SRG - Coaching For Professional Performance Improvementmichiganlean.org/resources/Pictures/SRG -...

LearningProgram

CoachingForProfessionalPerformanceImprovement

Facilitated by Dennis Sergent 517-285-5500

Abstract

•  Whenweworkinteam,weneedconstantfocusonimprovingvaluetoourcustomersinsystem,services,andproducts.

•  Inthesecomplexinterdependencies,weneedtoengageeachotherinopen,honestand=melyflowofinforma=onandfeedback.

•  Thiskeepsthebenefitofhonest,objec=vecommunica=onsandcoaching.

•  Thisincludesgivingandreceivingfeedbackincoachingforprofessionaldevelopment..

DennisSergent517-285-5500dsergent@ameritech.net07/09/2017-Page2

LearnerObjec<ves

1.  Understandthe6stepsintheDIRECTmodelofcoaching2.  Prac=ceusingtheDIRECTModel3.  GiveandgetDIRECTModelfeedback.4.  Experienceusingthemodel.5.  Understandtheresponsibilityofcoachinginengagement

forprofessionalperformancedevelopment.

LearningAgenda

•  20Minutes–  BenefitsofDIRECTModel

•  20Minutes–  DIRECTModelDiscussion

•  20Minutes–  PartnerFeedbackExercisesinDIRECTModel

•  20Minutes–  SharedFeedbackatTables

•  20Minutes–  SharedFeedbackAcrosstheRoom

•  20Minutes–  WrapUp

ProgramObjec<ves

Uponcomple=onofthisprogramyouwillbeableto:•  UnderstandtheDIRECTmodel•  Understandthescien=ficperspec=vesinthecri=calroleof

communica=onsandfeedbacktoyourleadershipanddevelopment•  DemonstrateDIRECTCoachingskillsandassociatedleadership

behaviorswithyourteam,yourpeersandyourmanagement.•  Demonstratedifferentapproachestobothmanageandleadteams.•  Beginyourtransforma=onwithanumberofprintedandonline

references

Today’sLearning•  OurThesis–Engagementisrequired

–  ItisNOTan“EitheroneORtheother”proposi=on–  Weneedengagementfororganiza=onstoperform–  Weallshouldhavesimilaraims–  Butwearedifferent

•  WelookathowtheDIRECTModelworks–  ShareYourExperienceinDialogue&Thinking–  Andexploreyourimpactsonpeople,theteam,systemandworkplace–  Throughprac=ceoftheDIRECTModelofcoaching–  ProvideModels,Research&Wri=ngsofGreatThinkers

•  Zenger,Folkman,Ackoff,Bennis,Deming,Joiner,Raelin,Scholtes

AnIntroduc<onthisLearningProgram

•  Learning,nottraining–  Thisisaboutyou,notthefacilitator

•  Dialogue,notalecture–  Wewillfacilitatethedialogueaboutthesubject

•  Wewillnotreadtheslidestoyou–  Wewillusethehandoutsasapointofreferencetodayandinthefuture

•  Youdonotneedtoreadalltheslides–  Butitmighthelpyoulearnmoreifthesubjectmaherstoyou

•  PartofanEmergingTransforma<onofQuality–  Management&LeadershipDevelopmentProgram–  GoodManagementPrac=ces–  Professional,QualityManagementFundamentals–  Effec=veOpera=ons–  QualityByDesign–  Lean,RapidImprovement,ProcessRedesign(NOTReengineering)

Toyota’sOpera<ngSystemFounda<on

Values•  Con=nualImprovementandRespectforPeople

Principles•  Philosophy

–  Makestrategicdecisionsbasedonlongtermphilosophy

•  PeopleandPartners–  Growleaderswholivethephilosophy–  Respect,developandchallengeyourpeople–  Respect,challengeandhelpyoursuppliers

•  ProblemSolving–  Learncon=nuallythroughsmall,rapidcyclesofimprovement–  Goseeforyourselftothoroughlyunderstandissues–  Makedecisionsaboutadjustmentscarefullywithfacts;implementrapidly

