Guided Self Development^™

Overview

In today's multifaceted workplaces, leadership is more important than ever.  Guided Self Development^™ (GSD) presents a processes whereby managers can become Leaders by elevating the priority for self development among those for whom they are responsible (their Performers).  Using the methods of GSD, managers acting as Leaders can empower and enable their Performers to recognize and evaluate their own performance and take the necessary actions to reach desired goals.   

GSD transforms managers into Leaders by moving them away from a directive development mode characterized by telling Performers what to do and how to improve.  GSD is based on the fundamental principle that directive, telling-oriented strategies are like the proverbial "giving of the fish."  They may allow Performers to "eat" today, but they do little to help them tomorrow or in the future.  Performers with "telling" managers quickly become dependent on external input and direction and never learn how to analyze their own performance.  The consequence can be a Performer who will learn and develop only when the manager is present—which is rare in many work settings.

GSD was created after engaging in many years of research-oriented observation.  Highly effective managers, who used a non-directive approach to development, were compared with managers who used the directive or telling approach.  Those who delegated the responsibility for achieving goals and objectives, both personal and business, to their Performers were the most successful.  These managers, acting as Leaders, provided their Performers with the ability to analyze themselves and determine:

·        when their performance either exceeded or fell below expectations;

·        alternative ways to remedy under-achievement;

·        how to devise appropriate action plans to increase performance; and

·        ways to keep their Leader aware of their progress.

The results achieved by these non-directive Leaders were astounding.  They literally created self-developing Performers who examined their own performance, learned from the consequences of their actions, recognized the need to improve, and created their own strategies for change—even when the Leader was not present.

Objectives

GSD focuses on having the manager become a Leader by:

·        maintaining objectivity through evaluation of behavior—actions and words—not feelings, judgement, interpretation or attitudes;

·        enabling Performers to link their behavior with the consequences it produces in others;

·        reinforcing their Performers abilities to analyze their behavior and consequences;

·        guiding their Performers abilities to meet or exceed expected outcomes; and

·        recognizing how to empower those who are willing to change and rescue those who are not.

Who Should Participate

Anyone charged with responsibility for helping others develop and achieve peak levels of performance.

Program Design

Course facilitators manager the self-learning process through presentations, video demonstrations and group review discussions.  In addition, Performance-Based Training is incorporated to ensure measurable results are achieved through individual and group exercises, and role-plays.

An integral part of the total GSD program is the Leader’s Communication Package^©.  This presentation package is designed to assist the Leader in presenting the principles and processes of GSD to their Performers, so they can take on the responsibility for their own performance.

Overview

The Manager Development Manual (MDM) is a resource that can be used to develop or strengthen the skills measured by the MDI.  The MDM is based on two decades of research on behavioral approaches to people management and development.  This research has revealed a collection of skills, knowledge and insights that enable managers to effectively work with and develop their employees.

Modules

The MDM is a modular resource.  The various chapters of this manual correspond to the five main skill areas covered by the MDI.  The five main MDM modules are:

1. Foundations of Successful Management

2. Goal Setting and Action Planning

3. Performance Feedback

4. Positive Reinforcement

5. Performance Coaching

Each module contains content and exercises related to one collection of skills covered by the MDI.  Also, the various modules make reference to appropriate sections of the MDI.

Options for Use

The MDM can be used as an adjunct to the MDI in two basic ways.

Self study.  This is the primary use for this tool.  MDM chapters can be used by managers as resources for their own skill building efforts.  MDI feedback can be used to guide managers in establishing priorities for the order in which chapters will be completed.

Training classes.  As an alternative to self study, the MDM can be used as a participant manual in a performance-based training class administered in the client organization by you or the company’s training personnel.  A Leader’s Guide for this purpose is supplied.