Manager Do s & Don ts Part 2. Chad V. Sorenson, SPHR, SHRM-SCP Adaptive HR Solutions Webinar December 7, 2017

Transcription

1 Manager Do s & Don ts Part 2 Chad V. Sorenson, SPHR, SHRM-SCP Adaptive HR Solutions Webinar December 7, 2017

2 Coaching Today s Focus Developing Trust Delegating & Engagement

3 Questions You Should be Asking What are the challenges I face with my top performers? In the last year, have I had any regrettable losses among my leadership team? How am I engaging my current leadership, and potential leaders? What is my plan to develop my leaders? Which go to employee might be heading out the door?

4 Things They Might be Saying What have they done for me lately? I understand we had to cut back on staff, but how long will this temporary assignment go on? It s been three years now! Do they even care about my success anymore? It s not about the money don t they know I have kids and a spouse? This is getting boring what happened to the challenge? What does my boss think of my work?

5 Coaching & Teaching

6 Effective Coaching 1. Build the relationship 2. Where are you now? 3. Where do you want to go? 4. What s the plan? 5. How do we overcome roadblocks? 6. How is it going? (Go back to #2)

7 Feedback vs. Vacuum Constructive Feedback (Performance Reviews) They want to know how they are doing and they generally want to do a good job Absence of feedback = vacuum of info Sincerity: need to praise without making it sound phony Use specific and timely examples Regular

8 Coaching Basics Focus Feedback on an ongoing basis that reinforces positive behavior Focuses on developmental side of acquiring knowledge and skills Praises good performance Method Explain skill and instructions Let them perform the skill ask questions give feedback Follow up be sure they are using the new skill in their job effectively Continue to look for opportunities to praise

9 Things to remember: the nuts & bolts Address it right away and in private Understand the facts and discuss the what not the who Listen to the employee Be specific and develop a plan to correct it Make the plan appropriate Agree on plan Follow up as agreed, keep your end of the bargain

10 Leadership & Trust It (trust) is the one quality that cannot be acquired, but must be earned. It is given by coworkers and followers, and without it, the leader can t function. Warren Bennis On Becoming a Leader

11 Basics of Trust Starts Within Trust self but also exhibit trust Build Trust with Others Not only earn trust of others, but trust others Maintain the Trust Balance your bank account Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships. Stephen R. Covey

12 Levels of Trust

13 Levels of Trust

14 Levels of Trust

15 Building Trust with Others I'm not upset that you lied to me, I'm upset that from now on I can't believe you. Friedrich Nietzsche Like money hard to earn but easy to lose

16 Rebuilding Trust Without trust, everyone operates at best deliberately, at worst protectively, and in either case, slowly. Richard Hadden Rebooting Leadership

17 Rebuilding Trust in You Timely Admit mistake Determine cause and show how you will avoid it in future Apologize and ask for forgiveness DWYSYWD Do what you say you would do Follow up

18 Engaged Leadership Engaged 31.5% Disengaged 51% Actively disengaged 17.5% Ratio of engaged to actively disengaged is less than 2 to 1

19 Why is this important? Good people get worn out from picking up the slack of others Success of the organization depends on all of the employees, not just the good ones Your success depends upon your ability to develop and maintain a high functioning work team that delivers results

20 Engaged Leadership Engaged 31.5% Disengaged 51% Actively disengaged 17.5% World Class Organizations 63% 29% 8% Ratio of engaged to actively disengaged is less than 2 to 1 8:1

21 How did we end up here? Do employees start off disengaged? How do they get that way? Employees frequently become disengaged because leadership is disengaged.

22 Jump Start the Engagement Cast the Vision for your Team Communicate Get Buy-In from your Engaged Leaders Communicate your expectations, and respond to their expectations Communicate Status

23 Jump Start the Engagement Motivate your Team Understand what motivates your individual team members as well as the group as a whole Positive motivation vs. negative Celebrate successes big and small Share the wealth and responsibility

24 Jump Start the Engagement Develop your Team Right People on the Bus in the Right Seats at the Right Time Skills inventory Ensure the right attitude When hiring what are you looking for? Skills vs. attitude Give more responsibility delegate, grow, develop Hold team and individuals accountable When excellence is an option, why settle for mediocrity?

25 Delegation Process What do you want to delegate Set expectations and communicate them Who is the best one to do the job What is your communications plan What authority do they have Timeline and follow up

26 Questions not Answers Ask if they have questions Ask if they need anything else to get started Ask if they understand the desired outcome Ask about results Don t initiate all the communications Don t tell them the process Don t micromanage

27 Keys for Success Remember short-term issues may lead to longterm successes Encourage employees to step up to the plate Reiterate your open door policy and don t shoot the messenger Be open to new ideas and reduce preconceived notions Celebrate success and provide feedback Give credit where credit is due

28 What do I Delegate? Routine tasks Special projects Cross functional teams Employee s recommendations

29 What don t I Delegate? Performance issues Disciplinary problems Performance reviews

30 Employee engagement is vital to the success of an organization Disengaged employees are sometimes the result of a disengaged leader Holding employees accountable is key to maintaining engagement Retaining key employees doesn t happen by accident Create a plan, follow the plan, measure the plan, revise the plan, follow the plan, measure the plan, revise the plan Communication and consistency Summary

31 Chad V. Sorenson ChadVSorenson