LEADING BY GOING THE DISTANCE Se ssio n 3: Ac c o unta b ility - PowerPoint PPT Presentation

LEADING BY GOING THE DISTANCE Se ssio n 3: Ac c o unta b ility – Giving F e e db a c k De c e mb e r 19, 2017 Sta rb o a rd L e a de rship Co nsulting L a ura Mitc he ll lm@ sta rb o a rdle a de rship.c o m

EFFECTIVE MANAGEMENT Tasks Goals  Delegate work and  Maximize what each roles/responsibilities employee has to offer  While earning their  Create motivating loyalty environments  And building their  Coach employees up ownership and  Build cohesive, excitement for the effective teams work and results of  Manage sideways and the company up

OWNERSHIP FOR RESULTS PRINCIPLE # 1:

PRINCIPLE # 2: CLEAR AND HIGH EXPECTATIONS High Bar = the behavioral expectations you collectively agree on are critical to being smart High Bar and healthy This gap = your culture differentiator and the source of most managerial challenges Low Bar Low bar = the minimum threshold for acceptable behavior (below which employment termination is an easy decision)

DELEGATING REVIEW: OWNERSHIP & EXPECTATIONS Se ve n pie c e s o f info rma tio n ma tte r 1. Wha t do e s suc c e ss lo o k like ? 2. Whe n is it due ? 3. Who e lse ne e ds to b e invo lve d? 4. Wha t re so urc e s a re a va ila b le ? 5. Why do e s the wo rk ma tte r? 6. Wha t ha s wo rke d we ll pre vio usly? 7. Are yo u re a lly o n the sa me pa g e ?

ADAPT YOUR APPROACH S i PRINCIPLE # 3: C D

TODAY’S FOCUS: PRINCIPLE #4 Co nsiste nt Ac c o unta b ility & F e e db a c k Making str ate gic choice s habitually to talk about uncomfor table topics with anothe r pe r son to he lp the m be come mor e succe ssful and str e ngthe n your r e lationship.

WARM UP: HOLD THIS PERSON IN YOUR MIND T hink o f a n e mplo ye e yo u ha ve fo und c ha lle ng ing to c o a c h o r pro vide fe e db a c k to – a pe rso n who m yo u ha ve a vo ide d de a ling with a t time s. Pe rha ps this is so me o ne : • Yo u g a ve fe e db a c k to in the pa st a nd the y b e c a me hig hly e mo tio na l o r de fe nsive • Who yo u wo rry tha t ho ne st fe e db a c k will “b re a k” • With who m yo u’ re simply no t sure ho w to b ring up the issue s • Yo u a re c urre ntly wo rking “a ro und” b y g iving wo rk a sso c ia te d with he r po sitio n to o the rs • With who m it fe e ls e a sie r just to to le ra te a lo we r le ve l o f pe rfo rma nc e – a fte r a ll, the y mig ht le a ve in a ye a r

WARM UP: DiSC IN CONFLICT Se lf Asse ssme nt Wha t a re yo ur na tura l c o nflic t te nde nc ie s?

CONFLICT SELF ASSESSMENT What other factors have shaped your approach to conflict? • Our re la tio nship to c o nflic t is a nc ho re d in a histo ry o f ha b it… • And the no rms o f o ur c ulture … • And the no rms within individua l wo rkpla c e s… • And influe nc e d b y so c ie ta l ste re o type s.

CONFLICT SELF-ASSESSMENT • T hinking a b o ut yo ur pa st, we re yo u a lwa ys mo re o f a fig hte r? Or did yo u te nd to a c c o mmo da te o the rs? • L o o k b a c k o ve r pa rtic ula r mo me nts o f c o nflic t e a rly in yo ur life a nd c a re e r—we re yo u re wa rde d o r punishe d fo r yo ur a ppro a c h? • Whe n yo u think a b o ut c o nflic t no w, do yo u g e t a pit in yo ur sto ma c h a nd fe e l like fle e ing ? Or do e s yo u he a rt ra c e a nd yo u fe e l the urg e to jump in? • T he la st time te nsio n wa s hig h with so me o ne a t wo rk o r a t ho me , ho w did yo u re a c t?

GROWTH-FOCUSED FEEDBACK Natural Consequences The Start of Progressive Discipline Positive Developmental Corrective Informal Feedback Feedback Feedback Warning • Accelerate • Promote • Close gaps • Alert learning and learning and employees – • Promote growth growth they are not learning and where they • Close gaps growth need to be; there are serious gaps This is a Bottom -Line Most m anagers need to focus Conversation! m ore here!

TYPES OF FEEDBACK • Positive feedbac k – Re c o g nize s whe n a n e mplo ye e is do ing we ll • Developmental (Constr uc tive) feedbac k – Sha re s wa ys a g o o d e mplo ye e c o uld do e ve n b e tte r • Cor r ec tive feedbac k – Co nve ys thing s tha t must c ha ng e in o rde r fo r the e mplo ye e to me e t yo ur e xpe c ta tio ns

WONDERFUL THINGS TO SAY OFTEN …but not examples of effec tive positive feedbac k! • “I re ally value yo ur input.” • “Gre at jo b e ve ryo ne !” • “Thank you.” • “Wo w, way to go !” • “I re ally appreciate yo ur wo rk o n this pro je c t!” • Yo u are awe so me !!

