Aligning Individual and Team Performance

The EDGE: Foundations for Successful Leadership

Our Framework

Continuous Improvement

Process
People
Aligning Individual and Team Performance

Purpose
Adapted from Toyota Culture. The Heart and Soul of the Toyota Way. J. Liker, M Hosues, Mc Graw Hill 2008

Module Overview
Purpose:

Enhance the ability to set and communicate performance expectations and job goals that are aligned with the organizations goals
Develop teaching and coaching skills that optimize your staffs performance Create a high performance team Develop awareness of available resources
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Objectives: Explain the UMHS performance management process Receive and provide timely performance feedback with greater comfort Set your team up for success

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Agenda
I. II. Welcome and Overview UMHS Performance Development System Job Expectations Writing SMART Goals Performance Coaching
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VI.

Video: The Practical Coach

VII. Giving and Receiving Feedback

VIII. Performance Review

III. IV. V.

IX.
X.

High Performance
Teams Wrap-up

Busting Up

Performance Management What is it?

Performance Management is an inclusive process to influence (lead) the attainment of performance goals. It is a process to manage the overall performance goals of the individual, department, and the institution.
It begins at the time of hire or transfer It is a dynamic and on-going process It bears a shared responsibility
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UMHS Performance Development System

Hire/Transfer

Performance Management

Identify Performance Expectation Developing Coaching Evaluation

See manual for details

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Performance Management Cycle

V. Periodically Rate Progress I. Set Performance Expectations

IV. Reward & Recognize Performance

II. Observe & Measure Performance

III.
Coach & Develop
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The Role of the Supervisor in Performance Management

A supervisor :

Sets performance expectations Provides coaching and development Gives feedback Facilitates development opportunities Observes and evaluates performance
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Assessing Your Work Climate

Employee attitudes are paramount in managing and improving the workplace. Activity: Complete Assessing Your Work Climate - first, for yourself - second, for your staff
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Performance management begins with setting expectations Set your employee up for success

Obtain Your Necessary Resources

a) b) c) d)

e)
f)

Up-to-date job description Current schedules and processes Employee Performance File Accreditation program requirements Procedures manuals, lists, posters Performance Management Evaluation Form
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Set SMART goals

Specific
Measurable Attainable Relevant To Your Mission Time-Limited
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SMART Goal
ACTIVITY I:

Dissect the following goal:

6 month goal: Develop a powerpoint presentation after attending the seminar Powerpoint Made Easy.

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SMART Goal
ACTIVITY II:
Work in table groups Write a SMART goal for one of the following:
-

Answer phone. Demonstrate good customer service skills

Be a team player.
Show more self-initiative
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Activity: Writing Performance Goals

Purpose: Agenda:

To practice writing your own Performance Goals

Write a performance goal using the job description provided in the previous module Identify three key areas of responsibility (KAR) For one of the KARs, identify one goal Share with a partner and evaluate based on SMART criteria
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Limit: 20 min

Performance Planning Meeting

Preparing for the Session

1. Review performance goals set by you or your staff member 2. Check alignment with your units goals 3. Reflect on the individuals development needs

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Planning Meeting Agenda

Together,

Review the goals

Clarify outcome expectations Discuss development plan Agree to meet for one-three review sessions throughout the year

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After youve set goals

How do you know how theyre doing?

Throughout the year

1. Go to the Gemba or Go See

2.
3.
4.

Talk to others
Hold mid-year review sessions Make changes, as needed Maintain an ongoing discussion

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Coaching and Feedback

Activity: Best Practices Performance Coaching

Purpose: To identify elements of past positive coaching
experiences

Agenda: 1. Select a time when you had an excellent

2. Describe the key characteristics of that working relationship 3. Share key characteristics with your table group.

supervisor and staff relationship that helped you be successful.

