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Managing People Towards Superior Performance - Session 3

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Information about Managing People Towards Superior Performance - Session 3
Business & Mgmt

Published on March 11, 2014

Author: KhaledAhmed2

Source: slideshare.net

Description

A sample of the Training Program that was designed, developed and implemented to the seniors and team leaders in Civilsoft
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MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE Session 3 Khaled Abd El Gawad 3/11/20141 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Agenda 1. Powerful Conversations A. Elevating Transactional Conversations B. The Performance Partnership Pyramid C. Addressing Difficult Responses to Feedback D. Getting Past the Excuses 2. Performance Feedback A. The Critical Impact of FeedbackA. The Critical Impact of Feedback B. Considerations for Consistent Feedback C Feedback Worksheet (T-Sheet)C. Feedback Worksheet (T Sheet) 3/11/20142 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Unit 5 Powerful Conversations 3/11/20143 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations Asked to complete aMake a simple task Make a simple request TransactionalTransactional ConversationsConversationsConversationsConversations Asking about the Exchange some status of a projectExchange some information Direct an activity 3/11/20144 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations Make a simple Asked to complete aMake a simple request task TransactionalTransactional ConversationsConversations Are there other types of conversations that occur inAre there other types of conversations that occur in ConversationsConversations Exchange some Asking about the the workplace?the workplace? Exchange some information status of a project Direct an activity 3/11/20145 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations TransactionalTransactional ConversationsConversations TransformationalTransformational ConversationsConversations TransformationalTransformational ConversationsConversationsConversationsConversations ConversationsConversationsConversationsConversations Result in personal and/orResult in personal and/or organizational learning and change 3/11/20146 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations TransactionalTransactional ConversationsConversations TransformationalTransformational ConversationsConversations TransformationalTransformational ConversationsConversationsConversationsConversations ConversationsConversationsConversationsConversations Unexpected conflict during a team meetingUnexpected conflict during a team meeting  Better candor communication 3/11/20147 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations TransactionalTransactional ConversationsConversations TransformationalTransformational ConversationsConversations TransformationalTransformational ConversationsConversationsConversationsConversations ConversationsConversationsConversationsConversations A performance improvement discussionA performance improvement discussion  Raising the morale of the team 3/11/20148 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations Powerful Conversations Powerful Conversation are those that get work done andPowerful Conversation are those that get work done and result in Personal/Organizational change and learning 3/11/20149 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Elevating Transactional Conversations TRUSTTRUST i th F d ti f A P f l C tii th F d ti f A P f l C tiTRUSTTRUST is the Foundation of Any Powerful Conversationis the Foundation of Any Powerful Conversation 3/11/201410 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

