BBVA Participative Management Style
- 1. Participative Management Style - Did you know that? - Key Concepts - It is important - Now you - Conclusions DID YOU KNOW THAT? Are you capable of stimulating the initiative and participation of your collaborators? The day-to-day in a company is full of situations that can be maximized in order to generate initiative and motivation in your collaborators. In order to do this, you must take advantage of situations such as work meetings, interviews with collaborators or training sessions to facilitate the motivational conditions that allow an individual to generate ideas, initiatives and practices that contribute value and channel their efforts towards the objectives of the team and the organization. Throughout the next 15 minutes, we will help you develop a participative leadership style through which you will be able to activate your collaborators and get them committed to their jobs. - Did you know that? - Key Concepts - It is important - Now you - Conclusions KEY CONCEPTS In order to maximize the contributions of collaborators through informal relationships you must: 1. Reinforce their self-esteem. 2. Create the conditions necessary to their job positions for the contribution of ideas and initiatives. 3. Encourage colleagues’ internal commitment to the organization. 4. Motivate them face to face. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions. 1. Reinforce their self-esteem. It is fundamental that you give them the confidence necessary to believe in the value of their contributions and their own ideas in order for them to be able to generate ideas and defend them. For that: Offer them development and professional growth opportunities. You can delegate greater authority to them such as decision making powers, autonomy, greater responsibilities, abilities, new duties, etc. This allows collaborators to express their ideas and opinions,
- 2. incentivizing them to contribute suggestions. 1. Reinforce their self-esteem. It is fundamental that you give them the confidence to believe in the value of their contributions and own ideas so that they are able to generate ideas and defend them. For this: Show interest in your collaborators, in their anxieties and achievements. Support them in their professional and personal growth objectives. It is important that they perceive their surroundings as permitting them to combine optimal performance with a full personal and family life. 1. Reinforce their self-esteem. It is fundamental that you give them the confidence to believe in the value of their contributions and own ideas so that they are able to generate ideas and defend them. For this: Recognize their achievements, good performance and results. Recognize, and, if possible, reward their best contributions. This feedback is most effective when done immediately and in the presence of the rest of the team. REMEMBER THAT… According to Herzberg’s motivational theory, two types of factors exist at work: - Hygienic: These are extrinsic factors regarding the completion of a task such as salary, schedule etc. - Motivational: These are intrinsic factors regarding the completion of a task such as feelings of effectiveness and competence, personal satisfaction etc. You will be a leader effective at motivating your collaborators once you are capable of generating or creating the conditions that produce intrinsic feelings of pride, competence and belonging. 1. Reinforce their self-esteem. It is fundamental that you give collaborators the confidence to believe in the value of their contributions and own ideas so that they are able to generate ideas and defend them. For this: Encourage their commitment to the company. For this there is nothing better than giving them greater responsibilities, autonomy and decision making capabilities. KEY CONCEPTS In order to maximize the contributions of collaborators through informal relationships, you must: 1. Reinforce their self-esteem. 2. Create the conditions necessary to their job positions for the contribution of ideas and initiatives. 3. Encourage colleagues’ internal commitment to the organization. 4. Motivate them face to face. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions.
- 3. 2. Create the conditions necessary for the contribution of ideas and initiatives in their job positions. How? Ally Environment Work Objectives Responsibility Empowerment Skills Be their ally Help your team face professional challenges. You can be effective in three roles: trainer, evaluator and adviser regarding the opportunities that the group offers them. Facilitate a good working environment Make your workers feel taken care of by facilitating objective work conditions (environmental, technological, productive, etc.) that ensure a positive subjective experience. YOU SHOULD KNOW… Work surroundings and motivation are very closely linked. An organization that provides resources, means and a space for the workers to be able to perform their duties is an organization that invests in the “environment” of the job since it generates consc ious, responsible and motivated employees and, consequently, improves the organization as a collective whole. Enrich their work Avoid that they fall into a routine. For this, you can rotate positions, give them new duties, increase the tasks required in their position as well as provide them with new goals. Negotiate objectives as far as they allow with each one of your collaborators. Look for complete agreement in the time and manner by which objectives will be reached. In addition to elevating the moral obligation to their attainment, you will substantially improve communication with your team: it will allow you to gather their suggestions and best practices in organizational aspects, procedures, etc. Increase their duties with actual significant responsibilities. Extend their duties beyond mere execution so that they take action in the planning and control of activities. These areas of participation are, without doubt, a way of allowing your team to be able to contribute all of their knowledge and abilities,- perhaps they have been hidden until now-, in the daily improvement of their tasks.