Limit: 15 min
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Video: The Practical Coach

Purpose: To identify the key elements of effective coaching feedback. Agenda: View video

-Discuss key points

Limit: Video: 20 min

Discussion: 10 min
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Coaching and Feedback: Recognize Good Performance

When you see it,
say it.

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Prepare
Before engaging in any feedback, ask yourself:

What are your observations?

Why are the observations important?

Do I have all the information I need? Is there another side to the story?

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Five-Part Feedback Model

1. Describe current behaviors 2. Identify situations 3. Describe impact and consequences 4. Seek further input - optional 5A. Listen and recognize/praise
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Practice

Divide into pairs Write a feedback for:

Employee handled a difficult patient Employee stayed late Employee re-scheduled a patient who was late your own
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Ways to Reward and Recognize Your Employees

Put a letter in their file

Write a Thank You note

Give praise in a staff meeting Give Making a Difference awards

Celebrate team success

Certificates Educational Opportunities $5 gift cards

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Corrective Feedback: Dont Let Poor Work go Unnoticed

Make it Private And Make it Positive

Activity: Giving Corrective Feedback

Purpose: To identify the critical components of corrective feedback Agenda: - Select one volunteer. The volunteer will throw wads of paper into a bucket. The bucket will be behind them. - Provide feedback until the volunteer has successfully thrown one paper wad into the bucket. - Debrief Limit: 5 minutes
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Common Mistakes in Feedback

Senders:
Vagueness

Receivers:
Expecting the worst Counter attacking

Shutting down
Anticipation

Passiveness

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Tools for Effective Corrective Feedback

I Statements Neutral Phrasing Questioning Five Part Feedback Model Feedforward The Right Environment
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A Good Beginning: I Statements

Substituting I for You at the beginning of a sentence can alter the sound and perceived intent of your message. Instead of being accusatory, you own your own feelings, needs and wants. Nobody can argue with that. Read the Examples -You need to be on time. I need you to be on time. -You really made a bad decision. I dont agree with that decision. Activity: Create an I statement for Youre making way too big a deal of this.

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Neutral Phrasing
Useful technique for lowering the emotional context of verbal communication.
Use it to: Clarify a statement Disagree Enhance assertiveness

Lower emotion and maintain neutrality

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How To Reframe Neutrally

Use open-ended questions.

But not leading questions

Avoid absolutes.
Help people save face. Focus on the underlying feelings and issues. Learn to say Im sorry. Summarize the facts, not interpretations
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Activity: Neutral Phrasing

Purpose: To practice framing issues neutrally Agenda:

1. As a class, neutralize the phrases a-d

2. Individually, read the scenario and decide how to best respond.

3. Find a partner and discuss your

response. How could your response be improved? Limit: 5 minutes
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Corrective Feedback Planner

1. Describe current behaviors 2. Identify situations 3. Describe impact and consequences 4. Seek further input 5B. Identify alternative behaviors

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Seek Further Input Reminders

Actively listen and check for understanding

Check your defensiveness

Do not rebut or explain

The input is simply another piece of information

Thank the person

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Sample Coaching Challenges

I. Performance Examples:

Poor Service Interactions

Anti-team actions
Poor work techniques

Unsafe work behavior

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Sample Coaching Challenges

II. Work Habit Examples:

Leaving work undone

Wasting time
Poor personal hygiene

Not following directions

Showing up late to work
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Feedback Practice
In pairs,

Write a corrective feedback

Keep it positive Use an example from your own experience
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Coaching on a Deadend Road

The Practical Coach: Two Minute Challenge

1.

State what youve observed

2.
3. 4. 5. 6.

Wait for a response

Remind them of the goal

Ask for a specific solution

Agree together Follow-up

Dont skip a step!

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Activity: Two-Minute Challenge Practice

Purpose: Practice a corrective feedback

Agenda:

In groups of three, write a coaching feedback for one of the scenarios in the manual
One person will be the manager, one person the employee and one the coach Employee will use a side-track to challenge the manager; be prepared as a Coach to help out (7 min/round)

Limit: 30 min

Rotate roles.
Share one learning with the larger group.
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The Annual Performance Review and Planning

Creating a Successful Performance Review and Planning Session

The year-end review should
NOT be a surprise!

