How Caribbean Executives Can Raise Their Standards

Francis WadeHRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference CenterMay 13-4, 2013 Hear the audio by following the

link in the description

We want high accomplishments

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

More than individual standouts

Organizational Excellence?

Don’t want confrontation or dis-harmony

6HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

History of unsuccessful confrontation – British taught us to “just ignore it”

History

Effective Confrontation:The Only Way

Executives who want results. But won’t confront

A Caribbean Solution

My case

2 partners

With a partner, pick one interpersonal situation that you

want to improve. Take 2 minutes.

What problems could be resolved?Who would work well with whom?What new standard could be set and achieved?What stresses would disappear?

How to Close the Gap?

1. Develop a hypothesis 2. Throw people in 3. Fight for immediate improvement

1. Develop a hypothesis

What are the Causes of a Problem?

ProblemCause #1

Cause #2

Behaviours

Example: Sales Behaviours

Poor SalesLack of leads

Not asking for leads

Not adding prospects to database

Weak closingPoor closing techniques

Why Behaviours?

They are essential for change to occurThey are often ill-defined or unknownThey come after every other approach has been tried

Assumption 1 Consistent, deliberate practice impacts performance

Behaviours that are:

ObservableCoachableVisibleVideo-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

For the problem you chose before…

What are the underlying behaviors you want to stop or

start?

With a partner, choose one behaviour to focus on. Take 3

minutes.

Assumption 2

People want positive results – rational self-interest

Case Study

A client in 3 Caribbean countries (T&T, Barbados and Jamaica)Change coaching behaviours

Diagnosis and Design:Embed behaviours into 2 person interactive cases

with a Protagonist and an Actor

How? Custom-Built Cases

Involved interviewed with multiple executivesLooked for realistic situationsUsed real language / jargonExaggerated to emphasize an acute problem

For Example

Unknown to him, the employee has received another job offer (for the same pay) and is in the final stages of making a decision. This interaction will help her decide.

An IT manager must convince a seemingly lazy employee to improve her timeliness. She has started to arrive late to every single meeting.

Protagonist

The focus of the training in each role-playTries his best to meet a pre-set goalReceives a description of the case from his perspective

Follows a scripted roleAttempts to give the protagonist a challengeReceives a description of the case from her perspective

2. Throw people in

Quiz: What’s the best way to start this kind of training session?a) Teach people the correct best practices in the

behaviour before doing the video-tapingb) Start video-taping right awayc) Give a brief outline of the best practices then

start tapingd) It doesn’t matter

The Answer:

Each training session began with a short outline of the principles to be usedExperience shows that what is outlined makes little/no differenceThe real action starts when the video tape starts rolling – everyone wakes upThe principles are introduced during the debriefing

Capture the interaction

3. Going for Immediate Improvement

Bad Performance

Debrief the video-tape slowly

Twin Objectives

Feedback for the protagonist Clearly defined best-in-class behaviours

Further practice

Ask the Protagonist to repeat the role-play using the advice received (no cameras required)

Why did that work?Why did I

Why didn’t my

experience match the

result?

Behaviour Traps: Trinidadians

Friendly and so indirect that the actor would have no clue the shoe was about to drop

Behaviour Traps: Barbadians

A Bajan General Manager spoke for the entire 7 minute roleplay, then defended the need to do so.

Others were publicly deferential… to a fault

Behaviour Traps: Jamaicans

Either indirect and vague, or in school-teacher lecturing mode.

No one-size-fits-all; each individual needs enough practice to get better

Culture Change!

Summary

High standards require new individual skillsAll organizational improvements require collaboration and feedbackThe best feedback is often the hardest to giveSteady, deliberate practice is the only tactic that works

Special Reports

1. Lights! Camera! Action! Method2. Lights! Camera! Action! Case Study

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Minnie Mouse minnie@disney.comJohn Smith-Ramlogan john@tstt.net

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How Caribbean Executives Can Raise Their Standards

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