- 4. Apply a work style based on empowerment with your collaborators. The decisions that come from collaborators’ contributions will be developed with a high level of commitment to following through on them. Empower their skills The Peter Principle says: “As their career ascends, all employees reach a level of inefficiency and lack of productivity”. Give your team sufficient experience, both academic and experiential. KEY CONCEPTS In order to maximize the contributions of collaborators through informal relationships you must: 1. Reinforce their self-esteem. 2. Create the conditions necessary to their job positions for the contribution of ideas and initiatives. 3. Encourage colleagues’ internal commitment to the organization. 4. Motivate them face to face. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions. 3. Encourage colleagues’ internal commitment to the organization. Encourage relationships between colleagues You can create different work teams for concrete projects, organizing activities outside of professional surroundings. If a good environment is created, it consolidates the trust necessary to generate aligned ideas and to contribute without fear of censorship. 3. Encourage colleagues’ internal commitment to the organization. Establish a relationship that is consistent with company philosophy. Even if your collaborators have not been recently hired, take advantage of meetings, personal meetings, informal encounters, project briefings etc., to transmit the philoso phy, values and objectives of the organization, its relationship to the daily job and the importance of reaching, through individual initiatives, the objectives of the group. REMEMBER THAT…BBVA VALUES The 7 corporate principles that guide the actions of the BBVA Group are: The client is the center of our business. The creation of value for our shareholders as a result our activities. The team as a tool for generating value. A management style that generates enthusiasm. Ethical behavior and personal and professional integrity as a way to understand and develop our activity. Innovation as a lever for progress. Corporate social responsibility development as a commitment.
- 5. 3. Encourage colleagues’ internal commitment to the organization. Continuously communicate the advances, results and achievements of the company. To feel like they are participating in the success of the company helps collaborators commit and get involved in work processes, promoting initiative and individual contributions. KEY CONCEPTS In order to maximize the contributions of collaborators through informal relationships, you must: 1. Reinfoce their self-esteem. 2. Create the conditions necessary to their job positions for the contribution of ideas and initiatives. 3. Encourage colleagues’ internal commitment to the organization. 4. Motivate them face to face. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions. 4. Motivate them face to face Reinforce their motivation to contribute ideas. Provide useful information about their strong points, you will increase their feeling of self efficiency and contribute to a boost in their self-esteem. To feel themselves valued helps increase the feeling that they can do things differently. Example (In the example we see Raquel and Juan in a space in the Group BBVA offices): Raquel: Juan, your analytical skills are fundamental to the department. The truth is that you provide us with a different point of view of things, tremendously constructive. Reinforce their contributions through what you say to them. Listen to what your collaborator tells you and make it clear to them that you have been attentive, understood and internalized their contribution. - Repeat some word said by them and that seems important to you (“…a short term…, …more resources…, sell it to Management…”) - Paraphrase, that is to say, repeat what has been said with new words so that it can be established that you have internalized and made the message your own. - Point our the emotions that you perceive in your collaborator. Don’t only demonstrate that you understand the message, but also intensify the communication levels (“And you liked that, right?” “I can see that you are excited about this theme”, etc.) - Keep silent when you want to provoke a moment of self reflection or you want to highlight that you understand or accept what they are saying. Example (The example unfolds in a space inside the BBVA offices). Vignette 1: Juan:…It’s terrible that the director said that to me in the meeting in front of everyone. I don’t think that is fair. Raquel: That he discredited you in front of other people makes you feel bad. Isn’t that true? I also think that is a little unfair. Vignette 2:
