23/09/2014 “Margin” – Dr. Richard Swenson M.D. HERE’S WHERE I WANT TO START >>> To create a great culture I want to deal with the topic of ….. Burn Out 3 4 Common Symptoms 1
23/09/2014 Stopping Burn-out ALL OF US NEED TO … 1. Office sitters need to Move More. Ideas: WALK when on phone. Take 15 minute walk outside at lunch. 2. Closed Door Policy . Shut your door for uninterrupted work (60, 90 or 120 minutes per day). Put a sign on your door OR orange cone behind chair if you don’t have a door. IDEA: If you don’t have door, put this behind your chair Stopping Burn-out 3. Bite Your Tongue Leaders. When staff or volunteers bring you a problem >>> Bite Your Tongue …. Ask them to bring back 2 Ideas and the one idea they think would work best. 2
23/09/2014 Deeper: Leadership Team Clarity Amazing Resource: tablegroup.com, click on the book “The Advantage”, see the 4 Disciplines & templates 3
23/09/2014 Freedom Also Means … Allow for Idiosyncrasies Encourage your staff and volunteers to be who they are (within reason of course). We’re all a little strange. When you are relaxed about yourself as a manager, you give others permission to be the same. 4
23/09/2014 Toxic People – A Warning Cranking Up Positive: 5 to 1 Studies show that negative information, negative experiences, and negative Be careful not to confuse rotten apples with: interactions have a far deeper impact on staff (and probably volunteers) in the • Naturally cautious or analytical people who workplace than positive ones. tend to point out downsides of decisions • People who are passionately arguing for It could be an interaction with a manager, a co-worker, or a grumpy something they truly believe is in the best parent, but the impact on a employee's interest of the organization feelings of 1 negative interaction in the workplace has a 5 times stronger So look closely ! impact than that of a positive interaction. Encourage Face-to-Face Conversation Agree as a group not to send e-mails without first considering whether it’s better to communicate in person or over the phone. And never use e-mail to work out emotionally tricky issues. 5
23/09/2014 Cranking Up Positive: 5 to 1 5 Parts Praise: Lavish your people with praise and gratitude for the good work they are doing. 1 Part Discipline: Don't procrastinate when it comes to doing the unpleasant work. Confronting poor performance and negative behaviors is not fun, but it’s an essential part of being an effective manager. Look for Log-Jams Be on the lookout for frustration or a lack of progress. When you see a logjam, break it by redirecting employees to other tasks or providing coaching to help them overcome obstacles. And encourage people to ask for help when they need it. Let them know it is not only OK but desirable to do so. 6
23/09/2014 BUILD TRUST EVERY MEETING • Asking good questions that help you really learn about each other and the goal here is to build understanding, respect and eventually trust • Here are a good questions as you start: What Awesome looks like ! 4. Team members hold one another 1. Members of the team trust one another and accountable to commitments and behaviors. can be genuinely vulnerable with each other. 5. Team is focused on team number one. They 2. Team members regularly engage in put the collective priorities and needs of the productive, unfiltered conflict around larger organization ahead of their own important issues. departments. 3. The team leaves meetings with clear-cut, active, and specific agreements around decisions. LEADERS OF TEAMS – GO FIRST: Ask Your Team So … how are we doing on those 5 ? • What do I do that makes us a better team? • What do I do that detracts from us becoming a better team? • Am I good balance of: courageous and gracious? • The attitude needs to be: “It starts with me”. 7
23/09/2014 I am in Manitoba several times a year, if I Additional Resource: Coaching your can assist with staff/volunteer training, STARS, STEADIES & STRUGGLERS or board training, or strategic planning or policy development … COACHING YOUR STARS * put most time here!! 1) Praise your stars genuinely and frequently. EMAIL david@nonprofithelp.ca They’ll immediately sniff out platitudes and WEBSITE www.nonprofithelp.ca empty accolades. When you praise them, focus on the skills and strengths they value in themselves. And if they do well with public recognition, do it. 3) Nudge them to play nicely. 2) Rein them in. “A” players tend to be hyper -judgmental of their Left to their own devices, A players will keep colleagues. raising their own standards and over time will push themselves to performance they can’t Unless you explicitly hold them accountable for sustain. So act like a governor on an engine: collegiality and teamwork, they may create Keep their expectations from revving to the interpersonal turmoil, undermining their point of breakdown. One way to do this is to positive contributions. Sometimes they’ll discuss your concerns about their frenetic pace demonstrate annoyance when their teammates with them. They’re self - focused, so they’ll don’t perform to their standards, or they’ll act probably be receptive if you direct the with contempt when asked to assist coworkers. conversation to their well-being. Coaching your STARS, STEADIES & Be careful how you talk, not judgementally (a lot of “you” statements may get their defenses up). STRUGGLERS And be specific about the impact of their behavior on the team’s performance. That’s COACHING YOUR STEADIES something they’ll care about. B players make up the lion’s share of the workforce — 75% to 80%, by some estimates. High performers can be hard to take. It’s And they dutifully get the job done with little tempting to bring them down a peg or two fanfare or oversight. Still they need your when they start acting up, but keep that impulse attention. in check. You’ll get much more out of them— and less grief — if you allow them to savour their accomplishments. 8
23/09/2014 Accept them for who they are. Some managers assume you should try to move Recognize and reward them. your B players up to the A level. While this approach is intuitively appealing, it’s not the Though they don’t receive (or expect) the same best investment of your time, for a variety of promotions as A players, B players crave reasons: affirmation. - Many B players have reached the limits of their abilities. Some have made a conscious life If a B player puts in extra effort to respond to a choice to occupy the meaty part of the customer complaint, acknowledge it. And performance curve because they’re winding deliver your praise however your employee likes down their careers, for example, or seeking to receive it. Some people prefer it one-on-one, work/life balance. (Yes some have “A” potential) while others seek public accolades. Give them options. Coaching your STARS, STEADIES & B performers may not want to grow and develop STRUGGLERS as much as their A peers —but they don’t want to stagnate, either. Provide opportunities for them to grow within their comfort zones. Invest COACHING YOUR STRUGGLERS in training that will help them shore up their Managers often devote most of their coaching strengths. Send them to conferences and to the employees who struggle the most, and seminars on topics they care about. Ask them to that’s a losing proposition. When we talk about mentor junior employees. Solicit their input on C players, we’re not referring to employees who decisions. B players have a lot to offer — but you are adjusting to the organization or to new roles; need to make it relatively easy for them. we’re talking about individuals who should be performing at a higher level. They drag teams… Give low performers a chance at redemption but set firm expectations to overcome procrastination and rationalization. Here’s how: If C players don’t meet agreed -upon standards within a specified amount of time, help them (1) Create a clear plan for improvement. Employees won’t make a graceful, dignified exit. improve in a vacuum. They need guidance on what to change and help changing it. Set concrete goals for them and have a well-defined end point. Make sure you’ve documented their progress, or If C players don’t meet agreed-upon standards within a specified lack thereof, so you don’t take them by surprise amount of time, help them make a graceful, dignified exit. Make sure or leave yourself open to any allegations of • you’ve documented their progress, or lack thereof, “wrongful dismissal”. • so you don’t take them by surprise or leave yourself • open to any HR or legal battles. 9
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