influencing others: to do what they are supposed to do
DESCRIPTION
2012 ASTD MS Annual State-wide Symposium Breakout Session 1 by Wanda J. Freeland, S.M.A.R.T. Performance Solutions. June 14, 2012. The University of Southern Mississippi Gulf Park Campus.TRANSCRIPT
“Creating Partnerships in the Workplace”
Influencing Others: To do what they are supposed to do!
S.M.A.R.T. Performance Solutions
Presents
Excerpts from Center for Management and Organization Effectiveness (CMOE) Coaching Skills Workshops www.cmoe.com
True or False?
Most people at work do most of
what they are supposed to do
most of the time?*Why Employees Don’t Do What They’re Supposed to Do and What to Do About It by Ferdinand F. Fournies.
5% 90% 5%
TrueMost people at work do most of what they are supposed to do most of the
time.
Why?
ACTIVITYWhy do you think people don’t do
what they are supposed to do?
5%
5%
1. Don’t know what to do. 2. Don’t have skill to do. 3. Never told NOT doing it. 4. Not recognized/rewarded for doing it. 5. Don’t have time/resources
to do it.
6..I can’t do it. 7. I WON’T do it.
90% High
Performers
Average Performers
Low
Performers
Why people don’t do what they are supposed to do.
HO2
5%
5%90% High
Performe
rs
Average Performers
Low
Performers
Greatest ROI
100 Questions on pay, benefits, senior management, organization structure - did not make the list? Why? - Equally important to all Employees, but not
most important to higher performing Employees.
Measured across 2,000 business units 24 companies 100,000 workers 10 yrs Research 1M Data Points
(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)
What is most important to “better performing”
workers?
(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)
12QAt the Summit (A feeling like no other!)Sense of achievement, clear focus, being the best you can be everyday!
Camp 3 (How can we all grow?) = Want to make things better; source of innovation12. Over the last year, I had opportunities to learn and grow. 11. In the last six months, I spoke with someone about my progress.
Camp 2 (Do I belong here?) = Do my values match company’s and co-workers10. I have a (best) friend at work.9. My co-workers are committed to doing quality work.8. The mission or purpose of my company makes me feel like my work is important. 7. At work, my opinions seem to count.
Camp 1 (What do I give?) = Individual perceptions of contribution/Other’s perceptions of contribution
6. At work, there is someone who encourages my development.5. My supervisor (or another) seems to care about me as a person. 4. In the last seven days, I received recognition or praise for good work.3. At work I have the opportunity to do what I do best every day.
Base Camp (What do I get?) = Basic Needs2. I have the materials and equipment I need to do my work.1. I know what is expected of me at work.
*Adapted from Gallup Organization’s First Break All the Rules by Marcus Buckingham and Curt Coffman.
HO3
Strongest influence on the twelve responses was the:
Immediate Supervisor 8-10 Questions relate to mgmt.
(Not pay, benefits, perks, or a charismatic corporate leader)
Conclusion:
“People leave Managers, not Companies.”
Is there a link between how workers feel
and business unit performance?
5% 45%
5%45%
YES!
Leadership CompetenciesVision and MotivationLeadership/TeambuildingValuesCulture Coaching/Effective Communication
HO4
Effective Communication: Coaching to build Partnerships
An interactive communication process between members of the organization (leaders
to team members, Peers to Peers, team members to leaders) aimed at exerting a
positive influence.
Coaching enhances the motivation, performance, awareness, and development of
another person. Coaching is an ongoing process for building a PARTNERSHIP for
continuous improvement.HO5CMOE
©
Veterans 1922 - 45
Boomers1946 - 64
Gen-X1965 - 80
Gen Y/Nexters1980 - 2000
Core ValuesFamily
Education
Media/Com
Dealing w/Money
Personal Characteristics
Workplace Characteristics
Work ethic/Values
Work is…
Leadership Style
Communication StyleFeedback/Rewards
Messages that MotivateWork and Family Life
21st Century Workforce
Gen Z?2001 -
HO6
5% 90% 5%
Reviewing
Linking
MentoringConfronting
Choosing
Building Trust*
*CMOE©
HO7
5% 5%90% High
PerformersAverage PerformersLow
Performers
Effective Communication
Purpose of Coaching using Effective Communication Deal w/behaviors, performance & opportunities across a broad spectrum of performers
Coaching for PerformanceCoaching for Counseling
Termination
SuccessCoaching for
Development
CMOE©
Elements of Effective
Communication and
Coaching
OPPORTUNITY
Collaborate (Flexibility) Help (Assistance) Empathy (Understanding) Recognize Value Listen (45%)/Talk (55%) Recognize Interests/Goals Positive feedback (Credit) Encourage (Optimism) Positive Interaction Own-up (Your Contribution)
PARTNERSHI P
10 Caring Behaviors
Supportive Behaviors Types of Support- Felt- Expressed- Tangible
CMOE©
Effective Communication in Action
CMOE©
Case ___________________ Coach _________________
Steps Order/Frequency
1: Be Supportive 2: Define the Topic and Needs 3: Establish Impact 4: Initiate a Plan 5: Get a Commitment
6: Confront Excuses/Resistance 7: Clarify Consequences, Don’t Punish
8: Don’t Give Up
NOTES:
Case Observation Sheet
HO8
5% 45% 45% 5%
Development
PerformanceCounselingTermination
HIGH AVERAGELOW
Termination
Success
Coaching Continuum Worksheet
Behavior
Performance
HO9
U.S. Constitution (14th Amendment)“Job as Property Doctrine”
Employee entitled to Due Process Right to be informed of unsatisfactory
performance Have chance to defend self and improve
BEFORE adverse employment action (such as discharge/termination)*101 Sample Write ups. Paul Falcone
Federal Law
Elements of Due Process
Employee Must understand
expectations & consequences
Given opportunity to respond
Allowed reasonable time to improve
Employer Be consistent in
actions; follow through w/consequences
Be appropriate to offense
Have right to change policies at any time
Ensure “Final Incident” has sufficient
documentation*101 Sample Write ups. Paul Falcone
HO10
The Secret to Success If you want one year of Prosperity,
grow Grain. If you want ten years of Prosperity,
grow Trees. If you want one hundred years of Prosperity,
grow People.- Chinese Proverb
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.
- Charles Darwin
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Wanda Freeland, SPHR 228.355.0156Wanda@smartperfsolutions.comwww.smartperfsolutions.com