HARMFUL THINGS TO SAY …and also not examples of effec tive feedbac k • “What we re yo u thinking?” (aske d rhe to ric ally) • “I do n’t kno w why we ’re ge tting this info rmatio n just be fo re the me e ting, but I gue ss we ’ll have to go ahe ad and talk abo ut it.” • “Do yo u ne e d me to do yo ur jo b fo r yo u?” • “Gre at jo b e ve ryo ne , but re me mbe r to turn in yo ur time she e ts pro mptly and le ave the building c le an.”

BASIC FEEDBACK STRUCTURE • Name the issue • Describe the behavior you’ve observed in a short sentence • Give examples • State the impact of that behavior on you and/or others • When appropriate, probe for reasons why • Make a recommendation OR • Clearly describe your expectations moving forward • Follow-up after an appropriate interval of time if it’s developmental or corrective feedback

PREPARING FOR FEEDBACK • Re fle c t b e fo re ha nd o n wha t the re a l issue is a nd wha t yo u wa nt to sa y. • I f yo u’ re fuzzy a b o ut wha t the re a l issue is a nd/ o r ho w to a ddre ss it, ta lk to a c o lle a g ue . • Give the e mplo ye e a n a ppro pria te a mo unt o f he a ds-up. • Co nside r wha t yo u c a n do to ma ke the e nviro nme nt a s c o mfo rta b le a s po ssib le .

PREPARING FOR FEEDBACK Wha t type o f issue is it? WI WI T T H COL H COL L L E E AGUE AGUE S S WI WI T T H E H E MPL MPL OYE OYE E E S S - T - T a sk re la te d a sk re la te d - Be ha vio ra l - Be ha vio ra l - Pro c e ss re la te d - Pro c e ss re la te d - Pe rfo rma nc e - Pe rfo rma nc e re la te d re la te d - Re la tio nship - Re la tio nship ro o te d ro o te d - Sta tus drive n - Sta tus drive n

WHAT TYPE OF FEEDBACK DOES YOUR EMPLOYEE NEED? HIGH Developmental Positive or corrective feedback plus Job Competence Job competence feedback stretch represents work focused on assignments results, the ability of behavior the employee to accomplish his/her Corrective Developmental responsibilities and feedback plus or corrective meet goals, which requires possessing a structured feedback the requisite skills. plan for focused on job improving competence quickly plus skills training LOW Behaviors HIGH How the employee conducts him/herself. Behaviors can include interpersonal skills, teamwork and collaboration, commitment, motivation, tone, approach, and other defined or implied organizational values or competencies.

PRAISE IS NOT POSITIVE FEEDBACK • Pra ise is suppo se d to ma ke yo ur e mplo ye e s fe e l g o o d a nd mo tiva te the m, b ut o fte n it do e s just the o ppo site . • aise. Whe n do e s the E mployees don’t tr ust the pr sho e dro p? • esent it. Ma na g e rs o fte n use po sitive E mployees r fe e db a c k to o ve rc o me re sista nc e to re q ue sts. • We pr aise the wr ong things – not building the gr owth mind set • aise anything: “Gre a t jo b ” so unds We don’t r eally pr like no ise a fte r a while .

POSITIVE FEEDBACK Po sitive fe e db a c k is hig hly spe c ific info rma tio n de live re d in suc h a ma nne r to a c c e le ra te e mplo ye e le a rning a nd g ro wth. T he most under utilized tool for ac c eler ating employee lear ning and gr owth

POSITIVE FEEDBACK EXERCISE • I de ntify o ne e mplo ye e who wo rks fo r yo u who wo uld b e ne fit fro m he a ring dire c tly a nd spe c ific a lly fro m yo u a b o ut so me thing yo u o b se rve the y a re do ing re a lly we ll. • Using the b a sic struc ture fo r fe e db a c k, pre pa re wha t yo u will sa y to the m. • With a pa rtne r, role play the po sitive fe e db a c k e a c h o f yo u wa nts to de live r. • Give e a c h o the r fe e db a c k o n wha t yo u he a r o ne a no the r sa ying .

ACCOUNTABILITY CONVERSATIONS The first step is all in your head! Before you say anything 1. De te rmine wha t o utc o me ma tte rs to yo u mo st a t this time . – Wha t pe rfo rma nc e o r b e ha vio r g a p sho uld yo u re a lly a ddre ss? – Ho w do yo u unb undle a b unc h o f e le me nts a nd de c ide wha t to a ddre ss? 2. De c ide whe the r to ha ve the c o nve rsa tio n. 3. Ma ste r yo ur o wn sto rie s!