•  Process–  Moreonnextpage

Toyota’sOpera<ngSystem-Process

Process•  Createprocessflowtosurfaceproblems•  Usepullsystemstoavoidoverproduc=on•  Levelouttheworkload•  Stopwhenthereisaqualityproblem•  Standardizetasksforcon=nualimprovement•  Usevisualcontrolssonoproblemsarehidden•  Usereliabletechnology

ProcessIsImportantforLeadershipToo!•  Leadershipprocessesleadtodisciplineinmanagementand

opera=ons

ReasonsEmployeesLeave

Six Reasons Your Best Employees Quit You, Forbes 2013

1.  No Vision 2.  No Connection to Big Picture 3.  No Empathy 4.  No (Effective) Motivation 5.  No Future 6.  No Fun

66%ofalllostcustomerscanbetracedbacktoadisengaged/demo=vatedemployee!

Engagedvs.DisengagedEmployees

Source:TheGallupOrganiza=on,2011

DisengagedemployeescosttheU.S.economybetween$254billionand$363billionannually.

TheResultsofHighEmployeeEngagement

Businesseswithemployeeengagementscoresinthetophalfcomparedtothoseinthebohomhalf,have:

•  86%highercustomerra<ngs

•  70%be^erreten<onrates

•  70%higherproduc<vity

•  78%be^ersafetyrecords

88%ofemployeesleaveforreasonsotherthanmoney.

12%ofemployeesleaveformoremoney

BasicPrinciples

•  Consensusmeans“Icanlivewithit”•  FocusOntheSitua=on,IssueorBehavior,Notonthe

Personali=es.•  MaintainConstruc=veCommunica=onsandRela=onships.•  TakeIni=a=vetoActandMakeBeherResults.•  LeadbyPersonalExample.•  KeepFocusOnthePurpose•  GiveEveryIssueTime,InTimeandOnTime.•  Whatissharedinourlearning–confiden=alinforma=on

aboutourpersonsandorganiza=onsstaysconfiden=al

•  Wemakethegroundrules

Control or Autonomy (Commitment) The work of David Langford, Chris Argyris, Daniel Pink and Atul Gawande informs this “Teacher/Learner Quality” process.

TeacherControl

LearnerCommitment

LearnerWithoutControl

TeacherCommitment

CONTROL

DO TO DO FOR DO WITH IMPROVE LEARNING

PROCESS OVER TIME

Learnertakesonresponsibilityfortheirownlearningprogressandbecomesac<velyengagedthroughtrustand

intrinsicmo<va<on.

Teacher and leader focusesonaim,improvingthelearningprocessandengagementincommunica<ons.

LessonOne:AnOverviewoftheDIRECTModel

20 Minutes

DIRECTFeedback&CoachingModel

D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline

DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline

BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar=cipa=on•  Askingopen-endedques=onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.

CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden=fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatahributetothemetric.

• Increase=mespentcoachingandguiding.

• Promoteaposi=veatmosphere—“Icanhelpyouwiththat!”

ExtraordinaryLeadership

•  Zenger&Folkmanwrote“TheExtraordinaryLeader”arerextensiveresearchonhowgoodmanagerscouldbecomegreatleaders.

Research Based Method & Book JohnZenger&JosephFolkmanusedover25leadershipinstrumentstoguideanalysisanddatacollec=on

–  2000Uniqueassessmentitems

–  Over200,000ques=onnairesabout20,000leaders–  Diverseindustriesandgeographies

•  Iden=fiedtop10%ofperformersandbohom10%thenaskedtheseques=ons:–  Whatseparatedthesetwogroups?–  Whatareleadershipcompetencies?

From Complexity Came Simplicity •  Whatseparatedthesetwogroups?

