Developing People – Be the Best
Anyone who has attended our leadership programs knows we stress that one of the most important roles a leader plays is that of people developer. You might say, "Duh! Of course it is." And yet we know from our work in 360 feedback that "developing one's direct reports" is typically one of lowest ranking leadership skills noted by employees. If you as a leader need some motivation to be a "people developer" beyond good scores on a leadership survey consider these benefits:

• Improve productivity and effectiveness. While developing a direct report takes time and may cause some temporary reduction in productivity it will pay dividends in the long run.
• Maximize long-term potential. Developing direct reports improves the long-run success of your organization.
• Keep your sanity. Good people developers go home on time. Developing your people not only improves their ability to perform, it improves your capacity to delegate.
• Attract talent. Up-and-comers line up to work in the department of a people developer.
• Retain talent. Research shows that when people feel they are learning and growing they tend to stay in the organization longer.
• Plant good people. When people do leave your area they know your function, methods and needs and can help you succeed from their new position.
• Get promoted. Being a great people developer differentiates you from the pack. Remember those low scores?

 
No one becomes a great people developer overnight but here are a few tips for improvement:

• Be a motivator, not the "mom". Convince your employees that they are responsible for their own development. Your role is to support their efforts.
• Have each person create a written development plan with both short-term (present job) and long-term (future job) goals.
• Recognize that development is much more than training. While going to a training class can be helpful, so are job rotations, special tasks, complex projects, and reading assignments.
• Coach with a passion. Provide people with constructive feedback on their strengths and improvement opportunities. Offer your help and personally show them how to do what you want them to do.
• Delegate incessantly. Make assignments with development in mind.
• Creatively reward people who actively develop themselves. Know your people and reward them in ways that are meaningful to them.

Follow these tips and you may soon be able to claim the title of "best people developer" in the company.
 
Adapted from "The Power in Being a People Developer" by Robert N. Llewellyn

MBTI Qualification
We are pleased to announce that Ann Richardson has recently completed an extensive qualification process to administer the Myers-Briggs Type Indicator (MBTI). The Myers-Briggs Type Indicator® personality assessment tool is a written instrument that helps "indicate" a person's likely psychological type. The MBTI functions as a tool to help people:

• Understand themselves and their behaviors
• Understand and value others who think and act quite differently
• Understand how their personality type influences their leadership and teamwork behavior
• Appreciate others so as to make constructive use of individual differences

MBTI is a powerful tool that has been used with literally millions of people in a wide variety of applications. By adding this world-renowned tool to our "bag of tricks" we believe we can offer our clients a great addition to their team and leadership development efforts. Congratulations, Ann.

Fixing Problems - The Quantas Way
After every flight, Qantas Airline pilots fill out a form called a gripe sheet, which conveys to the mechanics problems encountered with the aircraft during the flight that need repair or correction. The mechanics read and correct the problem, and then respond in writing on the lower half of the form what remedial action was taken. The pilot reviews the gripe sheets before the next flight. Never let it be said that mechanics lack a sense of humor. Here are some actual logged maintenance complaints and problems as submitted by Qantas pilots and the solution recorded by maintenance engineers. By the way, Qantas is the only major airline that has never had an accident.
 
P = The problem logged by the pilot. 
S = The solution and action taken by the engineers.
 
P: Left inside main tire almost needs replacement.
S: Almost replaced left inside main tire.
 
P: Test flight OK, except auto-land very rough.
S: Auto-land not installed on this aircraft.
 
P: Something loose in cockpit.
S: Something tightened in cockpit
 
P: Autopilot in altitude-hold mode produces a 200 feet per minute descent.
S: Cannot reproduce problem on ground.
 
P: Evidence of leak on right main landing gear.
S: Evidence removed.
 
P: DME volume unbelievably loud.
S: DME volume set to more believable level.
 
P: Friction locks cause throttle levers to stick.
S: That's what they're there for.
 
P: IFF inoperative.
S: IFF always inoperative in OFF mode.
 
P: Suspected crack in windshield.
S: Suspect you're right.
 
P: Number 3 engine missing.
S: Engine found on right wing after brief search.
 
P: Aircraft handles funny.
S: Aircraft warned to straighten up, fly right, and be serious.
 
P: Target radar hums.
S: Reprogrammed target radar with lyrics.
 
P: Mouse in cockpit.
S: Cat installed.
 
P: Noise coming from under instrument panel. Sounds like a midget pounding on something with a hammer.
S: Took hammer away from midget.

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