Team Conversation Starters

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1 Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during the action planning session. Once your team has selected areas to improve, you can reference that topic/area within this guide and get started. We have put together questions and suggestions on how your team can get started relative to specific topics. Communication & Expectations Research indicates that this most basic element of engagement predicts future patterns of turnover, resident satisfaction, safety incidences, and productivity. To drive improvement in this

2 area, help your employees to understand what is expected of them within their roles and keep them updated on company matters that are relevant to them. These desired outcomes should fit with what the rest of the organization is saying and doing. I am kept updated about company matters that affect me. I have a clear understanding of what is expected of me at work. The company is making changes that will have a positive effect. When you start your shift, do you know what to do? Are there times when you just don t know what your top priority should be? How can we, as a team, help each other communicate needs and priorities during these times? What do you get paid to do? How can we communicate better when work is hectic and we have to quickly move from one task to another? How can we be clear in terms of our expectations of each other? What does Enlivant expect of us? What are our essential responsibilities? How does this help you understand what is expected of you? Set aside time to explain to each employee how his or her role contributes to team success. Clearly explain new initiatives, programs, and sales initiatives to ensure consistent execution. Determine who else on your team can assist you in this process and engage them accordingly. Involve employees in an open dialogue to clarify expectations. Hold regularly scheduled meetings to review evolving workgroup expectations, priorities, and changes within the team limit unexpected surprises. Use daily huddle meetings as well as formal department meetings when appropriate. Seek opportunities to provide informal feedback to individual employees. Ensure that each employee has clear objectives that are reviewed throughout the year. Equipment & Supplies High-performing managers discover the needs of each person in relation to the outcomes he or she is attempting to achieve and then position their resources accordingly. This topic is one of the strongest predictors of employee satisfaction; this item predicts employee retention, safety, and productivity. To drive engagement on this item, you must determine what this item really

3 means to your employees. Sometimes they are referring to accessibility of information rather than specific things. I receive the training I need to perform my job well. I have the equipment and supplies I need to perform my job well. Do you have all of the information you need to do your job right? Does your work environment lead to any stress? If so, how can we help alleviate this stress? Are there things that distract you from being positive, productive, or accurate in the work you do? What are the essentials? What materials and equipment are essential to do your job well? How can we work together when our resources are limited to ensure that we get the job done to the best of our abilities? Continuously look for materials and equipment that will assist employees in performing their jobs efficiently and effectively. Involve employees in problem-solving methods that are needed to do their jobs right. Lead conversations with your employees regularly that encourage them to talk about what they need to perform their jobs effectively. Follow up regularly with employees to make sure they have the tools and information needed to do their jobs efficiently and effectively. Promptly follow up with employees about their requests for tools and equipment they need to do their jobs right.

4 Job Responsibilities/Job Design High-performing managers know that it is important to keep each team member s talents in mind, to build relationships, and to help others identify their unique talents. These managers position their employees to use their strengths and abilities. A good way to drive engagement on this topic is to discuss what each person believes his or her leading strengths are in terms of skills, knowledge, and talents. I have a clear understanding of what is expected of me at work. My job is a good match to my skills and abilities. I really enjoy the work that I do. My work gives me a sense of personal accomplishment. What do you do best? What do you think your strengths are? What ideas do you have for how we can incorporate more of what we do best into our work? What do you enjoy most about your work? What do you look forward to doing at work each day? Are there parts of your job you want to do more of? Are there things that keep you or distract you from being as productive as you expect to be? Are there parts of your role that you find difficult? What could we do to make it easier for you? Identify key skills, abilities, and competencies your team needs to meet business outcomes. Notice what motivates your employees when they perform their roles. Observe each of your employees performing their jobs to determine individual strengths and weaknesses. Use this knowledge to match individual employees talents with role requirements. Initiate a conversation with your employees about their strengths. Learn what inspires employees to do their best work. Ask several questions such as what do you like most about your job? What activities do you seem to pick up quickly? What activities bring you the greatest satisfaction? How much time at work do you spend doing things you really enjoy?

