other reviewers’ examples and anecdotes
–submit draft to input reviewers for feedback
32DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Develop the Content
When writing the review...
• Review development plan for previous six months
• Evaluate gaps between plan and performance
• Determine the most critical performance improvement objectives
• Identify resources the team member can tap to gain the required
skills (e.g., BVU modules, training sessions, colleagues)
• Develop most important message
–tie to rating
–focus on expected behavior changes
–if appropriate, include promotion message
• Support most important message with data
–be specific
–cite examples and critical incidents
–include positive and negative feedback
33DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Writing Watchouts
Follow these guidelines when writing the review:
•Think before writing
•Provide specific examples of behavior, not conclusions
•Include positive and negative feedback
•Be scrupulously honest
•Reflect accurately other reviewers’ comments
•Respect confidentiality
•Avoid
– jargon - use plain language
–adjective qualifiers - use active verbs
– assumptions about direct report's knowledge
–frequency statements
–relying solely on quantitative values - describe behavior
and consequences
•Do not make commitments you can not honor
•If appropriate, describe situations beyond reviewee’s control
34DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Prepare to Deliver the Review
• Anticipate potential areas of disagreement and friction
–envision reviewee’s defensive reaction and prepare to respond
in a way that will help the reviewee understand and accept the
feedback
–be aware of your own response to conflict - go for win-win
• Think of how to structure the coaching as a dialogue and how to
create a climate of openness
• Schedule the review meeting several days in advance
• Keep the appointment
• Eliminate distractions and avoid interruptions
After you have written the review, prepare to deliver it.
35DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Conduct the Review
• Establish a positive and open climate
• Limit feedback to issues relevant to the job
• Discuss performance issues in descending order of importance
• Give concrete, behavior-based feedback on strengths and areas for improvement
• If reviewee disagrees, reflect your understanding of what he or she is saying
• Weight the validity of new information
• Avoid arguing
• Ask the reviewee to summarize the three most important areas for development
• Contact for follow-up, checkpoints, and assistance
Help the reviewee learn and grow from the feedback.
36DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Written Feedback Examples (1 of 3)
“In client meetings, Steve did not defend his analysis. On KLM, he
relied on a consultant to bail him out.”
“Steve’s lack of confidence is a major concern of other team
members.”
“Anne failed to identify critical path issues on branding BDPs. She
also produced her own slides on ZBD.”
“Anne frequently mismanages her time.”
Do this:
Avoid this:
Do this:
Avoid this:
Make your statements clear and back them up with examples.
37DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Written Feedback Examples (2 of 3)
“On the following occasions, Stacy presented to the client numbers
she did not check for accuracy…. Our credibility with the client
suffered as our conclusions changed and the numbers varied. ”
“Stacy met only 80% of her deadlines with an accuracy of 85%.”
“Ken failed to meet the deadlines for analyzing the productivity
database because the client’s MIS Department missed agreed-upon
targets.”
“It wasn’t Ken’s fault that the he missed the database deadlines.”
Do this:
Avoid this:
Do this:
Avoid this:
38DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
“Chris’ very negative response to his end of case review did not help
him to improve his performance or learn from the lessons of ABD.”
“Chris is very defensive and he obviously does not want to learn and
improve.”
“Donna has successfully addressed performance issues by developing
questionnaires, executing interviews, coordinating temporary staff, and
conducting quantitative analysis.”
“Donna does a good job of juggling competing priorities. She is a flexible
team member.”
“Mark initiated a disposal program that was approved and adopted by the
client product manager.”
“Mark knows how to structure his analysis and recommendations so that
they will be readily accepted by the client.”
Written Feedback Examples (3 of 3)
Do this:
Avoid this:
Do this:
Avoid this:
Do this:
Avoid this:
39DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
• The desired behaviors and skills are clearly defined
• There is real motivation to change
• Sources of resistance are explicitly recognized
• Activities are aimed at making the change
• The individual trusts their coach to facilitate the change
• Other people support the change in visible ways
• The outcomes are visible
The final outcome in all development-related activities is to help
the reviewee to feel positive and willing and able to change.
Point of Arrival
40DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Agenda
•Overview
•How to Develop the Individuals
–Develop an Exciting Plan for Growth
–Be the Coach
–Measure and Communicate Performance
•Key Takeaways
41DeveloptheIndividualsbc
Copyright© 1998 Bain & Company, Inc.
Develop the Individuals
BOS
Key Takeaways
•Helping people to perform at their full potential is a critical part of overall
employee satisfaction
•The benefits include higher quality results for clients, a better team process,
and higher employee retention
•For professional development activities to be successful on an ongoing
basis there should be a real motivation to change, a clear path to change,
and a supportive environment to facilitate the change
•To develop people and help them reach their full potential:
–Develop an exciting plan for growth that enables the individual to know
how to grow and gives them the motivation to achieve the necessary
changes
–Act as a coach rather than as a supervisor - help individuals learn to
change, do not just them what to do
–Measure performance and provide thoughtful feedback that is clear and
actionable and provides a consensus picture of historical performance and
objectives for the future
42DeveloptheIndividuals
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