The Manager s Role in Creating and Correcting Poor Performance. Rebecca Staton-Reinstein, Ph.D., President Advantage Leadership, Inc.

Transcription

1 The Manager s Role in Creating and Correcting Poor Performance Rebecca Staton-Reinstein, Ph.D., President Advantage Leadership, Inc.

2 The Manager s Role in Creating and Correcting Poor Performance Select for talent to match your needs Help employee find right path Plan drives performance Have the tough conversations; Use HR Delegate, Motivate, Coach Seek a mentor/coach

3 The Water Cooler The Dark Side of Management

4 Great Management Starts with Self Reflection

5 I think people want to be magnificent. It s the job of the leader to bring out that magnificence in people and to create an environment where they feel safe and supported and ready to do the best job possible in accomplishing key goals. Ken Blanchard

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7 Will this new hire be a success? Define talents & skills you need. Find a match.

8 Skills: behaviors you can learn & teach

9 Talent: Combines what you were born with & have developed over your lifetime CONSISTENTLY HIGH PERFORMANCE

10 Use behavioral interviewing Systematic Discovery: Talents & Skills Past Performance = Best Predictor of Future Performance What has the person actually done? How did they handle situations in the past? NO hypothetical questions! NO silly questions!

11 Plan Drives Performance

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13 Team creates Mission and Plan based on Mission Each person reflected in Mission

14 83% of workers believe MISSION Very Important Companies where workers think MISSION Very Important are 5-15% more profitable than companies where workers think mission is very unimportant Work groups with clear MISSION: 35-50% fewer accidents MISSION-driven work groups: 15-30% less turnover 12: The Elements of Great Managing (Gallup)

15 Mission guides STRATEGIC action & decision making Does this action or decision move me closer to or further from accomplishing my mission?

16 The urgent will ALWAYS drive out the Important... IF you let it! -- Rebecca

17 PROVIDE Coaching Motivation Delegation

18 What is delegation? Systematic Assignment: area of job responsibility special tasks, assignments projects Linked to Strategic Plan Tactical Plan Align: development level for assignment Linked to individual s Development Plan

19 Link Delegation to Strategic Plan Involve in planning Empower to do the job Clear direction for future Clear expectations day-to-day Use talents Recognize talents

20 Delegation Guidelines Match task to person Make time for learning Set new priorities Provide objectives 1. Ask for plan 2. Review plan 3. Ask questions 4. Finalize plan 5. Make schedule for review 6. Review progress

21 Delegation Guidelines Provide plan format Reinforce being proactive Help person learn, discover gaps, mistakes Celebrate tasks, reward results Conduct Lessons Learned session Repeat with more challenging task

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23 MOTIVATION

24 Link Motivation to Strategic Plan Involve in planning Empower to do the job Clear direction for future Clear expectations day-to-day Use talents Recognize of talents

25 MOTIVATORS /DE-MOTIVATORS

26 Internal Motivators Which is more powerful?

27 Recognize & Reward good performance

28 UNIQUE

29 How does the person want recognition?

30 Match Recognition to the Person

31 Develop motivational profiles What interests them? What rewards work? Spend time to gain insight Use trial and error Observe carefully, notice reactions

32 Coaching nurtures great performance

33 Link Coaching to Strategic Plan Involve in planning Empower to do the job Clear direction for future Clear expectations day-to-day Use and recognize talent

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35 Coaching Goals Stimulate thinking progress against plan effective behavior or action Encourage team member to discover what needs to be done how to solve a problem learn from experience to improve Assure team member owns behavior or results plans for next steps has guidance from Team Leader

36 Prepare to Coach Prepare questions Avoid judgments Test theories Realistic expectations Beware of feelings Listen Praise, motivate Be a role model

37 Coaching Steps STEP 5: Team member modifies plan STEP 4: Team Leader -- new expectations STEP 3: Team Leader uses concrete observations STEP 2: Team Leader asks probing questions STEP 1: Team member runs the coaching session

38 STATUS: Track Results NOT Activity On Track Continue Review Results Improve Root Cause Off Track Adjust, Modify Plan

39 Evaluate Performance Set objectives Coach Review Develop skills Build on talent Remove obstacles Quarterly Annual

40 Plan next steps Revisit plan Decide progress measure Revisit logistics Review Lessons Learned Improve Performance Reinforce achievement

41 Have the Tough Conversations

42 Be firm Look for better fit *BE KIND! Consult HR *Marylouise Fitzgibbon, W Hotels

43 Find a Mentor or Coach

44 Plan-Do-Check-Act Find a mentor Develop formal plan Decide how to improve Increase self-awareness

45 Resources: First, Break All the Rules: What the World s Greatest Managers Do Differently. Marcus Buckingham & Curt Coffman, Simon and Schuster, : The Elements of Great Managing, Rodd Wagner & James Harter, Gallup Press, 2007 Now, Discover Your Strengths. Marcus Buckingham, Donald Clifton, Free Press, 2001 Strengths Finder 2.0. Tom Rath, Gallup Press, 2007

46 Σοφοκλῆς Knowledge must come through Action -- Sophocles

47 Get a Special Report on Manager s Role in Creating and Correcting Poor Performance Rebecca@AdvantageLeadership.com Put Performance in the subject line Rebecca Staton-Reinstein, Ph.D., President Advantage Leadership, Inc. 320 S. Flamingo Road, Suite 291 Pembroke Pines, FL Phone: (305)

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49 The Manager s Role in Creating and Correcting Poor Performance Rebecca Staton-Reinstein, Ph.D., President Advantage Leadership, Inc. Rebecca@AdvantageLeadership.com