Positive Management

Ashley Ortego

What we’re not going to do• Cheapen buzz terms

• “Empower your employees”• “Continuous improvement”• “Employee commitment”• “Total compensation”

What we’re going to do

*Redefine style*Psychology*Retention*Respect*Recognition*Resolving conflict*Stressmanagement

*Project management*Cross-train andmentor*Coaching*Performance evals*Notes, review andquestions

Redefining Style

• It’s not about adding one thing or notdoing another…

• it’s about making and breaking habits,• which then becomes a lifestyle.

Redefining Style

• Ask your employees what they need toget out of work (besides a paycheck)and what they want in a workenvironment.

• Why do they keep coming backeveryday?

Psychology

• Spin things to your advantage• Try not to say “I’m sorry”• Mistakes are going to happen…

we’re all human• Surround yourself with positives• Examine your goals• Overcome your obstacles

ROI on Retention

• True budgetary value• Synergy within your team• Time value• Skill level

Reasons for Turnover

• Not getting along with their directsupervisor

• Desire for more money• Need for better work/life balance• Lack of career growth, challenging

assignments

Per Workforce Management

Reasons Employees Stay

• Clear and promising direction• Confidence in leaders (that’s YOU!)• Collaboration• Development opportunities

• Per the Hay Group- International Consulting Firm

Respect

• If you respect those around you, then itreciprocates.• Be honest• Be open to discussion• Brainstorm with your subordinates (they

may have some good ideas)• Offer and ask for feedback (just take it and

go… keep it informal)

Recognition

• Rewards• Notes (letters, certificates, emails)• Praise (privately and/or in front of

peers*/leadership)• Raises and promotions

Recognition

• Letters• Notecards• Emails• Certificates

Recognition

• Praise• When an executive member asks how

things are going… you can say,“Things are really good. Susie

developed a process that has made ourjobs much easier. I am proud of what agood team I have.”

Recognition

• Raises and promotions• When• How much• Intradepartment

• What if there is nowhere to go up?

Recognition

• Credit due where credit earned

Resolving Conflict

• Nip it in the bud

Resolving Conflict

• You must be comfortable, not overbearing, asthe voice of authority.

• Remain calm and focused on the solution, notthe problem… do not get on the defense.

• There is little logic in anger- address thatthere is a problem and set a later time todiscuss it.

• KEY- State the obvious and ask forcollaboration towards a solution.

Stress

• It’s bad for the complexion.

Stress Management

• We can’t avoid stress• We can eliminate some of it and know

how to best handle the rest.• Organization leads to a more pleasant

environment.• KEY- Listen to your body!

Stress Management

• Team Management• Utilize your resources intra and

interdepartmental• Delegate with set periodical deadlines

(ie. Phase 1, phase 2…)• Follow-up• Compliment worthy efforts• Let employees have their break

Stress Management

• Leave work at work

• AND

• Leave home at home

Project Management

• The discipline of organizing and managingresources in such a way that these resourcesdeliver all the work required to complete aproject within a defined scope.

• Since each project is particular to itself, onemust have creative problem-solving skills.

• The project manager strives to maintain theprogress and productive interactions.

Project Management

• Leads to having an organizedmanagement style; not reactionary.

• Clear, effective communication leads toclear expectations.• It’s not that people intentionally don’t want

to do their job well, most often it isbecause they do not understand how to.

Project Management

• Deadlines• Cut out the clutter• Organization leads to a “groove”• Don’t get stressed, get focused• Communicate clearly (and joke around)• No one is perfect

Project Management

• Plan

• Delegate

• Follow-up

Cross-Train and Mentor

• Adds value to your team members• Creates a seamless team (in case

someone is out)• Allows for collaboration

Cross-Train and Mentor

Set a time biweekly for your staff to cross-train

Develop team projects (with cross-training inmind, not deadline)

Does everyone in your department get a mentor,or only those interested?

Does mentoring stay within your department, ordoes it run cross-campus?

Cross-Train and Mentor

• The hard part about this is the timecommitment.

• How can your department handle that?

Coaching

• Continually bringing your employees tothe next level.• “You did this report really well, and I

understand the information. Next time youmay want to do xyz so that it is easier toread at a glance.”

• Coaching can also be used as a “learningexperience.”

Effective Performance Evals• Be honest and tactful• Start off with the EE’s position’s value to TSD

(and specifically your dept)• Tell the EE your agenda- to start off with

areas for improvement and then move on totheir strengths

• Review top 3 strengths, 2 areas ofimprovement and link them to TSD’s goals(mission, district improvement plan,workforce plan…)

TSD’s Mission

• Our mission is to ensure that deaf studentsachieve personal excellence by providing anexemplary education and student lifeprogram that fosters learning in a visuallyaccessible, safe and positive environment.We also strive to improve the lives of deafstudents, professionals and families in Texasby providing a complete array of outreachservices.

360 Evaluation

• Can be casual and informal• After the EE’s eval has been signed and

finalized (so there is no threat) ask them forfeedback on your management:

• How can I assist you in achieving your goals for areas ofimprovement?

• Do you feel like you have the resources and support thatyou need?

• What can I do better as your supervisor?• Any other comments or concerns that you would like to

share?

Notes

In Jim Collin’s book Good to Great, the premise is that“the right people in the right places yields vision andstrategy naturally.”

“Not keeping New Year’s resolutions is like not followingthrough with a strategy. We know what to do, thehard part is adhering to the plan.”

from Win or Lose? You Choose.

Review

• New behaviors become a lifestyle• Be honest and open to discussion• Credit due where credit earned• Nip it in the bud• Remain calm and focused on the

solution• State the obvious and collaborate on a

solution

Review

• Listen to your body• Clear, effective communication leads to clear

expectations for everyone• Plan, delegate and follow-up• Don’t get stressed, get focused• No one is perfect• Training allows for collaboration• Link EE eval to TSD’s goals

Review

• Listen to your employees- ask themwhat they want from their position atTSD

• Get organized• Be committed

The Buy In

• Retention = higher skill level• Loyalty = dedication to you personally• Flexibility, especially when you need it• More pleasant work environment• Less stressful you, co-workers, family• Fosters team relations• More productive team

The How To

• Psychology• Respect• Recognition• Resolving

Conflict

• Stress Management• Project Management• Cross-train and Mentor• Coaching• Give Effective

Evaluations

Questions

• What is TSD’s culture, and what do westrive for it to be?

• How can we use our management skillsto shape that desired culture?