Managing Performance Expectations to Promote Accountability

Transcription

1 Managing Performance Expectations to Promote Accountability presented by Alan Krieger Supervisory and Leadership Skills Trainer and Coach What is accountability? Program Goals In this program, you will learn how to: Establish measurable/objective performance expectations Use these expectations to: Motivate staff Improve poor performance Learn strategies to: Communicate feedback Facilitate problem solving 1

2 The Right Tools Clear and precise performance expectations are the critical leadership tool for successful accountability. perf expect Other important tools include: Constructive feedback techniques Problem solving strategies Effective performance expectations have to be SMART Review any changes with HR! S Specific M Measurable A Agreed upon R Realistic T Time bound Specific Measurable Make the expectation behavioral Skills Action Oriented Knowledge 2

3 Specific Measurable Make the expectation behavioral Listen to the following scenario with Joe and Rosa and note Joe s behaviors. Joe and Rosa Rosa is project lead Joe is helping Rosa wants more detail Joe feels that it s enough Joe blows up Jot down Joe s behaviors Examples of Personal Characteristics, Traits or Internal States Not-Behaviors Feeling angry Having a bad attitude Being closed minded Not a team player 3

4 Internal States or Traits include Feeling angry Behavioral (SMart) Examples include Bad attitude Being closed minded Not a team player Review what you ve written Focused on observable behavior or personal characteristic, feeling or state of mind? From negative behavior To performance expectations: Take time to listen and reflect Calm, quiet voice Listen to reaction/responses Build on other s ideas 4

5 The Two Parts of Behavioral Performance Expectations The task to be done The quality standard to which it is done The Task - a noun and a verb Register a new client Write a grant Document an incident Develop a new service procedure Clean the floor For Joe: Assist Rosa Listen Share ideas Quality Standard Task: Quality Standard Assist Rosa Listen Share ideas 5

6 Try writing one or two performance standards for one of the tasks you wrote. How well, completely, or thoroughly will you do the task? Specific and Measurable Performance Expectations: Motivate employees by increasing clarity and confidence Make it easier to give corrective feedback Reduces defensiveness Promotes behavioral change Specific and Measurable Performance Expectations and Corrective Feedback Tell Joe: When talking to Rosa Expectation: Provide desired assistance Take time to listen and understand Share ideas to facilitate problem solving Feedback: Situation: Joe talking to Rosa Behavior: Tone of voice negative and harsh argued instead of collaborated Impact: Rosa felt attacked and unsupported, and the project was further delayed 6

7 Task: Interviewing a new client Standards include: Doing it accurately, politely, quickly. ADVERB Accurately: Measurable Standard Politely: Address by name Smile, eye contact Enunciate and pause Ask if any questions Quickly: Focused on task Minimal small talk Complete documents in order No more than 8 minutes Advantages of Specific and Measurable: 1. Employee is very clear 2. Supervisor can quickly assess 3. Supervisor can easily give powerful feedback 7

8 Powerful Positive Feedback Instead of nice job with that difficult client Give feedback based on specific expectations; cite behavior and the impact of that behavior. Greeted client warmly Maintained eye contact and a smile Quickly focused them back and kept on track Handled difficult client they felt satisfied and got done quickly and accurately Evaluation and Feedback If crystal clear about expectations Evaluations become a simple yes or no e.g. accurate or not, polite or not Feedback is more powerful and motivates toward the exact performance desired. S M A R T SMART performance expectation: Specific Measurable Agreed Upon Realistic Time Bound 8

9 A = Agreed upon The employee understands what the supervisor means by each standard. The employee agrees with the supervisor s definition. e.g. accurate = zero errors, all fields complete and all required paperwork attached R = Realistic Realistic - reasonable for experienced employee in a specific position Expectations at the effective level T = Time bound Time Element Length Frequency Deadline 9

10 S M A R T Performance Expectations Specific Measurable Agreed Upon Realistic Time Bound Questions? How or why to write a Specific and Measurable, behavior based performance expectation? How or why to reach Agreement on the expectation? Realistic? How to write a Time element into the expectation? Program Goals In this program, you will learn how to: Establish measurable/objective performance expectations Use these expectations to: Communicate feedback Motivate staff Improve poor performance Facilitate problem solving 10

11 How can you use S M A R T expectations to: positively motivate staff? improve poor performance? hold difficult staff accountable? Positively Motivate Staff toward High Performance 1. Be clear about expectations 2. Provide powerful positive feedback 3. Coach to employees to: sharpen good performance build skills and expertise problem solve Coaching Good employees to even better performance: 1. Doing a good job (expectations and specific feedback) and a. Area for improvement. or b. New skills to learn? Next steps? Follow up: Training Observe Check in and feedback 11

12 Coaching Poor employees to better performance: 1. Corrective Feedback: Expectation.. Actual Behavior. (and the gap) Impact a. Fully understand expectation? (SMA & T) b. Have needed skills and knowledge? (R) c. Changes to better meet expectations? Follow up: Training Observe Check in and feedback (positive and corrective) SMART Expectations and the Discipline Process Effort to assist/improve Repeated failure to improve Coaching less confrontational Builds case for discipline SMART Expectations and the Discipline Process Similar to coaching, but more directive: Expectation and behavior Efforts to date What else can be done? Consequences and next steps 12

13 Program Goals In this program, you learned how to: Establish measurable/objective performance expectations Use these expectations to: Communicate feedback Motivate staff Improve poor performance Facilitate problem solving Any Questions? Feel free to contact me directly with your questions: Alan Krieger Krieger Solutions, LLC Phone: Web: Sign up at our website for our free on line newsletter to keep getting leadership strategies and tips! Follow Up Reminder Series To receive our free follow up reminders that will review key points we covered, us at and, in the subject line, put: follow up Accountability Webinar. 13