I am looking to build a training program for highly skilled people who have lot of behavioural issues , somethingh related to selfmanagement and self reliazation, loosing their egos
From India, Delhi
From India, Delhi
Dear Sameer,
Put yourself in their position and try to objectively look at what they may be going thru
- They might be experiencing belief issues wherein they might have been raised to believe that highly capable people get respected. While it may be true to some extent, people respect those individuals who have a better attitude, than skills. You will also need to sensitize them about their attitude issues towards themselves and others.
- They might also be frustrated that they don't get recognized, respected, acknowledged, rewarded etc. You need to align their goals with your Organizational goals - what is the Organization's definition of an ''Achievement'' and how is it different from their definition of ''achievement''.
- They might be misinterpreting other people's gestures, language and interactions. We are all victims of our own perception. For e.g, ''The way he looks at me, makes me angry'' . Whose issue is it now? They need to be taught of the advantages of ''giving the benefit of doubt to others''
- They need a great activity for team-building where they can learn the importance of the greater good, as against their own individual good.
- They might have a very wrong notion of leadership, where they think that winning the race will make them a leader. No - winning hearts will make them leaders.
If you address these issues, then it will probably be the first step in breaking their resistance and moving them in the right direction.
I would suggest that you structure your activities, games and cases in such a way that they all move the participants out of their ''self-obsession'' and channel their energies towards others.
Hope this helps.
Thank You,
Warm Regards,
Narmadha
From India, Chennai
10Put yourself in their position and try to objectively look at what they may be going thru
- They might be experiencing belief issues wherein they might have been raised to believe that highly capable people get respected. While it may be true to some extent, people respect those individuals who have a better attitude, than skills. You will also need to sensitize them about their attitude issues towards themselves and others.
- They might also be frustrated that they don't get recognized, respected, acknowledged, rewarded etc. You need to align their goals with your Organizational goals - what is the Organization's definition of an ''Achievement'' and how is it different from their definition of ''achievement''.
- They might be misinterpreting other people's gestures, language and interactions. We are all victims of our own perception. For e.g, ''The way he looks at me, makes me angry'' . Whose issue is it now? They need to be taught of the advantages of ''giving the benefit of doubt to others''
- They need a great activity for team-building where they can learn the importance of the greater good, as against their own individual good.
- They might have a very wrong notion of leadership, where they think that winning the race will make them a leader. No - winning hearts will make them leaders.
If you address these issues, then it will probably be the first step in breaking their resistance and moving them in the right direction.
I would suggest that you structure your activities, games and cases in such a way that they all move the participants out of their ''self-obsession'' and channel their energies towards others.
Hope this helps.
Thank You,
Warm Regards,
Narmadha
From India, Chennai
Dear Sameer,
It appears that you have not conducted any type of organisation's survey. If you had findings of research report, you would not have asked for the training outline.
If "highly skilled" people have lot of behavioural issues then probably the organisation has given emphasis only on technical or functional skills leaving aside the importance of soft skills part of it. This happens in many organisations because management is blissfully unaware of cost of conflict or cost of degraded interpersonal environment. Degraded interpersonal environment obviously impacts employee motivation. This could be fostering employee attrition. All the factors combined together could have fall back on customer satisfaction. In your training, you need to sensitise these managers or other staffs on the costs incurred on these counts.
Against this backdrop, I recommend you conducting organisational survey on:
a) Interpersonal environment in the company
b) Management style of the managers
c) Organisation's culture
I have written in my previous 'n' number of posts that any training that is conducted without aim of cost reduction is useless. While managers or "high skilled" people can enjoy rubbing their subordinates or other people wrong way, it is organisation that pays the price. This should be the motto of the training.
Thanks,
Dinesh Divekar
From India, Bangalore
It appears that you have not conducted any type of organisation's survey. If you had findings of research report, you would not have asked for the training outline.
If "highly skilled" people have lot of behavioural issues then probably the organisation has given emphasis only on technical or functional skills leaving aside the importance of soft skills part of it. This happens in many organisations because management is blissfully unaware of cost of conflict or cost of degraded interpersonal environment. Degraded interpersonal environment obviously impacts employee motivation. This could be fostering employee attrition. All the factors combined together could have fall back on customer satisfaction. In your training, you need to sensitise these managers or other staffs on the costs incurred on these counts.
Against this backdrop, I recommend you conducting organisational survey on:
a) Interpersonal environment in the company
b) Management style of the managers
c) Organisation's culture
I have written in my previous 'n' number of posts that any training that is conducted without aim of cost reduction is useless. While managers or "high skilled" people can enjoy rubbing their subordinates or other people wrong way, it is organisation that pays the price. This should be the motto of the training.
