The Management Series Session V Performance Leadership Practices – Part 2 March 11, 2005...

The Management Series Session V

Performance Leadership

Practices – Part 2March 11, 2005

a) Planning, Coaching/Feedback and

b) Recognition and Reward

“Committed to understanding and delivering

value-added customer service that contributes

to our customers’ overall success”Your NU Values Partners

Brought to you by:

The Training and Development Team

ManagersSupervisors

HumanResources

ManagersSupervisors

HumanResources

ManagersSupervisors

HumanResources

Agenda 8:00 Review of Setting Expectations/Goals and Personal Development Plans

8:30 Program Goals

8:45 Coaching/Feedback for Improved Performance

9:20 Break

9:30 Film – Coaching for Top Performance

10:00 Rewards/Recognition and Motivation

10:50 Break

11:00 Techniques for Providing Feedback

11:45 Summary, Wrap-up and Adjourn

Review – Guidelines for setting expectations

Vary the focus of the expectations so that they include:

Routine Problem-solving Developmental expectations

The five characteristics for setting expectations are universally known as the SMART process or guidelines.

S pecificM easurableA ttainableR esults-drivenT ime-framed

Feedback/

Recognition &

Reward

Planning…Appraise

(a part of Feedback and Recognition)

Expected P

erform

ance

Performance Period

Performance Leadership Practices

Coaching…

Performance Leadership - ResultsLeadership

PracticeLeader Behavior Outcome

Planning • Setting goals/expectations• Clarifying Duties• Specifying Traits and Behaviors

• Clarity re job expectations

Coaching • Maintenance of ongoing dialogue

• Clarity re job expectations and performance status

Recognition & Rewards

•Acknowledgement•Praise•Opportunities

• Clarity re job expectations and valued behaviors

Coaching/Feedback For Improved Performance

Developed and Facilitated by: Pamela Evers

Workshop Objectives:1. Understand/define the special nature of

coaching and the beneficial role supervisors’ play in developing their employees.

2. Recognize both supportive and undermining uses of coaching and reinforcement skills.

3. Distinguish coaching strategies for effective individualized feedback.

Workshop Objectives:4. Involve employees in the coaching process

by identifying observation and analysis techniques and ongoing, informal coaching conversations.

5. Explore assumptions regarding how people prefer to be recognized and/or rewarded.

6. Understand how conditions for motivation are created through reward and recognition.

Understand Your Role As A Successful Coach

What is coaching and how does it differ from managing?

Understand Your Role As A Successful Coach

What are the benefits of coaching?

Coaching Self-Assessment • The following is a list of effective

coaching behaviors. • Read each statement and using the

scale evaluate/rate your current level of performance.

NOTE: You may want to include the areas where you rated yourself a three or below in your Personal Development Plan.

Individual Exercise 1 Develop a list of the managers that you have

worked for in your career to date and rate them in order of their effectiveness as coaches. Use the # 1 for the most effective, and so on.

Then take the #1 “boss” and describe how this person operated as a coach.

Why did you rated this particular boss #1?

Table Exercise 2 Non-Supportive/Supportive BehaviorsAt your assigned tables:• Develop a list of coaching behaviors that do

not support building confidence in the individuals ability to perform work-related tasks.

• Develop a list of coaching behaviors that serve to highly support others’ confidence in their abilities to perform work tasks.

• Select a spokesperson to present final list.

Exercise 3 Supportive Behaviors

• Now let’s select from all the supporters listed, a combined top “5”.

• Rate your current level of performance using each of the top “5” supporters.

• Provide example(s) where you have used these supportive behaviors.

Exercise 4 Supportive BehaviorsUsing the top “5” list and your

personal rating, brainstorm with a partner what actions you might take, when you might take them, and what you would need to do to increase your rating in that supportive behavior.

Get Things Going!!

Film - Coaching For Top Performance

Coaching is a three-part process that includes:

1. Educating2. Developing3. Counseling


Educating1. Identify the current skills of your

team members2. Select the training method most

appropriate to both the individual and the organization.


Developing1. Monitor performance2. Use coaching guidelines


Counseling1. Identify performance problems2. Confront problems directly3. Involve individuals in solutions


According to the film, who benefits from coaching?

1. The Player2. The Entire Team3. The Coach4. And ultimately the

organization!


According to the film, why is coaching so important today?

1. Organization need new skills2. Class room education, time, and

resource are not always available.

Film - Coaching For Top PerformanceDescribe the supportivesupportive behaviors of the following coaches:

1. Laura Young – Dance Instructor“Seeing the light go off, seeing them understand”

2. Dave Hobbs – Wheel Chair Basketball Trainer“Do as I do, be intense but rational”

3. Harold Epps – General Manager of Manufacturing “Everyone brings something positive to the

organization”

4. Carol Lasky – Small Business Owner“Always say we”


Coaching Guidelines1. Be a model2. Be where the game is played3. Listen and observe4. Think and speak success5. Build to strengths6. Celebrate successes7. Accept mistakes8. Communicate!9. Focus on each team member individually10.Provide consistent support and feedback

Film - Coaching For Top PerformanceAction Plan

1. Find a great coach2. Recall coaching attributes3. Identify developmental needs4. Develop a training plan5. Detail your plan specifically6. Implement the plan!

The Coaching Environment

What motivates and/or rewards your team

members?

The Coaching Environment

What are some of the ways in which you have created a

motivational environment for your team?