- 6. Juan: Yes, above all because I don’t think he knows what I do in my daily work. Raquel: Do you think he is judging you based on ignorance? Provoke in him feelings of self-motivation. Try to make him draw conclusions about himself that reinforce his confidence and disposition towards initiatives and contributions. Do it through questions: “In what way has this been important to you?”, “How do you feel about the way you acted?”, “What reasons are there for change?”, “What makes you think you could change if you wanted to ?”, etc. Example (The example unfolds in a space inside the BBVA offices): Raquel: I know that the objectives this trimester are difficult to achieve, “do you think you will be able to reach them? What do you need to put into play to achieve them?” Express empathy Listen without prejudices and an open mind. The ability to discover, recognize and reward the qualities and achievements of your collaborators will contribute, not only to the promotion of their skills, but also that they will discover your concern and interest in them. Example (The example unfolds in a space inside the BBVA offices): Juan: Sometimes I think that the responsibility is excessive and is too much for me… Raquel: I understand what you are saying. You a feel a certain degree of vertigo before every new responsibility. It’s normal. It happens to everyone. However, I want to tell you that you can count on me for whatever you need. KEY CONCEPTS In order to maximize the contributions of collaborators through informal relationships, you must: 1. Reinforce their self-esteem. 2. Create the conditions necessary to their job positions for the contribution of ideas and initiatives. 3. Encourage colleagues’ internal commitment to the organization. 4. Motivate them face to face. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions. 5. Identify states of discouragement and lack of motivation that can affect the quality or quantity of their contributions. Pay attention to the following symptoms: - Unawareness of the real objectives of the company at all levels (general, departmental,…) - Execution of tasks at an inferior level than expected, only “covering the necessary parts” - Limit their ability to react when it comes to looking for solutions to problems that can arise in their daily work. - Tend to avoid leading projects or work groups. Pay attention to the following symptoms:
- 7. - They are careless with the work hours (when they enter, when they leave) although they complete their required hours. - - They are frustrated even though they are participating in distinct projects in different environments with different teams. - Transmit negativity towards the organization as a whole. - Did you know that? - Key Concepts - It is important - Now you - Conclusions IT IS IMPORTANT To exercise participative leadership demands that: - You reinforce self-esteem in your collaborators through development opportunities and recognition. - You encourage the creation of a work environment conducive to initiative and collaboration. - You generate internal commitment within the organization and with the colleagues through interpersonal relationships and the application of corporate principles. - You directly motivate collaborators, supporting them through listening, comprehension and recognition. - You identify discouragement and lack of motivation. - Did you know that? - Key Concepts - It is important - Now you - Conclusions NOW YOU Initial Box Description: Isabel directs a department inside the BBVA Group. Lately, she has noticed that Alfredo, one of the members of the team, has a shown a lacklustre attitude: he arrives late to meetings, doesn’t do his work properly, shows a negative attitude, etc. Isabel decides to take action regarding the matter and meets with Alfredo with the objective of exploring the causes of the situation. Simulation 1: Situation Explanation Rectangle: Isabel has arranged a meeting with Alfredo in her office. Isabel wants to know what is happening with Alfredo. Description Illustration: The scene unfolds in Isabel’s office. In it appear Alfredo and Isabel.