–  Theleadershipcompetencies

•  Whataretheleadershipcompetencies?–  Character–  PersonalCapability–  InterpersonalSkills–  LeadingChange–  FocusonResults

FiveAreasofFocus

•  Character•  PersonalCapability•  InterpersonalSkills•  LeadingChange•  FocusonResults

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

FOCUSONRESULTS:1.   LeadsforResults2.   EstablishesStretchGoals3.   TakesIni<a<ve

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance

PERSONALCAPABILITY:1.   Technical,ProfessionalExper<se2.   AnalyzesIssues&SolvesProblems3.   Innovates4.   Prac<cesSelf-Development

OurLeadershipShows

Leadershipshowsthrough:•  Conversa=ons-Theseareyourinterpersonalskills

InterpersonalSkillsAreaofModel:1.   CommunicatesPowerfullyandProlifically

2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork

4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHighPerformance

Rememberthe“BasicPrinciples”wecoveredearlier?

Scholtes’-ThePeopleSideofManagementUnderstandingPeople•  Inpar=cularhowpeoplelearn,develop,interactandcommunicate.•  Thisconnec=onandvaluedrela=onshipwithpeopleisrequiredofmanagers.•  Also-leadersneedtounderstandhowpoorleadershipcandemo=vate.•  ForPeterScholtesviewonmanagement–andleadership

–  “WithoutpersonalfacetofacerelaJonships,thereisnoleadership.”GivingMeaning,Direc<on,FocusandVisionBecomesLeadership•  Leadersmustbetotallyclearofthepurposeoftheirorganiza=onandwhatits

customersrequire.•  Theorganiza=on,throughgoodleadership,mustfocusitsefforts.•  Vision,Mission,Valuesetal,mustcomefromtheheart-notbemeaningless

sloganeeringandwordplay.•  Peopleneedtoknowwhattomeasureandhowtomeasureit

LessonTwo:ADialogueAboutInterpersonalSkills,BuiltThroughDIRECTFeedback

20Minutes

LessonTwoExercise:DIRECTModel

•  20MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  5Minutes–DIRECTModelReview–  5MinutesMakeNotesInEachStepoftheDIRECTModelThatYouThinkYouWillBeComfortableWith

–  5Minutes-“A”–UsetheDIRECTModelandYourNotestoFeedbackYourComforts/DiscomfortswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourComforts/DiscomfortswithYour“A”Partner

AreaofFocus–InterpersonalSkills

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringfor

SuccessoftheCompanyandEmployees

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamto

TheOutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyand

Prolifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance

LeadershipthroughEffec<veCommunica<on

Effec2vecommunica2onintheworkplacecanhelptheteam:

•  Receiveandshareinforma=onbeher

•  Defineandunderstandgoals

•  Avoidconflictandconfusion

•  Buildrapport

•  Enhancerela=onships

•  Promoteself-confidence

•  Haveaposi=veoveralleffectontheworkingenvironment

ProfessionalismandNon-verbalCommunica<on

•  Checkyourbodylanguage

•  Focusonthetoneofyourvoice

•  Avoidfidge=ngwhenyouspeak

•  Showinterest

•  Ac=velylisten

•  Mirrorthebodylanguageofothers

•  Respectthespaceofothers

ElementsofCommunica<on

•  Whatdoyouthinkarethemostimportantelementsofcommunica=onofthesethreeelements?

•  Words?•  Toneofvoice?•  BodyLanguage?•  Non-verbalelementsareveryimportanttocommunicatefeelingsand

aBtudes.•  Ifwordsdisagreewithtoneofvoiceandnon-verbals,peopletendto

believethetoneandnon-verbals,notthewords.

•  Thereisa7%-38%-55%rule–theMehrabianrule,namedforDr.AlbertMehrabianofUCLA.

Effec<veCommunica<on

•  BeanAc=veListener

•  FocusontheMessage

•  PayAhen=ontoNon-VerbalMessages

•  BePosi=ve

•  LanguageandconversaJonhaveagreaterimpactthanwethink,especiallyourtone,bodylanguage,andthewordswechoose.

SevenWaystoEnhanceCommunica<on

•  Smile

•  RecognizeandUseTheirName

•  EyeContact

•  OpenPosture

•  MaintainProperSpace

•  Nod

•  Appearance

TechniquesforBe^erCommunica<on

•  Feedbackonbehavior,notpersonality.•  Behavioriswhatyouseeandhear

•  Praiseaccomplishments,notpersonality.

