Vital Conversations:
The Art and Science of
Performance Management
Presented by
Beverly Begovich
Challenge Questions:
On a scale of 1-5 with 1 being low and 5 being high rate
yourself on how well you believe you can coach your staff
members on changing their behavior to conform to the
standards of behavior if they have an attitude.
Think of a person who reports to you who first comes to
mind when I say high performer? Write down that person’s
name.
Vital Conversations
Is the art and science of Performance Management which
is how a leader retains, develops or disciplines their
employees.
To achieve outcomes, a leader must be able to
communicate clearly expectations, define specific behaviors
and provide feedback to the employee on performance
related to the expectations.
Vital Conversations
Vital conversations are the tools to assist a leader in
assessing and coaching employees on performance to
achieve the expected department outcomes or goals.
Every leader is a coach of his/her team of employees.
Good to Great: Key Success Factors
•Level 5 Leaders
•First who, then what
•Brutal Facts
•Define your Hedgehog
Retention
“Rethinking Retention”
“Retaining good workers is the tipping point between
success and failure for many organizations.”
Richard P. Finnegan in Rethinking Retention in Good Times and Bad.
Build on Principles:
Employees quit jobs because they can.
Build on Principles:
Employees stay for things they get uniquely from you.
Build on Strategies:
Supervisors build unique relationships that drive
retention…or turnover.
The Strategies:
Drive from
the top
Script
employees’
first 90 days
Hold
Supervisors
accountable
Narrow
the
Back Door
Calculate
turnover cost
Develop
supervisors
to build trust
Three Performance Groups
Three Performance Groups
Who’s Who? Activity
Top 10 Attributes of High Performers
1. Proactive
2. Applied Knowledge
3. Always “We”
4. Positive and Optimistic
5. Team Focused
6. Patient Centered
7. Always “Always”
8. Shared Experience
9. Can-do Attitude
10. Personal Attributes Align with Values
Top 10 Attributes of Solid Performers
1. Often Proactive
2. Knowledgeable
3. Usually “We”
4. Generally Positive
5. Team Focused
6. Patient Centered
7. Usually “Always”
8. Experienced
9. Will-do Attitude
10. Personal Attributes Mostly Align
Top 10 Attributes of Under Achievers
1. Reactive
2. Minimum Knowledge
3. Always “Me”
4. Generally Negative
5. Problem Focused
6. Self-Centered
7. “Always” is Impossible
8. Minimum Experience
9. “No-Can-Do” Attitude
10. Expert Analyst of “We-They”
Performance Coaching Assessment
Exercise:
Complete the Performance Coaching Assessment for
someone on your staff who you think is a High Performer.
Time: 10 minutes.
Coaching
How Do You Treat Your High
Performers?
Ignore them?
Say thank you?
Give them more work?
Ignore Them? High Performers Are:
32% more likely than under achievers to look for a job in
the next year:
•Lack of recognition
•Feeling under rewarded
•Are the most unhappy
•Even when unemployment is high, have a pent-up demand
to leave
Thank Them?
55% said they were never or rarely thanked by their boss.
Coaching High Performers
1.
2.
3.
4.
5.
Solicit their input and opinions
Provide challenging assignments
Find opportunities for exposure beyond current role
Reward and recognize
Manage up
Vital Conversation Planners
Coaching Solid Performers
Coaching Solid Performers
1. Recognize
2. Develop
3. Acknowledge improvement
Coaching Solid Performers
•Give feedback on their performance
•Be candid—where they excel and where they only meet
standards
•Agree on the development area
•Spend time with them
•Reward and recognize
•Engage in discussions re: future
Coaching the Underachiever
Reality Check:
In surveys of 32,000 health care employees, leaders and
physicians, the question on how effectively poor performers
are managed is the lowest scoring item in the database.
Are All Under Achievers the Same?
•Move them up with coaching and skill development
•Right bus, but wrong seat
•Wrong bus
Coaching Under Achievers
DESK
D- Describe Behaviors
E- Expect Improvement
S- Set Timeframe for Improvement
K- Know the Consequences
Coaching Under Achievers
1.
2.
3.
4.
5.
6.
Get involved early
Be very specific on performance
Ask for their suggestions
Agree on a specific plan, metrics and deadlines
Be very clear about consequences
Frequent reviews and encouragement
Great Leaders Avoid Common Mistakes:
•Lack of clarity in communication and expectations
•Procrastination
•Tolerance
•Failure to coach
Insert Video: Underperformer Vital
Conversation
Vital Conversations
Underachievers
Human Performance (Technical Skill vs.
Behavior)
Unacceptable
Behavior
Technically
Proficient
Technically
Incompetent
Coaching and
disciplinary process
Disciplinary process;
evaluation of
employment
Coaching and
mentoring
Coaching and
mentoring
Focused
training
More Than Acceptable
Behavior
Development, delegation
and advancement
Coaching and mentoring
Focused training;
Assessment for transfer to
more appropriate position
Coach Out
Coach Up
Technically
Competent
Focused attention and
disciplinary process
Acceptable
Behavior
Summary for Vital Conversations
•Coach with an attitude for helping
•Pay attention to own personal impact
•Focus on behaviors the receiver can change
•Recognize people’s desire to do the right thing
Summary of Vital Conversations
•Know your “coaching communication style”
•Learn to ask great questions and to listen to answers
•Avoid telling “how to”-let them tell you
•New habits take time…but not that much
“Learning is defined as a change in
behavior. You haven’t learned a thing until
you take action and use it.”
-Don Shula and Ken Blanchard
Everyone’s a Coach
Thank You