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