•  Don’tmakethreats–presentconsequences.

•  Cri=queac=ons,neverfeelings.

•  Callpeoplebythenametheywanttobecalledby.

•  Don’tusesarcasm.

•  Listensocarefullywhenanotheristalkingtoyouthatyoucouldrepeattothatperson’ssa=sfac=on,whathe/shehassaid(reflec=velistening).

MoreonCommunica<onTechniques

•  Helpothersgettotheirposi=vefeelingsbyallowingthemtoexpresstheirnega=vefeelings.

•  Expressyourownthoughtsandfeelingswithoutahackingtheotherperson.

•  Use“I”messages.

•  Establisheyecontactwhenyoutalktoothers.

•  Usewordsofunderstanding,notwordsofadvice.

Non-VerbalMessages

•  Useopenbodylanguage.

•  Presentastraight,relaxed,confidentposture.

•  Maintaingoodeyecontactsothatyoulookpleasantandengaged.

•  Offerafirmhandshake.

•  Showsincerityinvoicetone.

•  Speakatasuitablepace.

•  Listenahen=velyandnodoccasionally.

TopTenRulesforEffec<veListening

•  Stoptalking.

•  Putthetalkeratease.

•  Showthetalkerthatyouwanttolisten.

•  Removedistrac=ons.

•  Empathize.

•  Bepa=ent.

TopTenRulesforEffec<veListening

•  Holdyourtemperincheck.

•  Goeasyonargumentandcri=cism–itisn’taboutwinning.

•  Seekclarifica=on.

•  Stoptalking!

Effec<veCommunica<onSkills

•  Ac=velistening

•  Speakclearly

•  Toneofvoice

•  Effec=vevocabulary

•  Tempoandvolumeofspeech

Posi<veLanguage

•  Thinkbeforeanswering.

•  Providecorrectinforma=on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Managersshouldfocusoncoachingwithposi=vepurpose.

•  ToHelptheTeamMember•  Youarenotaneffec=vemanagerorleaderifyouhaveto

threatenyourpeopletogetthemtodowhatyouwantthemtodo.

WordSelec<on

•  Neverusewordsorphrasesthataredisrespecxul,sendanintolerantmessage,ormayprovokeaperson.

•  Alwaystreatyourteammemberswithcourtesyandrespect,justlikeyouwouldtreatacustomerorshareowner.

Posi<veToneandPerspec<ve

•  Takeownership.

•  Expressregret.

•  Thinkbeforeanswering.

•  Providecorrectinforma=on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Useposi=velanguage.

•  Empathizewiththeteammemberorcustomer.

•  Recognizetheimpactofprofessionaltreatmentonyourteammembersandcustomers.

Asser<veCommunica<on

Whatisit?

•  Expressingyourneeds,wants,feelings,andopinionstoothersinadirectandhonestmanner

•  Seyngboundariesandcommunica=ngtheseboundariestoothers

WhatisitNOT?

•  Itisnotaggressivecommunica=on

•  Itisnotinten=onallyhurxul

Con<nualCoachingProcess

•  Itshouldneverend

•  Coachingupworksthesamewaytoo

1.CheckTrainingIn

2.PrepareforCoaching

3.CoachonBehaviors

4.TrackResults&Improvement

5.PlanforOngoingDevelopment

6.Adapt&Repeat

Feedback&ManagingPerformance

Gettothebehaviorsthatarebeneaththenumberstoiden=fyandfocusonthebehaviors–whatyouseeandhear!

Feedback&PerformanceManagement

•  Seethesimilari=estotheCoachingModel

MyTeamPerformance

PlanandSetGoals

Coachand

DevelopOthers

Reviewand

AssessTeam

RecognizeandCoach

Adapt&Repeat

Mo<va<onBasics

Defini<onofMo<va<on:Thewilltoact

Goal:Aligntheemployee’s“willtoact”withorganiza=on’sgoals

•  Mo=va=ngyouremployeesisanongoingprocess

•  Mo=va=onisNOTasubs=tuteforcoaching!

