MD-TDP1-ADaS+SSG

Associate Dialogue and Staffing + Setting SMART goals

Trainer: Cai Caro

Day1

• Opening & course overview
• Conducting effective associate dialogs
  • 4 perspectives
  • 5 tips
  • 6 steps
• Talent dialog: attract the talents
• Onboarding dialog: support the new hires
• From GPD to People Dialogs
• Contribution Dialog: empower the associates
  • Coaching with strengths orientation
  • Setting contribution goals

Day 2

• Review of day
• Contribution Dialog (cont.): -Setting contribution goals - Providing forward-looking feedback -Addressing underperformance
• Development Dialog: develop the people
• Summary & action planning

The Inner Management Team

• Entrepreneur 公司代表
• Content Expert 内容专家
• Team Coach 团队教练
• Concerned human being 独立个体

Entrepreneur公司代表 (WHAT and WHY)

• Company's strategy and purpose
• Result/key task-oriented
• Cost, effectiveness
• Opportunity / threat, benefit / loss

Content Expert 内容专家 (HOW)

• Dialogue on feasibility, process, plan, resource, needed capabilities, quality, efficiency
• How to optimize
• How to solve problem

Team Coach 团队教练 (WE)

• Support team collaboration
• Develop team strengths
• Discuss team benefits
• Dialogue with open questions
• Show appreciation
• Motivate associate

Concerned Human Being 独立个体 (I)

• Express own emotion, feeling, attitude, subjective perspectives

This chapter links to <My leadership style >

5 dialog tips for the leader

• Tip #1: Find the right conversational mode
• Tip #2: Establish rapport at the beginning of conversation
• Tip #3: Ask lots of questions
• Tip #4: Show empathy
• Tip #5: Give the associate time to think. Enjoy the silence!

Find the right conversational mode

Dialogue mode, not telling mode

Establish rapport at the beginning of conversation

What is rapport?

• A trusting relationship between people that is characterized by mutual appreciation and understanding.
• It enables an open conversation.
• It needs to be re-enforced at every contact

Ask lots of questions

The power of questions:

• Discover new perspectives and personal resources
• Improve self-reflection
• Encourage forward-looking thinking
• Steer the flow of conversation
• Show appreciation and interest
• Help you acquire new knowledge

What is the best way to establish rapport?

• Come straight to the topic
• Ask how the person is feeling
• Ask about goal achievement
• Share what you have particularly enjoyed recently
• Ask questions about what the person is currently working on
• Discuss what is important for the current conversation
• Listen to what the person says

Show empathy

Empathy: putting oneself in another’s shoes.

The ability to understand and share the feelings of others. It involves recognizing and responding to the emotional states of other people.

Give the associate time to think. Enjoy the silence!

1. Establish contact
2. Name the topic
3. Talk about it
4. Find a solution
5. Find a agreement
6. End the conversation

• Sell job opportunities with attendees at tech summits and forums
• Keep an eye on the talents in the market, even though you don’t have an open headcount now
• After interview with candidates, build connection through WeChat, regularly have dinner and tea for talent attraction
• Everyone in the company is a recruiter
• Business leaders know better who are the top talents in their markets

• 博世里面内卷厉害吗？
• 博世是一个真正的创新型的组织吗？
• 在新能源、AI时代，博世还有竞争力吗？

• Deliver performance
• Integrate into organization
• Enjoy working here

• Big picture of the company and business
• Performance expectations during probation
• Introduction of team and networks
• Learning and development plan

Reinforcing performance culture with the new People Dialogs in the spirit of “LEAD WORK WIN #LikeABosch”

MARKET VIEW*

• Performance is more than goal achievement
• Intensified feedback loops
• Positive association with high- performance culture
• Simplified administration processes

People Dialogs

• Focus on CONTRIBUTION: Results | Collaboration | Learning
• Includes celebration of successes, strengths and learning
• Implementation of real-time feedback function
• Reduced complexity, less routing steps, Improved UX Design, all-year editable

• We still track goals
• We still value competencies
• We add space for what people need

Leadership Approach Needed

• Focus on individual contribution to team success
• Strength-based coaching
• Practical development measures
• Forward-looking feedback
• Addressing of underperformance

专注运用自身优势的人：

• 生活质量高3倍
• 工作敬业程度高6倍

• 优势：能够在优秀水平上稳步表现的能力
• 才干：自然地思考、感觉或行为模式
• 承诺：投入在实践，发展，学习上的时间

• 无限向往, Infinite longing， What type of activities naturally attract you?
• 一学就会, Master w/o much effort， What activities do you seem to be able to quickly master?
• 行云流水, Natural and smooth, Are there any projects that you can quickly get into and feel very smooth throughout the entire process?
• 胜人一筹, Being superior to others, In what aspects do you seem to naturally do better than others?
• 乐在其中, Find pleasure in it, What kind of activities bring you great joy, whether while you are doing it or just finished, and you can't help but think, 'When can I do it again?'?