- 8. Isabel: Alfredo, I’ve called you into the office because I don’t think you are comfortable in the department. I have notices that you have been discouraged and unmotivated: you regularly show up late to meetings and I see that you are angry. I would like to know if something is happening with you. Alfredo: Now that you ask Isabel, I would like to be honest. The truth is that I am unmotivated. I don’t understand very well what’s expected of me, what are my duties and moreover, I think that I have the ability to complete other types of tasks. How would you respond? Answer Options: A.- Thank you for telling me. I have an idea of how you may feel. I would like to go a bit in depth into that lack of motivation. What do you think if we begin to review your objectives and duties in order to understand what we expect from you? B- Thank you for your sincerity. In any case Alfredo, it’s important that you understand, at times, in our professional lives, we will have tasks assigned to us that do not fulfil us. We can learn from everything. C- Thank you for your sincerity. I feel very sorry that you are feeling this way, but the team needs you to do that duty. Feedback: Positive Feedback (A): This is a good answer. In the first place, you are listening empathetically. Secondly, you are trying to obtain the information that allows you to show the impact that his work has on the team. Negative Feedback (B): This is not a good answer. You are taking importance away from his perception of the situation and closing the door to change. Negative Feedback (C): This is not a good answer. You don’t leave room for change and you don’t show a real interest in understanding him. Simulation 2: Situation Explanation Rectangle: Isabel has called a meeting with Alfredo in her office. Isabel wants to know what is happening with Alfredo. Description Illustration: The scene unfolds in Isabel’s office. In it, Alfred and Isabel appear. Alfredo: The truth is that I don’t believe my work is important. I have a high level of economic training and I spend the day mining data and doing reports. It is a mechanical job and I think I can contribute much more to the analysis of that information. How would you respond? Answer Options: A.- I agree. You have skills to contribute to information analysis, however, that duty belongs to Luis who had been doing it for much longer.
- 9. B- I agree. In any case, I want you to know that we have assigned you these duties because your knowledge is key when it comes to presenting that information in a way that helps us enormously in the analysis. However, what do you think if we create a weekly time between Luis you and I to analyze the data? Like this you can take a more active role. C- I don’t agree with what you are saying. Duties are divided in the best way possible. You work is essential so that Luis can later carry out the analysis. Feedback: Positive Feedback (B): This is a good answer. Firstly, you try to make him see the impact of his job. Secondly, you encourage the creation of a new role in the team and motivate him to participate. Negative Feedback (A): This is not a good answer. You recognize that Alfredo has the ability to participate more actively, however you do not encourage him to do so. The lack of motivation will continue. Negative Feedback (C): This is not a good answer. You are not allowing Alfredo to feel more motivated. Simulation 3: Situation Explanation Rectangle: Some months have passed. Luis, the financial analyst, has taken a leave due to some health issues. This is a good opportunity to see Alfredo’s potential. Description Illustration: The scene unfolds in Isabel’s office. In it appears Alfredo and Isabel. Isabel: Alfredo, faced with Luis’s unexpected leave and after the conversation we had some time ago, I want you to take responsibility for analyzing the information that will be mining and to present the reports. Alfredo: Thank you Isabel. I won’t let you down. What is the next step that you take? Answer Options: A- Firstly, I would like it if you attend a training course specifically about financial analysis. I think that it can provide you with useful tools that you can incorporate into your work. Furthermore, you can count on me for anything you need. B- Congratulations, you have increased your responsibilities in the team, now it’s up to you to show your worth. C.- You can call Luis. He will tell you everything you need to know. Feedback: Positive Feedback (A): This is a good answer. You are offering him an opportunity to develop and really grow. Not only are you giving him new responsibilities, but moreover, you are providing him with learning and development opportunities. Negative Feedback (B): This is not a good answer. In addition to offering development possibilities, as a leader you must provide resources and appear sensitive to his needs. Negative Feedback (C): This is not the best answer. It is good that you encourage contact with other, more experienced colleagues, but you must provide greater resources and closeness.