•  Theyarealreadyselfmo=vated

Leadership&Mo<va<on

“Managementcontrolspeoplebypushingthemintherightdirec=on;leadershipmo=vatesthembysa=sfyingbasic

humanneeds.”

JohnKoKer,HarvardBusinessSchool,inWhatLeadersReallyDo

Thesecrettomo=va=ngyourteam;stopdemo=va=ngthem.

–  WhatMo=vatesUs–ByRSAandDanielPink•  hhp://m.youtube.com/watch?

v=u6XAPnuFjJc&desktop_uri=%2Fwatch%3Fv%3Du6XAPnuFjJc

Iden<fyingKeyMo<vators

Youasaleader,caniden=fykeymo=vators:

•  Engageinconversa=onwithyouremployees.

•  Observeinterac=ons:•  Whendotheyseemfocusedandengaged?•  Triggersthatmakethemhappyorexcited.•  Personalitycharacteris=cs.

•  Determinetheirpar=cipa=onlevelinteaminterac=ons.

PsychologyofPeopleinSystemsLeadersmustunderstandpeopleandtheirinterac=ons•  Everypersonisdifferentthaneveryotherperson•  Peoplearebornwithanaturalinclina=ontolearn•  Peoplelearnindifferentwaysandatdifferentspeeds•  Peoplearebornwithaneedtobeinrela=onshipswithothers,needrespect

andesteembyothers•  Allpeoplearemo=vatedtoadifferentdegreebyextrinsicandintrinsic

factors•  Intrinsicandextrinsicsourcesmo=vateinmuchdifferentways•  Totalsubmissiontoextrinsicmo=va=on

–  Leadstodestruc=onoftheindividual–  Whichleadstodestruc=onofthesystemstheybelongto

LessonThree:PartnerFeedbackUsingtheDIRECTModel

20Minutes

LessonThreeExercise:DIRECTModel

•  20MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  5Minutes-MakeNotesInEachDIRECTStep

•  Towardsapersonwhoyouhaveprofessionalperformanceissueswith

–  5Minutes-“A”–UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“A”Partner

–  5Minutes–GiveFeedbacktoEachother–whatdidyouunderstandistheperformanceissue?

D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline

DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline

BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar=cipa=on•  Askingopen-endedques=onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.

CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden=fyandfocusonthebehaviors–whatyouseeandhear!

LessonFour:TableFeedbackonExtraordinaryLeadershipandtheDIRECTModel

20Minutes

LessonFourExercise:TableFeedback

•  20MinutesTotal–AtYourTable–  RoundRobin–aroundyourtable–  5Minutes-“A”–DiscusstheDIRECTModelandYourexperiencewithYourPerformanceExpecta=onswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“A”Partner

–  5Minutes–GiveFeedbacktoEachother–whatdidyouunderstandistheusefulnessoftheDIRECTModelinpreparingtodiscusstheperformanceissue?

–  5Minutes-Preparetosharewiththeroom

LessonFive:RoomFeedbackonExtraordinaryLeadershipandDIRECTModel

20Minutes

LessonFiveExercise:RoomFeedback

•  20Minutes–EachTableintheRoom–  10Minutes–SummarizewhatyouunderstoodistheusefulnessoftheDIRECTModelinpreparingtodiscusstheperformanceissue?

–  10Minutes–EachTableSharesYourThinkingandQues=onsAboutBenefitsofKnowingandUsingDIRECTCoaching

LessonSix:BenefitsoftheDIRECTModel

20Minutes

LessonSixExercise:ModelBenefits

•  20Minutes–  20Minutes-EachTableSharesYourThinkingAbouttheBenefitsofKnowingDIRECTCoaching

–  10Minutes–FacilitatorWrapUpandRequestsPlus-DeltaFeedback

ExtraResourcesForYou:ExtraordinaryLeadershipandManagementReferences

AreaofFocus–Character

TheOutsideWorld

Performance

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

TeamLeaders:InfluenceandTrust

•  Youhaveatremendousamountofinfluenceonyourteam.

•  Yourteamisyourprimarycircleofinfluence.