1. Relationship Building关系建立
   • Live for the present活在当下
   • Talk with people going through difficult situations与遇到困难的人交谈
   • Examine the unique qualities ofeachperson考察每个人的独特品质
   • Respond to things as they occur对发生的事情做出回应
   • Let others know without words that know how they feel不用言语就能让他人知道我理解他们的感受
   • Figure out how different people can work together productively找出让不同的人有效合作的方法
   • Feel connected with all of life感觉与生命所有的方面有连结
   • Give praise给予赞赏
   • Inspire people to take action激励人们采取行动
   • Build bridges between people of different cultures or experiences在不同文化或经验的人之间架起桥梁教练
   • Help others explain their thoughts帮助他人解释自己的想法
   • Make workfun让工作变得有趣
   • Coach教练
   • Accept all people as they are接受所有人本来的样子
   • Stay in contact with my friends与我的朋友们保持联系
   • Teach people教导人们
   • Include people who feel left out接纳那些感到被冷落的人
2. Influencing影响力
   • Deliverresults交付成果
   • Help others see their strengths帮助他人看到自己的优势
   • Meet new people结识新朋友
   • Inspire people to commitment激励人们做出承诺
   • Associate with people who appreciate my strengths与欣赏我优点的人交往
   • Learn as much as I can about the people I meet尽可能多地了解我遇到的人
   • Stay in the “public eye”留在“公众视线”中
   • Control my life掌控我自己的生活
   • Stay calm in difficult situations在艰难的情况下保持冷静
   • Push people to action推动人们采取行动
   • Persuade others说服他人
   • Tell stories讲故事
   • Win the approval ofothers赢得他人的认同
   • Compare my performances to those of others将我的表现与其他人的表现进行比较
   • Take on significant challenges接受重大挑战
3. Strategic Thinking战略思维
   • Search for the reasons and causes查找原因和起因
   • Envision the things I want and desire想象我想要和渴望的东西
   • Think and study思考和学习
   • Find experts to help寻找专家帮助
   • Join brainstorming sessions参加头脑风暴会议
   • Strive to know more努力了解更多
   • Discuss history and itslessons讨论历史及其教训
   • Collect and archive all kinds of information收集和归档各种信息
   • Choose the best alternatives选择最佳替代方案
   • Use history to explain my position用历史来解释我的立场
   • Discover new information发现新信息
   • Find new ways to do things寻找新的做事方式
   • Create pictures and plans for the future为未来创建愿景和计划
   • Participate in intellectual discussions, especially philosophical discussions参与智力讨论，尤其是哲学讨论
   • Discover patterns in data发现数据中的模式
   • Inspire people about what could be激励人们思考未来可能发生的事情
   • Lean new things学习新事物
4. Executing执行力
   • Achieve my goals实现我的目标
   • Actaccording to my beliefs按照我的信仰行事
   • Selectively distribute praise and recognition有选择地给予赞美和认可
   • Do what is expected of me each day每天做别人期望我做的事
   • Stay busy all the time始终保持忙碌
   • Volunteer for causes I believe in为我所信仰的事业做志愿者
   • Create order and safety in mylife在我的生活中创造秩序和安全感
   • Help people solve their problems帮助人们解决问题
   • Work hard努力工作
   • Have clear rules that everyone follows制定每个人都要遵守的明确规则
   • Establish routines and建立例行程序和流程
   • Overcome obstacles克服障碍
   • Keep track of several balls in the air at the same time同时跟进多件事情
   • Treat all people the same平等对待所有人
   • Concentrate until the job gets done集中注意力直到工作完成
   • Organize a big event or celebration组织大型活动或庆祝活动
   • Check people out carefully before revealing confidentialinformation在透露机密信息之前，仔细检查人员
   • Do things right正确地做事
   • Plan new programs规划新项目
   • Follow upon the details跟进细节
   • Follow through with what I said I would do对我说过我会去做的事显进到底

Process: discovering strengths and matching tasks with strengths Coaching with strengths orientation

1. Identify strengths in your experience & professional expertise
2. Discover your talents ( “5 clues to discovering talent” + “Behavior list”)
3. Identify the top 5 tasks in your current role (impact, time spent, etc.)
4. Draw lines to match each task with the strengths that help you accomplish that task
5. Reflect why some tasks motivate you while others do not
6. Explore new tasks that will further utilize your strengths, particularly the unused ones

1. SMART
2. Category
   • Results
   • Collaboration
   • Learning

• Feedback should encourage people to grow.
• It must have positive intent.
• It is appreciative, specific, timely and actionable.

