OFI Performance Management Training for New Supervisors August, 2011 Your Name Your Role Exercise (as you define it) Drawing X (Representing a part of your life) SNOHKAY - PA LUNCH you don’t have to prepare! 2 BREAKS that will get YOU through the day Smoking, Electronic Devices, & Bathrooms What do they have in common? Even leaders have needs – tell us and we’ll do what we can “It’s perfectly fine to enjoy yourself in your professional role.” – Barbara Van Burgel Session Guidelines Why are we using them? How will we use them? WIIFY What’s in it for you? Management Training Outline Day I: Developing Personal Leadership Skills Day II: Developing Coaching Skills Day III: Apply Learning to Produce Outcomes Purpose and Outcomes Purpose: to discuss “how-to” tools you can apply to help you get things done as a supervisor (1) Help create ongoing community of OFI mgrs (2) Learn basics of proven management practices (3) Learn to better influence performance relating to OFI specific needs “The greatest glory in living lies not in never falling, but in rising every time we fall.” - Nelson Mandela Beginning to define leadership Let’s start with what you think: • Write the name of a person you consider an excellent leader (doesn’t have to be famous) • List one or two qualities that make them great • Get into pairs – one speaker, one interviewer • One person discusses the leader for two minutes, one person takes notes • Reverse roles for the next two minutes. Exercise Starting point: each of us Exercise “Mapping Your Current Leadership Situation” “OFI’s promise: to help people get the chance to lead healthy, productive lives.” Mike’s personal take on current OFI And a personal story Nobel Prize Winner Desmond Tutu’s “Different” Take on Leadership http://www.youtube.com/watch?v=IrCeVwwu0Xc Reality Check: Supervisor Power Can Influence ACT Don’t Act Effective Supervisor Quitting Can’t Influence Unending Failure Acceptance “Three Signs of a Miserable Job” sourced from Patrick Lencioni Anonymity + Irrelevance + Immeasurement = MISERY Some Core Leadership Ideas sourced from Simon Sinek’s Start With Why Leaders know why, how, and what Why do I lead? Why does what we do matter? Purpose/relevance to group? How do I lead? Show enthusiasm, Invite participation, reinforce realistic optimism, tell inspiring anecdotes and stories. What do I accomplish as a leader? What are the products and outcomes that happen? Exercise Leadership Stories Group exercise “Lessons learned” leadership success story Take a few minutes to write some notes to remind yourself of the details. Try for a team story where someone (could be you or a another team member) shows leadership in getting through obstacles. “Through conflict(s) story…” Tell stories in groups of five (or four) – vote on the one to be presented to the large group… Exercise “Context Maker” Things can get complex An OFI “doing more with less” exercise Tips: Supervision that Works The “Switch” Change Model sourced from Switch by Chip and Dan Heath "When change works… people who change have clear direction, ample motivation, and a supportive environment. Small changes tend to snowball. But this is not the same as saying that change is easy." - Chip and Dan Heath Direct the Rider (Reason) Resistance to change may be a lack of clarity. Specify manageable next steps in the right direction. Motivate the Elephant (Emotion) Connect on an emotional level, to keep the Elephant moving. Shrink the change, so it doesn't spook the Elephant. Shape the Path (Process) If you want people to change, make the process easier. Example of Switch A manager got feedback that she wasn’t really listening… Direct the rider Productive communication builds a stronger team and accelerates career. Motivate the elephant Find something that feels good on an emotional level that I can sustain… shrink the change. What small thing can I do? Shape the path She moved office furniture so she had a meeting area where she wasn't tempted to glance at her computer screen. She tweaked the environment so she had no choice but to connect better… Your Examples of Positive Change Exercise Shape the path (large group) What implementations have made processes better at OFI or other places you have worked? What has worked well? Think small. One example that comes to mind: cutting down on numbers of repeat participants at TANF Orientations. This made for more confidence and less anxiety for presenters. The change appealed to the rider and the elephant… “Leadership is influence, nothing more, nothing less.” John C. Maxwell Leadership = Influence Sourced from Influence: Science and Practice, Cialdini “People give back the kind of treatment they received from you.” Especially when you go first. Reciprocation What items can you “give first” to team members? Moments of influence come after “thank you.” Urgency / Scarcity – People focus on what they think may be disappearing. What does losing out “look like”? People