Creating a Successful Performance Review and Planning Session

1.
2. 3.

Review your performance files

Review the UMHS evaluation form Review the employees goals

4.

Use the UMHS rating scale N = Not met A = Approaching S = Solid Performance E = Exemplary Caution: Rater Error

Performance File

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Preparing for the Evaluation Session

1.

Ask the employee to prepare by creating a selfappraisal

Review performance goals set at the beginning of the year Review any meeting notes from throughout the year Self-rate performance toward goals. Identify performance goals for the upcoming year Review your employees goals, your notes and records from throughout the year Evaluate the performance against the performance expectations Compare with the employees self-appraisal

2.

Prepare yourself

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Steps to an Effective Performance Evaluation

Write out your opening lines Plan the body of your summary evaluation Appreciate Solicit feedback Summarize Outline next steps
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Tips For a Productive Evaluation Meeting

1. 2.

Approach with an open mind. Arrange the logistics carefully: private setting, seating location, etc.

3.
4. 5. 6.

Prepare for the discussion.

Be respectful. Focus on solutions. Include staff members in creating action plans.
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During the Performance Evaluation Session

1. 2. 3. 4. 5. 6. 7. 8.

Put the employee at ease Ask open-ended questions Review their key areas of responsibility (KARs) and accomplishment of goals Review the employees self-evaluation Demonstrate your commitment to training and development Share your evaluation of the individuals performance Compare and contrast the two evaluations Adjust the final evaluation as needed
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Demonstration
Demo 1

How would you improve this review session?

What did the supervisor do well?

Demo 2

Its worth the effort when

1.
2. 3.

Staff members understand what is expected of them

Staff members understand how their work links to the overall organizations mission, vision and goals Performance development discussions through the year have helped build mutual trust and understanding in the supervisor-staff relationship Performance review does not contain any surprises for the staff member Supervisors have been able to recognize and reward good performance with the end result of continuous performance improvement
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4. 5.

Final caution: if you find youre repeating yourself

Stop. Ask yourself: Am I assuming the source of the problem is the employee?

- Is training or re-training the appropriate action?

- Is the employee unaware of workplace rules? - Is poor job design a contributing factor?

- Is it inability rather than unwillingness?

- Is there a need for additional individualized instruction?

If you answer no to each of these questions, then a disciplinary process may be required.
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Creating a High Performance Team With High Performance Employees

Brain Teaser

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Brain Teasers Answers

1. Step On It 4. Three degrees below Zero 7. Broken Promise 10. Cross Check 2. Sign Post 3. Corner Store

5. An eye for an eye 6. Split Decision

8. Up Hill 11. Parachute

9. Bumpy Road 12. Short Stop

Team Leadership

Give me one word to define leadership

Influence

People follow you because they want to, not because they think they have to

Find Your Passion

To lead and inspire your staff,

you need passion

What is your passion?

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Activity: Find Your Voice

Purpose: To recognize who/what has influenced you and your leadership style Task:

Name five people who influenced you and why Share one with your table group Debrief

Time: 25 minutes
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Use Your Passion to Transform Your Team

Transformational Leadership

Transformational leaders dont just generate followers their followers then become leaders. They generate enthusiasm for a common purpose They lead with their actionsand also with their words

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Transformational Leaders

Steve Jobs Apple Computers

John F. Kennedy Peace Corps

Martin Luther King, Jr.

Ari Weinzweig and Paul Saginaw of

Zingermans Community of Businesses

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Become Transformational
Be purpose-driven,

not process-driven Ask yourself:

Am I spending my time

on the right things?

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What are your priorities?