5 Recognition and Praise Workplaces that excel on this item rely on forms of praise and recognition that are specific, predictable, frequent, and instantaneous. Great managers promote an environment that is strong in this topic. Praise and recognition are delivered from every direction, not solely from the manager. I receive recognition and praise for a job well done. What is the best recognition you have received? What is the best compliment you have ever received? Who are your biggest cheerleaders at work? Who helps you believe in your potential for success? From whom do you most like to receive recognition or praise? Think of three colleagues who help you the most in your job. How have you thanked them or recognized them for their help? Ask the team for ideas: How can we build an environment that encourages recognition or praise? How would you like to receive praise and recognition? Verbally, written, publicly, privately? Note: One size does not fit all. Employees will have different answers. Praise individual employees for doing good work. Give formal and informal recognition to employees. Encourage employees to acknowledge the good work of others. Create an environment where employees are encouraged to praise and recognize their peers. Learn how each of your employees likes to be recognized, and then tailor your approach to meet their individual needs.

6 Caring and Respect This topic is about setting each person up for success. A productive workplace is one in which people feel safe safe enough to experiment, to challenge, to share information, to support each other, and where team members are prepared to give the manager and the organization the benefit of the doubt. To drive improvement in this area, you must learn and acknowledge each employee s individuality. If managers know their employees, they can use the employees strengths to drive outcomes. Management treats me fairly. I am comfortable talking to my immediate supervisor. How do you let your team members know that you care about their contributions and their successes? How do we show each team member that we care about him or her? How can we, as a team, set each other up for success? Can residents sense an uncaring environment? How does that affect the resident s experience? Always treat employees with respect. Greet employees at the start of each workday. Talk one-on-one with employees regularly. Really get to know them. Make yourself available for employees to talk with you. Create a sense of belonging for your employees. Encourage employees to get to know one another. Actively address the concerns of employees during times of change. And, during times of change, model supportive behavior.

7 Personal Development This topic focuses on optimizing individual contributions to the team by emotionally supporting the individuals. This topic does not mean promotion. It means helping individuals find roles/positions that fit their natural strengths their unique combination of skills, knowledge, and talents. Improvement on this item starts with an understanding that each employee in the workplace is a unique individual. This is followed by a commitment. Each person may need, respond to, or value encouragement differently. My job is a good match to my skills and abilities. I am trusted to make choices about how my work is done. Do you believe you are being challenged at work? What challenging experiences are you facing? What challenges are you being encouraged to take on? In the past six months, have you developed any new relationships or partnerships to support you in your work? Do you feel you have the opportunity to be innovative and try new things? How can we support, encourage, and enable this to happen? How can we help each other recognize existing opportunities to try new things? When you are in the trenches getting the job done, what are some ways we, as a team, can help you? Teach employees the skills they need to be successful in their roles. Observe employees in their roles to keep current on their skill development. Meet regularly with employees to talk about their development. Establish development goals for employees in current roles. Coach employees to develop their strengths.

8 Employee Ideas and Opinions This topic is about an employee s sense of belonging. Employees want to feel valued. They want to know they are making a significant contribution to the company. They want to believe they are making a difference. High-performing managers respond directly to each employee s need for belonging, and these managers reinforce each employee s sense of self-worth. To make employees feel valued, great managers proactively ask for their ideas and opinions. My ideas and opinions are valued. What suggestions do you have that could improve our team s performance? What changes would you recommend? Have you done anything in the past six months to hear and understand the opinions of others on our team? In the past six months, have we acted on any ideas that our team members suggested? Do you feel comfortable enough to come to the manager and tell it like it is? Do you ever suppress opinions? When and why? If you have an idea, is there someone with whom you can share it? Host a team meeting meeting to ask for suggestions and listen to concerns. When an employee requests to talk about something, immediately schedule a time to listen. Schedule regular times to talk with employees specifically about their opinions and ideas. Host a Question and Answer forum on a regular basis in which employees can raise their concerns. Advocate for your employees; get others to consider their opinions and suggestions.