Thanks,
Dinesh Divekar
From India, Bangalore
I cannot reveal the situation, but my comments have been misinterpreted. Their is no organizational issue as they are 10% of the total population in this role. They are pure behavioural issues that has come out of the survey and complaints mostly by other departments. So please sugeest according to that and mind you most of them come from very good backgrounds.
From India, Delhi
From India, Delhi
Hi
Narmadha has shared some very insightful tips with you. In addition I am sharing a link that appeared today in Citehr, which could give you some additional 'food for thought' on the subject.
https://www.citehr.com/512455-how-me...lity-life.html
Regards
From India, Mumbai
Narmadha has shared some very insightful tips with you. In addition I am sharing a link that appeared today in Citehr, which could give you some additional 'food for thought' on the subject.
https://www.citehr.com/512455-how-me...lity-life.html
Regards
From India, Mumbai
Hello Anonymous,
The contents of your thread are intriguing like a puzzle.
You have decided on the right thing by planning to conduct a training programme to a selected group of people who very skilful in their functional areas and are found to be wanting in behavioural aspects. You have further confirmed that the need for behavioural training has emerged as an outcome of a survey done in your company.
So the starting point of your exercise is the survey results taken for every individual. Since you have not revealed the details, some generalization has to be made. I would suggest the following questionnaire.
a) COMMUNICATION: Is the individual a good communicator. How would you rate the person’s abilities when you consider his WRITING, SPEAKING, READING AND LISTENING SKILLS.
b) MINDSET: Does the individual believe that he/ she could be wrong in any of his/ her views. Or is it that the person is very obstinate.
c) ANGER CONTROL: Does the individual initially gets angry and later realizes the behaviour as bad Or is the person very adamant - never forgets or forgives.
d) EMPATHY: What is the level of empathy of the individual? Poor or mediocre.
e) CONFLICTS: Does the individual pick a quarrel with only certain people or is it a trait often found irrespective of who the other persons are.
f) GROUP DYNAMICS: How do these individuals behave in group tasks?
g) MEETINGS: Describe the style adopted in meetings.
h) CRISIS: In a crisis does the individual shy away?
i) DEVELOPMENT: Is the individual receptive to new ideas?
j) LEADERSHIP STYLE: What is the leadership style of the individual?
k) POSITIVE BEHAVIOURAL ASPECTS: List out the positives for every individual.
l) How would you rate the individuals, when you consider certain values like INTEGRITY, COMMITMENT and SEAMLESSNESS etc?
Once you have done your home work you will be in a better position to decide on the course content, agency and the duration of training.
V.Raghunathan
From India
The contents of your thread are intriguing like a puzzle.
You have decided on the right thing by planning to conduct a training programme to a selected group of people who very skilful in their functional areas and are found to be wanting in behavioural aspects. You have further confirmed that the need for behavioural training has emerged as an outcome of a survey done in your company.
So the starting point of your exercise is the survey results taken for every individual. Since you have not revealed the details, some generalization has to be made. I would suggest the following questionnaire.
a) COMMUNICATION: Is the individual a good communicator. How would you rate the person’s abilities when you consider his WRITING, SPEAKING, READING AND LISTENING SKILLS.
b) MINDSET: Does the individual believe that he/ she could be wrong in any of his/ her views. Or is it that the person is very obstinate.
c) ANGER CONTROL: Does the individual initially gets angry and later realizes the behaviour as bad Or is the person very adamant - never forgets or forgives.
d) EMPATHY: What is the level of empathy of the individual? Poor or mediocre.
e) CONFLICTS: Does the individual pick a quarrel with only certain people or is it a trait often found irrespective of who the other persons are.
f) GROUP DYNAMICS: How do these individuals behave in group tasks?
g) MEETINGS: Describe the style adopted in meetings.
h) CRISIS: In a crisis does the individual shy away?
i) DEVELOPMENT: Is the individual receptive to new ideas?
j) LEADERSHIP STYLE: What is the leadership style of the individual?
k) POSITIVE BEHAVIOURAL ASPECTS: List out the positives for every individual.
l) How would you rate the individuals, when you consider certain values like INTEGRITY, COMMITMENT and SEAMLESSNESS etc?
Once you have done your home work you will be in a better position to decide on the course content, agency and the duration of training.
V.Raghunathan
From India
Hello Friend,
Friends above have made some very insightful comments. I agree with Dinesh Diwekar above that we have to be very clear of our objective before we launch any organizational initiative. Many organizations experience this kind of a situation. People performing at very high level, people doing highly technical jobs show behavioural issues.