are persuaded when they sense knowledge and credibility. Show confidence through tone and body language. Authority Consistency People are more willing to act if the action is consistent with what they have said publicly. I dare to jump off the highest point of the pier. Consensus People will be likely to say yes to your request if you give them evidence that people just like them have been saying yes to it. Liking People say yes to people with similarities people who give compliments and make cooperative efforts. They don’t need to “like” you in the way of BFFs. You influence by common-ground liking them. “Emotional Intelligence” (EQ) Sourced from What Makes a Leader? - Daniel Goleman 5 Components of EQ - Self-awareness - Self-regulation - Motivation - Empathy - Social skill The 5 Components of EQ Definition Hallmarks the ability to recognize and understand your moods, emotions, and drivers, as well as their effect on others • • • self-confidence realistic self-assessment self-deprecating sense of humor Self-regulation the ability to control or redirect disruptive impulses and moods the propensity to suspend judgment – to think before acting • • • trustworthiness and integrity comfort with ambiguity openness to change Motivation a passion to work for reasons that go beyond money and status a propensity to pursue goals with energy and persistence • • • strong drive to achieve optimism, even in the face of failure organizational commitment • Empathy the ability to understand the emotional makeup of other people skill in treating people according to their emotional reactions expertise in building and retaining talent cross-cultural sensitivity service to clients and customers Social skill proficiency in managing relationships and building networks an ability to find common ground and build rapport • • • Self-awareness Source: Daniel Goleman, “What Makes a great Leader?” • • effectiveness in leading change persuasiveness expertise in building and leading teams Exercise Your Personal & Professional EQ Golden rule, platinum rule, and “currency” Being more intentional about your EQ will pay huge dividends in your professional life. Being intentional doesn’t mean being fake. Please take a few minutes to do an “EQ self-assessment” - see handout. The balancing act – and vitality WORK YOU FAMILY and Community Exercise You at WORK Exercise Draw your picture and tell your story • Picture of me today • Own strengths and weaknesses (consider using information from our work today) • Present for the class (60 seconds) • Be ready to get gifts during the sessions Professional Picture (Art skill will not be graded.) Strengths (2-3) Weaknesses (1-2) My opinion (to be filled in) 1. 2. 3. My opinion (to be filled in) 1. 2. Others’ opinion (gifts for you later on) Others’ opinion (gifts for you later on) Management Training Outline Day I: Developing Personal Leadership Skills Day II: Develop Coaching Skills Day III: Apply Learning to Produce Outcomes Takeaways Three minute evaluations Thanks for a good day in Augusta! Management Training Outline Day I: Developing Personal Leadership Skills Day II: Developing Coaching Skills Day III: Applying Learning to Produce Outcomes Welcome back! Building off Day One Side Golden Nuggets – Start day with + e-mail to team member David Allen and “Getting Things Done” BS, Cats and Mice Today we will be talking about coaching, motivation, and OFI employee development JoHari Window Me Unknown by Others Known by Others Known by Me Unknown by Me 1 2 Free Area Blind Area 3 4 Hidden Area Unknown For more details see JoHari Window handout BUT EQ in giving and receiving feedback feed-forward Be Factual facts, not rumor Be Clear at least as clear as the situation allows you to be Be Accurate if we use the words "always" or "never,” we need to make sure we are accurate. Be Objective separate the behavior from the person. It is better to say, “It affects the whole team when you…” Be an Investor the goal is to help people develop – be prepared to be the receiver as well as the giver. Giving and receiving feedback Use “and” instead of but, “our” instead of my Be careful of the “comma but” syndrome – instead, pause after the positive… and use and – And try to say “our” team and “our people” Try for more positive than negative Studies show feedback is much more effective in changing behaviors if positive, specific feedback outnumbers negative, specific feedback. Core Competencies Overall concepts and the competencies Being Clear about what OFI wants, what you want, and reality checks Groups Work on Competency Together Exercise Employee Development Plans See handouts The Odds Game Which is more likely to happen? IRS Audit Having your identity stolen? The Odds Game Which death is more likely to happen? Hospital Infections Car Accidents The Odds Game Which is more likely to happen? An eligible U.S. man dating one of 75 supermodels Being Struck and Killed by lightning The “Odds” Game