- 10. Simulation 4: Situation Explanation Rectangle: Alfredo is doing a great job in his new duties. This is the moment to recognize him for it. Description Illustration: The scene unfolds in Isabel’s office. We see Isabel alone and from her head forms a “thought bubble”. Isabel (thinking): Alfredo is doing a good job. I think he deserves recognition… Choose those actions that will have a greater impact on Alfredo’s self esteem. . Answer Options: - At the next meeting you will congratulate Alfredo in front of all his colleagues (Appropriate Recognition) Positive Feedback (In the case it is correct): This is correct. Recognizing successes immediately and in front of the rest of the team is tremendously effective. Negative Feedback (In the case of error): This is not correct. Recognizing successes immediately and in front of the rest of the team is tremendously effective. - I’ll send Alfredo an email showing him that I am very content with his performance (Inappropriate Recognition) Positive Feedback (In the case it is correct): Indeed, it is still recognition although much less effective. Negative Feedback (In the case of error) This is not correct. It is still recognition although much less effective. - I think that Alfredo is doing so well that he deserves new responsibilities and to work with more autonomy. (Appropriate Recognition) Positive Feedback (In the case it is correct): This is correct. You reinforce his autonomy through trust. You make him feel important and useful in the team. Negative Feedback (In the case of error): This is not correct. You reinforce his self esteem through trust. You make him feel important and useful in the team. - I will meet with him to give him my congratulations and to explain how his work has impacted the organization and how it has been used. (Appropriate Recognition) Positive Feedback (In the case it is correct): This is correct. With this form of recognition you are allowing him to participate in the success of the company. This impacts his motivation and his commitment to the company. Negative Feedback (In the case of error) This is not correct. With this form of recognition you are allowing him to participate in the success of the company. This impacts his motivation and his commitment to the company.
- 11. Simulation 5: Situation Explanation Rectangle: Some time has passed and Alfredo faces a problem. He committed a mistake and goes to Isabel’s office to look for solutions. Description illustration: The scene unfolds in Isabel’s office. In it appear Alfredo and Isabel. Alfredo: Isabel, I have a problem. I would like to talk to you about it. Isabel: Come in. I’m all ears. From a “participative” point of view, which answer to seems most effective to you when it comes to solving problems? Answer Options: A- I’m in favor of indicating the solution to be adopted. In the end, I’m the one responsible and I think that things must be done in a certain way. B- I would ask my collaborator to contribute solutions and I would reach a solution with them. . C.- I prefer to solve the problem myself. Feedback: Positive Feedback (B): This is a good answer. He is part of the problem so therefore he has to be part of the solution. Negative Feedback (A): This is not a good answer. Participatory leadership demands that you encourage the participation of collaborators in solving problems. Negative Feedback (C): This is not a good answer. A good leader encourages their collaborator’s participation in solving problems. Simulation 6: Situation Explanation Rectangle: We continue with the same situation. Alfredo has offered an interesting and productive solution to the problem. Description Illustration: The scene unfolds in Isabel’s office. In it appears Alfredo and Isabel. Alfredo: In my opinion, problems of this kind demand that…. How would you react? Answer Options: A- I think it’s a fantastic contribution. What resources do you need me to facilitate to put it into action? B- Very good idea. However, I would prefer that you do it this way. C- Great. Let’s go forward with this solution. Positive Feedback (A): This is a good answer. You recognize and value the solution while offering the necessary resources to put into action. Negative Feedback (B): This is not a good answer. You value the solution but do not motivate him to put it into action. Negative Feedback (C): This is not a good answer. You value the solution, but it is recommendable to offer greater support in its execution. - Did you know that?
- 12. - Key Concepts - It is important - Now you - Conclusions CONCLUSIONS To exercise participative leadership that allows you to maximize the contributions of a collaborator, you must: a) Improve their self-esteem. How? - Offer new opportunities for development. - Be interested in them. - Recognize their successes and efforts. - Encourage their commitment to the company. b) Provide conditions that develop their initiative. How? - Support and accompany them - Crete a positive work environment. - Make the work rich and varied. - Reach a common agreement regarding objectives. - Increase responsibilities. - Through empowerment. c) Promote the collaborator’s commitment to the team and the organization. How? - Encourage relationships at the core of the group. - Reinforce the values and principles of the organization. - Communicate advances and achievements. d) Motivate face to face. How? - Reinforce their contributions - Provoke self motivation. - Express empathy. e) Identify discouragement and lack of motivation. How? - Attending to the explicit symptoms of lack of motivation: unawareness of objectives, negativity, apathy, etc.