The issue has to be addressed at individual as well as group level depending upon the objective of the organization. In the first phase coaching cum counselling sessions may be conducted at individual level. Through coaching individuals are helped to understand their own behaviour patterns, discover what are the underlying reasons for the behaviours they exhibit, address the reasons to release these patterns. Counselling dozes may be added to coaching sessions on need basis. After working with these people at individual level, team building program or group training session may be conducted.
Currently I am working with a couple of organizations wherein I am conducting one-on-one coaching sessions with people having behaviour/ inter-personal issues. The organization decided to organize coaching for them based on the outcome of feedback from colleagues, subordinates, other departments and seniors. The feedback came through informal means as well as formal organizational systems and processes.
All the best.
Indu Wadhwa
Founder & Principal Consultant - Aspiring People
website : www.aspiringpeope.in
email :
mobile : 09811513715
New Delhi
From India, New Delhi
Friends above have made some very insightful comments. I agree with Dinesh Diwekar above that we have to be very clear of our objective before we launch any organizational initiative. Many organizations experience this kind of a situation. People performing at very high level, people doing highly technical jobs show behavioural issues.
The issue has to be addressed at individual as well as group level depending upon the objective of the organization. In the first phase coaching cum counselling sessions may be conducted at individual level. Through coaching individuals are helped to understand their own behaviour patterns, discover what are the underlying reasons for the behaviours they exhibit, address the reasons to release these patterns. Counselling dozes may be added to coaching sessions on need basis. After working with these people at individual level, team building program or group training session may be conducted.
Currently I am working with a couple of organizations wherein I am conducting one-on-one coaching sessions with people having behaviour/ inter-personal issues. The organization decided to organize coaching for them based on the outcome of feedback from colleagues, subordinates, other departments and seniors. The feedback came through informal means as well as formal organizational systems and processes.
All the best.
Indu Wadhwa
Founder & Principal Consultant - Aspiring People
website : www.aspiringpeope.in
email :
mobile : 09811513715
New Delhi
From India, New Delhi
Dear Anonymous,
You have an interesting task at hand.
In organizations, we do come across people who are highly competent in their domain knowledge- however, they somewhere equate those skill with their self worth and build too much of an identity around it.
When challenged or questioned, it gets into a deeper personal identity issues and that is where the ego clashes happen.
'Personal leadership', 'Interpersonal leadership' and 'Management of Context-Resources-Strategy matrix' are human skills and they are pretty much learn-able like any other functional or technical competency.
I would recommend you to develop a program based on Daniel Goleman's Emotional Intelligence model. He provides a comprehensive framework and most of the issues that you have mentioned can be covered through it.
I always recommend to make program contextual and reality based. It does need process facilitation skills- but provides immense credibility to the program.
This could be supplemented with one-on-one coaching sessions.
If you need further assistance, please feel free to write to me on
Wishing you success!
Regards,
Rajesh
From India, Mumbai
You have an interesting task at hand.
In organizations, we do come across people who are highly competent in their domain knowledge- however, they somewhere equate those skill with their self worth and build too much of an identity around it.
When challenged or questioned, it gets into a deeper personal identity issues and that is where the ego clashes happen.
'Personal leadership', 'Interpersonal leadership' and 'Management of Context-Resources-Strategy matrix' are human skills and they are pretty much learn-able like any other functional or technical competency.
I would recommend you to develop a program based on Daniel Goleman's Emotional Intelligence model. He provides a comprehensive framework and most of the issues that you have mentioned can be covered through it.
I always recommend to make program contextual and reality based. It does need process facilitation skills- but provides immense credibility to the program.
This could be supplemented with one-on-one coaching sessions.
If you need further assistance, please feel free to write to me on
Wishing you success!
Regards,
Rajesh
From India, Mumbai
Hi Friend,
I would like to add to Rajesh's recommendations above.
Emotional Intelligence framework by Daniel Goleman is very good. I can suggest two more alternatives:
1. A program on "Personal Leadership" especially designed using some of the concepts of Seven Habits by Stephen Covey.
2. Sponsoring the participants for a T Group or Behavioural Processes Lab.
This can be a very interesting initiative for the organization.
Best wishes,
Indu Wadhwa
From India, New Delhi
I would like to add to Rajesh's recommendations above.
Emotional Intelligence framework by Daniel Goleman is very good. I can suggest two more alternatives:
1. A program on "Personal Leadership" especially designed using some of the concepts of Seven Habits by Stephen Covey.
2. Sponsoring the participants for a T Group or Behavioural Processes Lab.
This can be a very interesting initiative for the organization.
Best wishes,
Indu Wadhwa
From India, New Delhi
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