How many people (on average) die each year from coconuts falling on their heads? (No Googling on smart phones.) Progressive Discipline Tracy and Cathi with Mike and the PA Players Exercise Management Training Outline Day I: Developing Personal Leadership Skills Day II: Develop Coaching Skills Day III: Apply Learning to ProduceOutcomes Takeaways Three minute evaluations Thanks for another good day in Augusta! Management Training Outline Day I: Developing Personal Leadership Skills Day II: Develop Coaching Skills Day III: Apply Learning to ProduceOutcomes Welcome back! Building off Day Two Side nuggets (called Golden Eggs elsewhere) yesterday’s players and comfort zone… the courage to be imperfect… trust that others have good intentions … Today we will be focusing on applying learning to produce outcomes. One on Ones and Feedback Your job has changed. Seeing larger pictures has become more important. Points of view can really help. One on Ones are about Conversations Sometimes forms can be difficult http://www.youtube.com/watch?v=I9LLZJFBWdc One on Ones and Feedback The 20-30 minute conversation Situational Clarity and Teams Sourced from Five Dysfunctions of a Team (Lencioni) Exercise Feedback / Feedforward + Checkout Working with Bad Apples (assuming they have to stay on the team) Slackers Story Pessimists Jerks Story All About You – Map, Plan, Act Map Jerk – Pessimist – Slacker “Personality Issue Behaviors” Plan Make the “dynamic” as simple as possible – what you can and can’t influence Act It’s about you. “I can no longer accept this toxic person’s behavior.” Where’s the line? See “Decision Tree” Common BA Situations Freeze-Frame Videos All About You – Map, Plan, Act Map Jerk – Pessimist – Slacker “Personality Issue Behaviors” Plan Make the “dynamic” as simple as possible – what you can and can’t influence Act It’s about you. A General Guide for Expressing Your Message Seven Things Never to Say 1. “It’s Really Complicated” vaguely insulting “Let me try to explain this” acknowledging complicated information 2. “Unfortunately, Those Are the Rules” “It’s my responsibility to give you the information about x. The reasoning goes like this: xyz…” at least there’s some reasoning insensitive 3. “You Don’t Need To Know” “I can’t speak about that because I don’t know the exact reasoning behind it” or “I can’t talk about that because of confidentiality issues …” cuts off, isolates less confrontational 4. “I Can’t Do Anything About It” emphasizes lack of power I really don’t know what else I could recommend.” – Have a reason or explanation. builds credibility 5. “Calm Down” upsets more 6. “I’m Not Going to Say This Again” vaguely threatening “What’s your most important concern right now?” opens the door to solutions “It’s important that you understand this, so please listen carefully.” gets across sincere need 7. “I’m Telling You This For Your Own Good” condescending Instead – Point out the specific benefits allows them to see what’s in it for them After Lunch Beautifully Imperfect video http://www.youtube.com/watch?v=Nw0s4C0g5SM Reverse Paranoia Exercise Professional Leadership Plan Execise The plan of “being a great leader” is too abstract and impossible for you to measure. “My team members say that I am an excellent motivator” or “I am known for breaking out of silos and seeing the big picture” are easier to measure. In the coming years, what do people say about your style? About how you do your job? What do people say you are known for? Please respond to these questions in a short paragraph. Exercise Professional Leadership Plan Execise Strategic Actions Here you should explain three strategic actions that will help you move closer to your vision. Here we are talking about areas where you can build on strengths and address gaps in your leadership. Try to be as specific as possible. Example: I want to have greater influence in motivating my direct reports. I will X, Y, Z. Please Discuss Three Strategic Actions You Will Implement to Become a Better Leader… Professional Leadership Plan Execise People say that I am a person who enjoys assisting professionals be more confident in their roles. I want to have greater influence in getting new and exciting e-learning projects off the ground. 1. I will offer key people ideas and draft agendas. 2. I will develop expertise in Adobe Presenter. 3. I will hold people more accountable regarding actions, especially follow-ups – both in meetings and after meetings Supervision and Roundups video http://www.youtube.com/watch?v=Pk7yqlTMvp8 Purpose and Outcomes Purpose: to discuss “how-to” tools you can apply to help you get things done as a supervisor (1) Help create ongoing community of OFI mgrs (2) Learn basics of proven management practices (3) Learn to better influence performance relating to OFI specific needs Three minute evaluations Thanks for another good day in Augusta! Conclusion The Wedding Guest and “The Big Thing” Takeaways and final words