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Badi Foster

Workforce Diversity and Business

How Do You Get Top People Personally Involved in Training

How Can HRD Be More Relevant

Badi G. Foster

Do you have a manager who gives everyone nicknames and loves to get everyone pumped up? One thinks the every idea is the best idea ever? This can be avoided. https://www.td.org/accel In late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports. Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests

Bad Manager: The Energizer

Do you have a manager who forgets what you talked about 5 seconds after your conversation? One who reminds you to do something that you already did? This can be avoided. https://www.td.org/accel In late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports. Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests.

Bad Manager: The Amnesiac (Short Clip)

Do you have a manager who forgets what you talked about 5 seconds after your conversation? One who reminds you to do something that you already did? This can be avoided.https://www.td.org/accelIn late 2015, ATD Research conducted a short survey of nearly 300 talent development leaders (managers and above) to identify the top skills most associated with successful frontline managers. The ACCEL skills were selected for inclusion in the framework because they had the highest percentage of participants indicating that each contributed to success in managing others to a high or very high extent. In fact, 83 percent of participants said that communication is the skill most related to success as a manager, followed by engagement (76 percent), listening and assessing (71 percent), accountability (70 percent), and collaboration (69 percent). In early 2016, ATD Research surveyed 847 talent development professionals about the ACCEL skills of managers in their organization. This group was different from the group of talent development leaders that was surveyed to establish the ACCEL framework. All data in the rest of this report are based on this sample’s responses. Nearly half of the participants indicated that they had more than 15 years of experience in the talent development field. Moreover, 30 percent of respondents identified themselves as senior leaders within their organization (executives and directors), and 40 percent were managers, supervisors, and team leaders. The Definitions: Accountability skills refer to performance management and the delegation of responsibility to direct reports. Managers who are adept at creating a culture of accountability encourage team members to be accountable for self-development and meeting their own development goals. Collaboration is defined as creating an environment and culture of teamwork (in this case, the team comprises the manager and direct reports). Managers who excel in this skill foster trust and relationships between all team members, clarify team roles, and encourage cooperation toward achieving a common goal (OPM 1997). By encouraging trust and relationship building between team members, direct reports can share knowledge with and learn from one another. Communication is defined as the exchange of information and feedback between managers and their direct reports. Communication also involves a willingness to engage in three types of conversations with employees: disciplinary, coaching, and praise. Managers who are adept at communication foster a transparent, open, and honest team atmosphere. At the individual level, effective communication—including targeted, actionable feedback—can build awareness and action toward better employee performance. Engagement is defined as motivating, inspiring, and involving one’s direct reports. Engaged employees understand their specific role and its importance. By engaging team members, managers will have direct reports who are psychologically committed to their work and who make positive contributions to their own development and the company (Crabtree 2013). Listening and assessing involves the information-gathering, critical-thinking, and processing skills of a manager during interactions with direct reports. Listening and assessing also encompasses emotional intelligence, which entails recognizing one’s own and others’ emotions and using emotional information to guide one’s behavior and assessments. Managers who are skilled at listening and assessing use these abilities to identify areas of strength and improvement in direct reports.Bob Wiltfong as "The Bad Manager": Bob is an American actor and comedian best known for his work as a correspondent on The Daily Show on Comedy Central, as well as appearances on Chappelle's Show and Late Night with Conan O'Brien. Wiltfong was a true-life newscaster for 10 years, making him the first correspondent in Daily Show history to have worked as a traditional news reporter. Wiltfong has won 4 regional, individual Emmys for television performance and has been nominated for 14 others. He was part of The Daily Show's 2004 winning submission for the prestigious Peabody Award and was featured on the election year wrap up DVD put out by Comedy Central. He was a member of Neutrino, an improv comedy team in New York City. Additionally, Wiltfong has been featured in national commercials for AOL, Microsoft, Staples, Domino's Pizza and other corporate interests.

Bad Manager: The Amnesiac

March 2017 - The Public Manager

Holding employees accountable for their performance can foster increased engagement among the whole team.

Managing the Bad Apples

Workplace intrusions—when one co-worker stops by another’s desk for social or work reasons, interrupting their task—are often seen as distracting, momentum-killing, and taking time away from work. But if done correctly, some intrusions are beneficial and even energizing.“We read in the news and books about how bad workplace intrusions are, with co-workers portrayed as ‘time thieves’,” says Mike Baer, an associate professor of management and entrepreneurship at the W. P. Carey School of Business at Arizona State University. “But as authors and researchers, we started to look at our experience. We could think of many situations in which intrusions led to interesting research projects and energized us throughout the rest of the day. So, we questioned whether it was true that intrusions are always bad.”Baer co-authored a research paper, “To What Do I Owe This Visit? The Drawbacks and Benefits of In-Role and Non-Role Intrusions,” with ASU Professor of Management and Entrepreneurship David Welsh, to investigate the dynamics of various types of workplace intrusions. Their results suggest that intrusions may lead to beneficial employee outcomes in addition to the adverse outcomes previously demonstrated in the literature. Specifically, what Baer and Welsh call “in-role” intrusions—when a co-worker comes by to ask about a project or to hand off a task—reengage employees and sometimes lead to enhanced collaboration, while non-role intrusions, like asking about weekend plans, require greater mental energy to switch between and are more important to limit.As organizations navigate the transition to hybrid or fully remote work environments, understanding how in-role intrusions can positively influence engagement and productivity is more important than ever. Here are some tips for mindfully leveraging workplace intrusions:Be aware that trying to avoid all intrusions may cause you to miss out on meaningful benefits. The pandemic has given rise to remote work and situations that are designed to reduce intrusions in many ways, but Baer cautions organizations against policies that cause employees to miss out on the benefits that come from in-person interactions like collaboration and increased engagement.Think of work-related intrusions as challenges that motivate you to work harder rather than as an unnecessary distraction. Challenge stressors—things like time pressure or workload—require people to expand their capabilities to overcome challenges. In-role intrusions can act as challenge stressors and motivate employees to push harder and be more engaged in their work throughout the day.Harness the opportunity that intrusions provide to share information and bounce ideas off your co-workers. The benefits of engagement, collaboration, and helping behaviors are often hidden. Baer’s research found that stopping by a coworker’s desk with an in-role intrusion can become an opportunity for positive collaboration between employees.If you’re a leader, consider implementing work arrangements that facilitate the work-related intrusions that can energize employees and foster collaboration. Seating employees near one another or implementing hybrid work schedules to encourage employees to work in the same spaces can encourage impromptu encounters and feedback that act as challenges to reenergize and focus employees while providing opportunities for natural collaboration.If you’re intruding on others, save your non-work topics for breaks rather than dropping by your co-workers’ desks unannounced. “I would counsel employees to be aware of when and for what reason they are intruding on their co-workers throughout the day,” says Baer. While discussing things like family or extracurricular activities helps build and maintain relationships, they typically have a negative effect on employees’ immediate job performance and should instead be held during a break. 

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