1. Action
   • What behaviors/ actions were observed?
   • Share your perception without judging. Describe, what you have observed. Avoid assumptions and interpretations.
2. Impact
   • What influence the action had on success/result
   • Share the impact of the behavior. Explain, how it influenced you or others. Focus on both positive / negative consequences.
3. Do
   • Which approach could lead to a better result still?
   • Describe your wish for different behavior, or the behavior which should be repeated in future. Give ideas, how the person could further develop their skills and knowledge. Express your convincement that the effort will pay off and bring even better result in future.

Action

• Yesterday in the meeting with the function managers, I heard you tell a customer story to illustrate the pain of customers when going through the existing procedure.

Impact

• As a result, those who at the meeting quickly reached consensus to simplify the procedure and make it more user friendly.

Do

• Your story-telling is an asset in communication, particularly in cross function settings. Therefore, I would suggest you continue to use your impressive stories to engage the others in both internal and external meetings and help everyone reach consensus.

Action

• Yesterday in the meeting with the division managers, I observed that you walked them through 40 slides for a 10-minute presentation.

Impact

• As a result, the core message did not come across properly to non-specialists. Consequently, the decision was not easy to make.

Do

• Since you wanted to get more visibility through presentations, it would be good to develop a synthesizing approach. We have a good e-learning program. And I can also help you prepare your next presentation.

• Why to check in
  • Update latest progress
  • Show timely recognition
  • Provide coaching & feedback
  • Uncover potential risks
• What to check in
  • Review of goal achievement
  • Progress of development
  • Collaboration with peers / other teams
  • Support and resources needed
  • Learning and reflections of associate
• When to check in
  • Regular 1-on-1 meetings agreed at beginning of year
  • Milestones of tasks / projects
  • Initiated by either associate or manager when deemed necessary

What causes underperformance?

• Concentration on deficits
• Poor fit to the job/role
• Unclear expectations and priorities
• Lack of support / ignoring
• Personal problems

What might be consequences for associates?

• Frustration
• Disengagement
• Feeling not appreciated
• It does not make sense to invest too much effort
• etc.

1. May能不能
   • Does the associate have necessary or perceived mandate to fulfill the tasks? And do the stakeholders know about the mandate?
   • Who and how can support?
   • Does the associate feel fully empowered?
   • Is the task meaningful?
2. Want愿不愿
   • Is the associate willing to perform the task or carry out the role?
   • Does the associate have enough self-confidence? How can you strengthen it?
   • Is the associate aware about his/her own strength?
   • What can you contribute to the associate's commitment?
3. Can会不会
   • Does the associate have necessary skills, competences, knowledge, experiences, environment to execute the tasks?
   • How can the necessary skills be acquired? How environment can be influenced?

1. Establish Contact
   • Time: sufficient, with buffer
   • Place: private meeting room (booked in advance)
   • Build rapport (trust, appreciation, understanding) foropenness and psychological safety in the dialog
2. Name The Topic
   • Topic: underperformance in XXX
   • Impact on Bosch, customers, team, associate self: positive benefits if performance is improved, and negative consequences if not improved
3. Talk About It
   • Discuss examples of underperformance: facts & figures, concrete behavioral examples
   • Listen to the associate and respond with respect & empathy
   • Agree that performance improvement is needed
4. Find A Solution
   • Explore together the causes for underperformance: the MAY, the WANT, the CAN
   • Discuss possible approaches to address the identified causes, linking to associate’s strengths and motivation
   • Discuss support needed
5. Find An Agreement
   • Agree on actions to improve performance
   • Agree on ways to evaluate improvements
   • Agree on follow-up meetings and timing
   • Have associate summarize the agreements reached
6. End The Conversation
   • Emphasize on importance of high performance
   • Show confidence in the associate to improve performance
   • Reconfirm support to associate
   • Block calendar for next follow-up meeting

• Studies show that managers still devote a great deal of time to improving associates' deficits.
• What do associates with good performance feel about it?
• As your time is limited, it is better invested to multiply best performance.
• While underperformance must be clearly and timely addressed. The actions must be taken quickly.

Intelligent use of available resources

• Apply existing strengths in a new context
• Checking the overstressed strengths
• Identifying and utilizing unused strengths
• Work on weaknesses when they get in the way

Business requirements:

• Need to launch more innovation projects by leveraging cross function expertise

My Strengths:

• Finds solutions quickly when experiencing barriers.
• Collaborates intensively with other teams and colleagues.

Feedbacks to Ben:

• “Ben has shown strong proactiveness.”
• “Ben is a confident decision maker.”

Development goal

• “Lead a cross functional project to success in the next 6 month with visibility to senior management.”
• Successfully building on existing strengths
  1. Fostering cross functional team collaboration
  2. Presenting in front of senior management
  3. Practicing influencing skills
  4. Learning project management skills