Creating Conditions For Motivation

Awareness Inventory

Do you agree or disagree with the statement?

What is the Cost of De-Motivation?

1. How many employees are in your organization 100

2. What percentage of employees are dissatisfied or de-motivated for whatever reason (be conservative) 40%

3. Multiply Line #1 and Line #2 for the total number of dissatisfied/de-motivated employees 40

4. Motivation level of these employees. (Since they are not totally unproductive, how productive are they compared to their potential of 100%) 30%

5. De-motivation level of these employees (100% minus Line #4) 70%

What is the Cost of De-Motivation?6. Average hourly salary/employee $8.00

7. Average weekly salary (Line #6 times 40 hours) $320.00

8. Multiply line #3 by line #7 for total wages/week of dissatisfied/de-motivated employees $12,800.00

9. Dissatisfied/unproductive cost per week (Line #8 times Line #5) $8,960.00

10. Annual dissatisfied/unproductive cost (Line #9 times 52 weeks) $465,920.00

What is the Cost of De-Motivation?

• This does not account for mistakes, poor service or sub-standard work by the dissatisfied/de-motivated employee.

• Dissatisfied/de-motivated employees also tend to recruit others.

• Dissatisfied/de-motivated employees have to be turned around or removed as they cost the organization business and profits.

Creating Conditions For Motivation

Rank the items according to their importance to the non-supervisory employee.

1. Interesting work2. Full appreciation of work done3. Feeling of being in on things4. Job security5. Good wages6. Promotion and growth in the

organization7. Good working conditions8. Personal loyalty to team members9. Sympathetic help on personal

problems10.Tactful discipline

What are we currently doing to…

1. Make work more interesting?2. Show appreciation of work done?3. Create a feeling of being in on

things?4. Provide job security?

What others things should we consider to meet these needs?

Understanding Motivation

• Individual motivation is complex.• Supervisors can’t change people,

but they can have a major influence on the environment in which people perform.

• Understanding individual motivation takes time and effort.

• You, simply, have to get to know your people!

Techniques for Providing Daily, Informal Feedback

Mutual and Interactive: There is a give and take,

questioning, sharing of information and ideas, all parties are fully involved. The coach does not dominate the conversation


Concrete: The language used by the coach is

concrete and the coach encourages the persons being coached to be concrete. The conversation always focuses on specifically what can be fixed, what can be learned, what can be improved.


Logical: The conversation develops in a

clean, straightforward way. The coach keeps the conversation focused on its purpose. All information is developed before attempts at solution are made.


Respect: The coach consistently avoids

behaviors which communicate that the other persons are inferior, ridicules them, judges them and their ideas, etc. and uses behaviors which involve the other person and make that person a fully active player in the conversation.


1. How can coaching help to build commitment?

2. What is meant by the term “characteristics of successful coaching conversations”?

Mutual and Interactive

1. Identify ways that a coach might fail to create a “mutual and interactive” conversation.

2. Identify ways that a coach might encourage a “mutual and interactive” conversation with an employee.

Concrete At your tables• Plan, prepare and share a concrete

communication statement.

Logical • Logical order is one in which the

facts or information being presented are arranged in a clear and reasonable sequence.

• Pair up and provide each other with an example of a brief explanation you might give during a coaching session.

Respect

• To test our understanding of the meaning and identify what successful coaches do to make their conversation more “respectful”, let’s review several mini cases and the alternative statement that a coach might make.

• You group task is to select the statement that demonstrates the most respect and indicate why the other statements have less chance of communicating respect.

Coaching Applications and Opportunities

• Resolving Problems Helping individuals and/or teams fix technical, organizational, and personal problems that impact on performance.

• Teaching Helping individuals and/or teams learn new knowledge or skills.


• Encouraging and Appreciating Rallying individuals and/or teams to do their best in spite of difficulties; being generous with thanks and praise.

• Improving Performance Confronting individuals and/or teams that fail to produce required results in ways that maximize positive results and minimize negative ones.


Individual ExerciseFor each of these major-coaching applications

think about your own position/department and where you might find the “on the job opportunity” to use the applications to improve the performance of your people.

• Resolving Problems • Teaching • Encouraging/Appreciating • Improving Performance

SUMMARY

1. Coach “what and “how”. 2. Coach proactively and reactively. 3. Coach as soon as possible. 4. Provide support, don’t remove

responsibility. 5. You have to know an individual in

order to motivate them!

Self-fulfilling Prophecies

“Now, we…”1. Understand/define the special nature of

coaching and the beneficial role supervisors’ play in developing their employees.

2. Recognize both supportive and undermining uses of coaching and reinforcement skills.

3. Distinguish coaching strategies for effective individualized feedback.

“Now, we…”4. Involve employees in the coaching process

by identifying observation and analysis techniques and ongoing, informal coaching conversations.

5. Explore assumptions regarding how people prefer to be recognized and/or rewarded.

6. Understand how conditions for motivation are created through reward and recognition.

The Management Series

Session V

See you April 8th, 8:00 for TMS VI

“UNMC Budgeting and Accounting Practices”

“Committed to understanding and delivering

value-added customer service that contributes

to our customers’ overall success”Your NU Values Partners

Brought to you by:

The Training and Development Team

ManagersSupervisors

HumanResources

ManagersSupervisors

HumanResources

ManagersSupervisors

HumanResources

The Management Series Session V Performance Leadership Practices – Part 2 March 11, 2005...

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