9 Mission and Purpose Employees want to feel their job is respected. They want to believe in what their employer does. This topic focuses on maximizing individual and group contributions by appealing to employees values. To drive improvement in this area, help each employee link the team and their individual actions to the larger aim of the community or organization. The company mission and core values have been explained to me. My work makes and important contribution to the company mission. I understand how my job enriches the lives of our residents. What values do our team members have in common? How do we demonstrate these values at work? When do you feel your job is important? What do you do to add value for our residents? Has a resident ever told you that you made a difference? What can we do as a team to help build pride in the workplace? Tell stories about employees who went beyond the call of duty in performing their jobs to liven up the connection between mission and role. Schedule a one-on-one conversation with each employee to talk about the importance of his or her role to Enlivant. Ensure that each employee understands our destination as a company. Ask each employee to describe how his or her role connects with the overall strategy of Enlivant. Encourage every employee to introduce him or herself during team meetings in terms of how he or she contributes to the resident experience.

10 Coworkers This item involves a keen awareness of work standards and of group members performance. However, adherence to high standards cannot be forced; a talented manager must develop and arrange it. The best managers foster an environment of honest and complete communication, encourage an understanding of each other s work, and promote respect for each other s efforts and results. My coworkers are dedicated to doing their best work. The residents at my community receive excellent service. Have you seen one of our team members go beyond the call of duty at some point in the past month? How do we, as a team, know when we have done good work? In the past six months, have you spoken to another employee about how we could improve the quality of our work? What does quality look like to a resident? What are their standards for quality resident experience? How do you define excellence? Ask employees for specific examples of when they adhere to high-quality standards. Ask employees to help develop team standards. Set quality standards for the team so that every employee has a common reference point. Talk individually with employees about their quality goals.

11 Teamwork Human beings are most productive when we cooperate and when we combine our efforts. This engagement item is a measure of trust. This topic deals with optimizing group contributions by enhancing the quality of relationships among employees and by nurturing trust and emotional loyalty in the workplace. I have good friends at work. My coworkers and I work well as a team. Do you have one or more team members whom you consider trustworthy and dependable? Can you name three employees that help you most in your job and with your ability to be successful at work? How do you help make our workplace positive and productive? What suggestions do you have for upcoming events that could help everyone on the team get to know each other better, build stronger friendships, and have fun together? When did you have the most fun at work during the past six months? How can we make sure we have more of these moments? Hold team building sessions with your team. Encourage your employees to celebrate special events with one another (i.e., birthdays, anniversaries, etc.). Institute a buddy system to assist in the training of new employees. Help employees resolve conflicts by modeling open and honest sharing and active listening. Create opportunities for your employees to get together outside of work. Host regular team lunches.

12 Performance Feedback Research shows that greater gains are made by building on talents as opposed to trying to improve weaknesses. When the manager and the employee identify a task at which the employee truly excels, both can create a development plan that supports the individual s full learning potential, positioning the employee to make his or her greatest contribution to the organization. Feedback improves performance. High-scoring groups establish structured feedback processes for their team members, which include clearly defined goals and achievement levels. I have a clear understanding of what is expected of me at work. I receive useful coaching and feedback to do my job better. There is a healthy balance between my work and personal life. What were your greatest accomplishments at work in the past year? How do you contribute to the team s performance and success? Do you feel you have permission to learn new ideas and apply them in your work? How can we support others and work together to help each other apply new ideas? What new relationships have you formed in the past six months? Have these new relationships helped you evaluate the progress you have made and will they help you perform better in the future? Communicate with employees about their individual performance expectations. Meet with employees regularly to review individual goals. Talk with underperforming employees to understand their current situation. Address all issues that affect performance: workload, stress, distractions, and changes in the workplace.

13 Opportunities to Learn and Grow The best teams are never quite satisfied with the current ways of doing things. They always strive to find better, more efficient ways to work. Where there is progress, there is innovation. Creating a culture receptive to new ideas also involves significant belief and trust in managers and teams. High-performing managers create opportunities that broaden their employees experiences. They try to enhance teamwork through partnership, teaching, and mentoring. I receive the training I need to perform my job well. I receive useful coaching and feedback to do my job better. I understand the opportunities for career development and advancement. What experiences are you challenging yourself with this year? How can we build a team environment that places an emphasis on acquiring new knowledge? Are you doing anything differently this year compared with last year? Do you feel you are faster or smarter? What are the things you need to learn to do your job better? What have been the situations in the past six months when you felt you were learning new things? Ask employees what they want to learn. Talk with employees individually about their career goals. Encourage employees to participate in training programs your company offers. Share your knowledge and skills with employees. Create specific opportunities for employees to transfer their knowledge and skills to one another.

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