Management and Supervision Fall 2014 Employee Development and Performance Coaching Management & Supervision Stephen Orton PhD Senior Investigator, NCIPH October 2014 Agenda for today • Theory : Teams, Coaching, Performance • Exercise : feedback • Role ‐ play: practice • Role ‐ play : your real example • Homework: Coach your people at home! Drive , Daniel Pink Motivation comes from three sources: 1. Purpose 2. Agency (control) 3. Learning http://www.ted.com/talks/dan_pink_on_motivation.html http://www.youtube.com/watch?v=u6XAPnuFjJc 1
Management and Supervision Fall 2014 Jim Collins, Good To Great • Humility • “Hedgehog Concept” • Right people on the bus • Know what turns the flywheel Dan Cable, outcomes Change to Strange drivers Workforce Deliverables Workforce structure 2 ‐ 3 things we’re aiming for; Value Chain how we measure success outcomes 2 ‐ 3 strategies that drive our success ; valuable, rare and hard to duplicate drivers Workforce Deliverables Unique, strange things our employees do Workforce that customers notice structure Things the organization does to attract and develop strange employees 2
Management and Supervision Fall 2014 Measuring How would you know you were doing a good job of developing people? Measuring When Teams Work Best From a huge database of responses to a team survey • Team Members • Team Relationships • Problem ‐ Solving • Leadership and Org Environment 3
Management and Supervision Fall 2014 Individual Team Members Working knowledge Experience Problem ‐ solving ability Teamwork Openness Supportiveness Action orientation Positive personal style When Teams Work Best Relationships Individuals • Ability to give and Working knowledge receive feedback Experience Problem ‐ solving ability Teamwork Problem ‐ solving Openness • Team focus Supportiveness • Team climate Action orientation Positive personal style ENERGY GOAL 4
Management and Supervision Fall 2014 Energy ENERGY GOAL Improv exercise Discussion Break • What is it like to be on this team? • Identify coaching / feedback you received 5
Management and Supervision Fall 2014 When Improvisation Works • Say Yes to offers: listen and respond • Help each other • Jump in • Have fun Your Leverage • Set goals, create “focus” • Create a positive climate • Set norms for team behavior • Coach individuals Coaching Template SBI Situation – Behavior – Impact (listen) Situation : when and where, specific Behavior : what, descriptive Impact : “I felt, I thought, I did the following:…” Listen: Feedback is a two ‐ way street. What is the other person’s perspective? 6
Management and Supervision Fall 2014 SBI handout Stop and Listen Give Some Thanks • Situation : where and when • Behavior : what the person *did* • Impact : how you experienced their behavior: exactly how it helped you • Stop and listen After ‐ Action Review • How did it feel to deliver that feedback? • How did it feel to receive that feedback? Write down 2 or 3 opportunities to use this skill NEXT WEEK 7
Management and Supervision Fall 2014 Case • Read the case • Plan an SBI: write notes on the case sheet Role ‐ Play Raise your hand when you want to jump in What are we learning? 8
Management and Supervision Fall 2014 Design a Real ‐ Life SBI • Real situation, real person • Write SBI notes… share situation in groups • Act it out Situation : where and when Behavior : what the person *did* Impact : what happened to you as a result, the specific negative impact on you Role ‐ Play Groups 1. Coach briefly describes roles 2. Coach picks actor for “other” role 3. Act it out Debrief: What happened? What worked? What didn’t work? How did it feel? • REPEAT CYCLE for all group members Drive , Daniel Pink How might coaching motivate your people? 1. Purpose 2. Control 3. Learning 9
Management and Supervision Fall 2014 NEXT TIME • Report out on your SBI results! • Get more coaching! • Do more experiential learning about change Stephen Orton North Carolina Institute for Public Health Gillings School of Global Public Health sorton@unc.edu (919) 966 ‐ 8125 10
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