How to structure and flow a powerfulHow to structure and flow a powerful conversation ?conversation ? 3/11/201411 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Performance Partnership Pyramid Let’s go!Result: M l U d di Wh t’ ll ? What’s possible? Mutual Understanding  Committed Action What’s really so? What’s Up? 3/11/201412 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Performance Partnership Pyramid Directing WordsSupporting WordsKey BehaviorsStep “I’d lik lk i h“H did “ ” ? WhD i“Wh ’ ?” “I’d like to talk with you about ‘x’” “How did “x” go? What did you learn?” “What is the latest on Demonstration presence through active and intensive listening “What’s up?” “What is the latest on “x” ? Any concerns?” “What can I provide Asking questions to confirm understanding What can I provide here?” “Here’s what I’ve seen d h t I k f it “You say ‘x’ is h i H d Rigorously testing thinking to f t “What’s really ?” and what I make of it. Do you see any gaps in what I’ve just said?” happening. How do you know that?” “I hear you concluding agree on factsso?” “I hear you concluding that….Tell me how you reached that conclusion” 3/11/201413 conclusion Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Performance Partnership Pyramid Directing WordsSupporting WordsKey BehaviorsStep “I hi k i ’ i“Wh illiC i ibili i f“Wh ’ “I think it’s important for you to try “x” and here’s why.” “What are you willing to do or try out?” “Let’s define the best Creating new possibilities for action “What’s possible?” “Let’s define the best possible outcome and then figure out how to make it happen ”make it happen. “I want you to do ‘x’ by ‘y’ time.” “So, what have you decided to do?” Confirming action plan“Let’s go!” “Let’s summarize. What are you (we) committing to here?”committing to here?” 3/11/201414 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Challenging Performance Issues Activity - Homework 3/11/201415 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Crawling Out of the Swamp: The Critical First Stage 3/11/201416 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Crawling Out of the Swamp: The Critical First Stage 1. Drop your agenda 2. Validate the issue and feelings 3. Go for the list 4. Separate the controllable from the uncontrollable 5 R t t h t h5. Restate what you hear 6 Use miracle questions6. Use miracle questions 7. Leave the Swamp behind 3/11/201417 p Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Don’t… Counterattack, become Anger/Attack Th b , defensive, or get involved in a shouting matchThe person becomes angry and lashes out at you in a shouting match 3/11/201418 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Do… Acknowledge the anger and ask for the person’s feedback Anger/Attack Th b for the person s feedback. You may need to clarify that theThe person becomes angry and lashes out at you You may need to clarify that the review process is about b h i d lt tbehaviors and results, not about the person’s character. 3/11/201419 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Don’t… Ignore the person’s Defensiveness/Denial Th d i th viewpoint, The person denies the accuracy of your observations and feedback or tries to deny or on the other hand, get involved in a tit for tatand feedback, or tries to deny its importance. involved in a tit-for-tat conversation. 3/11/201420 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Do… Accept the possibility they know something you don’t Defensiveness/Denial Th d i th know something you don t, and ask for specific, observable evidenceThe person denies the accuracy of your observations and feedback or tries to deny evidence. Be ready to (re)state theand feedback, or tries to deny its importance. Be ready to (re)state the evidence on which you based f db k 3/11/201421 your feedback Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Don’t… Ignore the complaints, Passing the Buck Th bl g p , let the person avoidThe person blames poor performance on the lack of tools assistance resources let the person avoid responsibility for their ftools, assistance, resources, time, or other support. performance 3/11/201422 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Do… Acknowledge the concerns, and Passing the Buck Th bl encourage the person to focus on what he/she can control, The person blames poor performance on the lack of tools assistance resources / , and take responsibility for what is under your control.tools, assistance, resources, time, or other support. is under your control. 3/11/201423 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Don’t… Keep talking as if Silence Th i i l d i p g nothing is wrong The person is uninvolved in the conversation and says little or nothinglittle or nothing 3/11/201424 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Do… Acknowledge the silence, Silence Th i i l d i express your concern, and ask for their thoughts The person is uninvolved in the conversation and says little or nothing g little or nothing 3/11/201425 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback I don’t care Don’t… I don t care Ignore the indifference, or Indifference Th h d g , Offend the person for lack ofThe person hears and understands the issues, but doesn’t seem to care Offend the person for lack of commitment doesn t seem to care. 3/11/201426 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback I don’t careI don t care Do… Point out the apparent Indifference Th h d indifference, and then make clear how the issue affects The person hears and understands the issues, but doesn’t seem to care them, you and the team. doesn t seem to care. 3/11/201427 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Don’t… Ignore the person’s feelings Despair Th t k th g p g Tell them to “Cheer up”The person takes the feedback very hard and feels inadequate and/or Tell them to Cheer up inadequate and/or discouraged. 3/11/201428 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback Do… Acknowledge their frustration or sadness Give them space to talk Despair Th t k th sadness. Give them space to talk about it. Remind them that the feedback is about performance notThe person takes the feedback very hard and feels inadequate and/or feedback is about performance, not their value as a person. If necessary, explicitly address questions of “fit”inadequate and/or discouraged. explicitly address questions of fit , and of underlying issues requiring other kinds of intervention 3/11/201429 other kinds of intervention Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Addressing Difficult Responses to Feedback I don’t care All the suggestions rely on three basic themes 1. If there’s a problem in the conversation, acknowledge it. 2 Be prepared for the agenda to shift from what you2. Be prepared for the agenda to shift from what you originally planned. 3 Be open to the possibility that things are not as you3. Be open to the possibility that things are not as you thought, and/or that you yourself may be contributing to the performance problem or the difficult response 3/11/201430 the performance problem or the difficult response. Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Unit 6 Performance Feedback 3/11/201431 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Critical Impact of Feedback Primary Causes of Deficient Performance 37% 39% 60% Lack of Clear Individual Goals No Performance Standards Poor or Insufficient Performance Feedback 28% 31% 31% 37% N C Pl i Poor Performance Reward Reward Not Performance Based 22% 23% 28% Inability to Envision Successful Outcomes Fear of Failure or Punishment No Career Planning 9% 14% 17% Low Worker Self‐esteem Inability to concentrate on Task At Hand Lack of or Poor Company‐sponsored Training 8% 9% 0% 20% 40% 60% 80% Low Compensation Low Worker Self esteem Source: Closing the Human Performance Gap by  3/11/201432 Louis Csoka, Conference Board Research Report Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Critical Impact of Feedback 3/11/201433 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

The Critical Impact of Feedback – Creating a Safe Environment I should have known  his preferences first  Wrong time Wrong method and told him mine too. 3/11/201434 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Considerations for Consistent Feedback Consider the following when giving feedback 1. Is it in alignment with their development plan? 2. How does the person prefer to receive suggestions – verbally,p p gg y, in writing, in the moment, in a private place? 3. What are their own development goals, as expressed duringp g , p g the expectations setting conversations? 4. Are you the best person to be providing feedback on this ory p p g other tasks? 5. Are they ready to receive the feedback? Do they have they y y energy to hear you at the moment? Are they open and receptive to feedback? 3/11/201435 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Considerations for Consistent Feedback Consider the following when giving feedback 6. Focus on specific behavior that can be changed. 7. Describe the behavior – don’t evaluate. 8. Separate the person from the behavior. 9 Use “I” statements – Own your reactions and feelings9. Use I statements – Own your reactions and feelings. 10. Check for Understanding 3/11/201436 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Considerations for Consistent Feedback SBIG Model This model provides a framework for giving effective feedback SSit tiit ti BB h ih i II tt GG llSSituationituation BBehaviorehavior IImpactmpact D t il d t Wh t th did Th GGoaloal S ttiDetailed, exact What the person did The consequences for you and/or others Setting development goal 3/11/201437 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Considerations for Consistent Feedback SBIG Model SSituationituation BBehaviorehavior IImpactmpact GGoaloal Detailed, exact What the person did The consequences for you Setting development and/or others goal Example: “At last Wednesday’s staff meeting (situation), when you came into the meeting 45 minutes late (behavior), the group became distracted and I had to spend ti tti b k t k (i t) Wh t b t t itime getting us back on track (impact). What about turning on your calendar first thing in the morning to keep notified of the meeting 15 minutes before (Goal)” 3/11/201438 of the meeting 15 minutes before (Goal)” Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

Feedback Worksheet – (T-sheet) Name:_________________ Date:_________________ EnhanceNice – Keep doing 3/11/201439 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

MANAGING PEOPLE FOR PEAK PERFORMANCE Thank you!y Khaled Abd El Gawad 3/11/201440 Managing People Towards Superior Performance‐ Khaled Abd El Gawad All rights reserved

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