人力资源职业生涯工具（2）(英).ppt

UpdatingYourManager,Author:AnthonyKerwick,Contributors:RobKoczkar,PaulMeehan,bc,March1998,Copyright1998Bain&Company,Inc.,2,updatingyourmanagerUpdatingYourManager,,FocusofeffectivemeetingsObjectivesofanupdateEffectiveupdates:ProcessFlowDo’sanddonts,,Agenda,3,updatingyourmanagerUpdatingYourManager,,HighlightrangeofkeycontentareasofeffectiveupdatesProvideguidelinesonhowtostructureaneffectiveupdateGiveadviceonthecontentandmessagesinaneffectiveupdate,,ModuleObjective,4,updatingyourmanagerUpdatingYourManager,,Planthework,Dothework,Assesstheimplications,Communicatetheanswer,Documentthework,ManagerupdatesareafundamentalstepintheBainmanufacturingprocess.,TeamprocessskillsBRAVA,CoreconceptsBusinessresearchskillsBaincomputingandmobilecomputingExcelandPowerPointtrainingMarketresearch,Coreconcepts,Updatingyourmanager,CaseteamfilemanagementBRAVA,BainManufacturingProcess,5,updatingyourmanagerUpdatingYourManager,FocusofEffectiveUpdates,,ReceivedirectfeedbackandinputfromyourmanageryourhypothesisyouranalysisyourdataandmethodologyEnsurethatyourprioritizationfitsinwiththeoverallworkplan,CommunicateclientperspectivesCallattentiontocriticalincidentsandclientissuesRoleplayclientmeetingsandotherinteractions,Communicateyourwork’splaceincontextofoverallprojectGivefeedbackto/receivefeedbackfromtherestoftheteamBrainstormideas,problemsolveRaiseandresolveteam-relatedissues,ManagerUpdates-fromface-to-facetovoicemail-provideopportunitiesfortwowaycommunicationrelatingtovalueaddition,client,andtheteam.,,,,,Valueaddition/analysis,Client,Team,Updatecontent,6,updatingyourmanagerUpdatingYourManager,,Agreeinadvanceonmanager’sdegreeofinvolvementintheworkplanwhatisthebesttimetoupdateroutinely?atwhatpointscanmanageraddthegreatestvalue?whatarethekeyapprovalpointsrequiringmanagerinvolvement?whatconstitutesa“redflag”orrequiresearlywarning?Erronthesideofovercommunication,especiallyearly-onconductfrequent,butsuccinct,updatesuntiltoldotherwiseUnderstandmanager’spreferredcommunicationmediaandaccessibility:phonemails,telephoneconversations,face-to-facemeetingsEstablishmutualboundariesforcaseteamworkcontacttelephonecalls/faxesathomeunderwhatconditions?Determinegroundrulesconcerningbasicbusinessetiquettewhatconstitutespunctuality,bothformeetingsandworkdeadlines?isfoodanormatmeetings?whatdegreeofformalityisexpectedineachbusinesssituation?,Attheoutsetofyourcaseteamrelationship,youandyourmanagershouldmutuallyestablishgroundrulesandcommunicationnorms.,CommunicationNormsandGroundRules,7,updatingyourmanagerUpdatingYourManager,,Thefirststepinensuringthatmanagerupdatesareeffectiveistobeabsolutelyclearonobjectives.Potentialobjectivesdependontheperspectivesoftheparticipants.,ConfidencethattheworkisontrackInsightintowherevalueliesInsightintoclienthotbuttons/concernsFeedbackastospecificactionsheorshecantaketoprovideassistanceorremoveroadblocksclientmeetingsframeworksanalyticalapproachesVPupdatesinformationsources,Ideasandadviceismyhypothesisleveraged?ismydatacollectionmethodologyasefficientaspossible?ismyanalysiscorrect?amImanagingteam/manager/clientrelationshipsaseffectivelyaspossible?Informationandcontexthowdoesmyworkfitintothewhole?ismyvalueadditionsufficientandleveraged?Communicationofhelpneededmeetingcoveragepre-wiringotheraircoverDirectfeedbackandcoaching,Potentialobjectivesforthemanager,Potentialobjectivesfortheconsultant,UpdateObjectives,8,updatingyourmanagerUpdatingYourManager,,Agoodupdatehassixsteps:,Clarifyobjectives,Reviewagenda,Answer-Firstsummaryofkeyissues,Communicateprogress/analysis,Discussotherissues,Summarizenextsteps,EffectiveUpdates:Steps,9,updatingyourmanagerUpdatingYourManager,,Effectiveupdatesincludeobjectives,agenda,keymessage,activityreview,relatedissues,nextsteps,andclosure.,UpdateElements,Notes,Examples,Update’sobjectives,Off-slide,mutuallyagreeonwhatyoubothexpecttoaccomplish,“Pat,atourfirstcaseteamlastweek,youaskedmeto…Inthehalf-hourwehavetogether,Iwouldliketopresenttheresultsandalsocallyourattentiontoaconcerntheclienthasabout…Doesthatsoundaboutright?”,Agenda,Setagendaitems,“Good.Isuggest,then,thatwedothefollowing…Anythingelse?”,Answer-Firstsummary,Communicatetheshorttermanswer,“Firstofall,aswesuspected,theinsurancebusinessisindeeddilutingPanamericaCommunications’marketvalue….”,EffectiveUpdates:ProcessFlow(1of2),10,updatingyourmanagerUpdatingYourManager,,Effectiveupdatesincludeobjectives,agenda,keymessage,activityreview,relatedissues,nextsteps,andclosure.,UpdateElements,Notes,Examples,Communicationofactivitywhatmilestoneswerereached?whatinsightsgained?whathaschanged?whathashappenedwhichcouldaffecttimeline?workflow?deliverables?clientrelationship?,StructuresupportinganalysisanddetailsusingAnswer-FirstpyramidIfpossible,castupdateinformationinaformatwhichcanbeusedforclientreviewsandpre-wiresfocusoninsightsup-front-notrawdatatellacompellingstory,“Thevolatilityoftheinsurancebusiness’searningsisextremelyhigh,whichweconcludedfromfirstreviewing…Whatstillconcernsus,however,is….Iamhavingsometroublegettingmyhandsaroundthatissue.Whatwouldyoudo?…Allright,then,by4p.m.tomorrow,Iwillphonemailyoutheresults.”,Otherrelatedwork/issues,Ifnecessary,allowfortimetocatchuponotherrelevantworkandissues,“Workonmyothersideisheatingupbytheendofweek.Whateffectwouldstretchingourtimelineondeterminingnewbookvaluebyadayhaveon…”,Summaryofnextstepsandclosure,Explicitlyagreeonspecificnextsteps,timing,deliverables,andfollow-up,“AtourmeetingnextTuesday,Iwillpresentthefollowing…Andyouwillletmeknowbyphonemailifyourteleconferencetomorrowraisesanyissuesthatwillaffectthemarketsegmentanalysisworkstream….”,EffectiveUpdates:ProcessFlow(2of2),11,updatingyourmanagerUpdatingYourManager,,ScheduleenoughtimeBringcopiesofyourmaterialforyourmanagerandtheotherparticipantsinthemeetingStartthemeetingwithagreementonobjectivesandagendaLinkyourdatacollectionandanalysistotheAnswer-FirstpyramidHighlightspecificareaswhereyouthinkyouneedhelpGetclarityandclosureonnextsteps,timing,deliverables,andfollow-upAskforcoachingandfeedback,Do’s,Don’tforgettoproofreadyourslidesandcheckdatabeforethemeetingDon’tshowuplateDon’trushthecommunicationDon’traiseissueswithoutsuggestionsforhowtoaddressthemDon’trelysolelyonformalmeetingstoupdateyourmanageronyourwork,Don’ts,Do’sandDon’ts,12,updatingyourmanagerUpdatingYourManager,,ActivelymanageyourrelationshipandcommunicationswithyoursupervisorLayoutcommunicationnormsandgroundrulesupfrontIfindoubt,adoptAnswer-FirstcommunicationasdefaultforinternalupdatesFocuson"necessaryandsufficient"communicationsDevelopbiasforovercommunicationregularandfrequentupdates,butkeepthemconciseandfocusedDon’tstopatcommunicatinganalyticaloutputprovideinformationandseekinputonclientissuesreceivefeedbackfromtheteam,ifpresentraiseteam-relatedissues,Takeaways,