Urgent QI

Not Urgent

Important

Not Important

QII Strategy Work Crises Develop People Deadlines Problem solving Strengthen Systems Build Relationships Projects Prevention QIV QIII Interruptions Trivia Some voice mail Irrelevant mail Some e-mail (Information Some meetings Pollution)
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Place Quadrant II Items on Your Daily To Do List

Strategy Work
Set Goals

Develop People

Identify your strengths and flaws Help your staff members assess themselves: give feedback, Utilize Lean

Strengthen Systems
Build Relationships
Play a role in helping the whole team feel happy to be here Address the common problems; the patterns

Prevention

Stages of Team

Stages of Group Development

Form Storm

Norm

Perform Adjourn
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Forming

Stage One
Personal relations are characterized by dependence Anxiety (search for structure) Desire for acceptance and safety

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Forming

Orienting to other team members

Respecting individuals Understanding our differences Workplace Preferences

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Storming
Stage Two

Characterized by competition and conflict

Conflicts over leadership, structure, power and authority

Team members need to adjust feelings, ideas, beliefs to suit the task organization
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Norming
Stage Three

Characterized by cohesion There is acknowledgement of all members contributions and increased trust

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Performing
Stage Four

True interdependence between members and productive problemsolving with the task Support for experimentation and a goal of productivity

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Adjourning
Stage Five
This stage occurs when team members leave, a new team member comes on or a task/project is completed

Members disengage from other members

Team members feel apprehension

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High Performance Staff Meetings

Planning a Meeting
Before you schedule a meeting, ask yourself:

1. Why is this group meeting? 2. What is the desired outcome of this meeting? 3. Who and how many people need to be involved? 4. Is there a time restriction? 5. Are there obstacles or baggage present that will make it difficult to achieve the desired outcome? 6. Is there another way to accomplish the desired outcome?
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Meeting Management Tools

PAL
Purpose-Agenda-Limit: a road map for each meeting

Parking Lot
A place to record topics that need to be set aside for a more appropriate time

Visual recording
Use of a flip chart or other visual focus point

Meeting Norms
Mutual guidelines for group behavior- We agree that.

Ice Breakers
Activities to warm up, break tension, energize or even diagnose readiness
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Participation Formats

Open discussion
Presentations and reports

Brainstorming
Individual writing Computer-assisted meetings Debriefing

Smaller groupings
Round robins

Multi-tasking

Straw man
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Facilitating Staff Discussions

Purpose: To identify effective ways to utilize facilitation techniques Agenda:

Review the facilitation techniques

Think about your own experience with these tools in other meetings, good and bad experiences
How can you apply these techniques to your team effectively? Discuss with your table group Time: 15 minutes

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Team Culture Norms

Culture Norms
Have you ever broken an unwritten rule at work?

How do new employees learn your units operational norms? How do they learn the unwritten rules? What level of participation in office activities do you expect? Do you have forbidden words?

Trust

What is Trust?
Confidence in the absence of suspicion, confirmed by the track record and our ability to self-correct.
The state of readiness for unguarded interaction with someone or something.

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Activity: Building Trust

Purpose: Identify the key elements of trust Agenda: - Choose a partner - Choose a leader and a follower - Follower will have eyes closed while leader talks him/her through a designated course - Switch roles - Discuss 15 minutes walk 5 minutes discussion
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Limit:

Three Constructs of Trust

Capacity for trusting

Your total life experiences

Perception of Competence
How you see your ability and that of others

Perception of Intentions
Mutually-serving? Or self-serving?

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As a leader, you must

personally model trust

earn buy-in from all members of the organization.

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Demonstrate Trust

Keep the energy flowing toward a coherent set of values. Do this by: listening, caring, and offering a set of operating principles that is recognized as universal

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Trust is far stronger, and more reliable than fear as a means of leading, managing, and motivating people.

PM pg. 49

Homework / Action Plan

Complete Action Plan for todays Module

Aligning Individual and Team Performance

Thank You!