•  Yourcircleofinfluenceexpandswhenyoudosomethingposi=veaboutwhatyoucancontrol.

•  Youcontrolyourownac=ons.

•  Youinfluencetheac=onsofyourteam.

TeamLeaders:InfluenceandTrust(con<nued)

•  Yourcircleexpandsthemoreyourteamtrustsyou.

•  Trustcomesfromfollowingthrough.

•  Displayingintegrityandhonestycomesfromastrongcharacter.

•  Managersshouldfocusoncoachingwithheartandpureintent.

•  Youarenotaneffec=vemanagerorleaderifyouhavetothreatenyourpeopletogetthemtodowhatyouwantthemtodo.

AreaofFocus–PersonalCapability

TheOutsideWorld

Performance

AreaofFocus–LeadingChange

TheOutsideWorld

Performance

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld

WhatisaManager’sJob?

•  Threemajoraims:–  Learnwhoisoutsidethesystemandneedsspecialhelp–  Improveconsistencyofperformanceofthepeopleinthesystem–  Improvethesystemcon=nually,soeveryonecandoabeherjobwithgreater

sa=sfac=on

•  Also–  Digtogettheknowledgeinthedataandfactsfromtheteam–  Understandthetheory&learnwhatisgoingoninthesystem–  Knowwhensta=s=calstabilityhasbeenreachedtomakereliablepredic=ons–  Knowthedifferencebetweenrandomorcommoncauseandspecialcauseof

varia=on–  Understandinspec=on,measurementsystemsandopera=onaldefini=ons–  Buildtrust,socontrolsystems&processeswork

WhatisaLeader’sJob?ACatalystAPhilosopherALeaderofChange•  Understandshowtheworkoftheteamfitswiththeaimsoftheorganiza=on•  Workswithsuppliersandcustomersintheprocess•  Enablespeopletodotheirjob•  Triestocreatejoyintheworkforthewholeteam•  Isacoachandcounsel,notajudge•  Usesfigurestohelpunderstandtheteamasindividuals•  Workstoimprovethesystemtheteamworksin•  Createstrust•  Doesnotexpectperfec=on•  Listensandlearns•  Teachesotherswhattheirtheoryis

AreaofFocus–FocusonResults

TheOutsideWorld

Performance

GoalsWithMethods

•  “Agoalwithoutamethodisnonsense.”–  W.EdwardsDeming,TheNewEconomics(1)p.122

•  “Leadershipisnotmerelytofindandrecordfailuresofmen,buttoremovethecausesoffailure:tohelppeopletodoabeherjob.–  WED

•  “Goalsmaycausesystema=cproblemsinorganiza=onsduetonarrowedfocus,unethicalbehavior,increasedrisktaking,decreasedcoopera=on,anddecreasedintrinsicmo=va=on.Usecarewhenapplyinggoalsinyourorganiza=on.”–  Ordonez,Schweitzer,GalinskyandBazerman,GoalsGoneWild:

TheSystema2cSideEffectsofOver-PrescribingGoalSeBng

WhatAreLeadershipGoals?

•  Supports“HOW”BusinessGoalsareachieved.

•  Focusesondevelopingpeople,improvingoveralleffec=venessoftheteaminterac=ons,anddevelopingindividualskills.

•  Asks,“WhatcanIdothisyearthatwillhelpsupportmeinachievingmyBusinessGoalsorleveragemyskills?”

•  AlignedtotheExtraordinaryLeadercompetencies.

ThreeChecksForAlignmentofGoals

ü  CheckOne:•  WhenIdiscussmygoals,doIwalkawaywithaclearunderstandingofexpecta=ons?(Specific)

ü  CheckTwo:•  CanIclearlyar=culatehowmygoalscontributetotheorganiza=on’ssuccessandsupportourorganiza=onalpriori=es?(Important)

ü  CheckThree:•  DoIknowwhatsuccesslookslikeinachievingmygoals?(Measurable)

SMARTGoalsSpecific

•  Aspecificgoalanswerstheques=ons-what,where,when,who,which,why.

Measurable•  Howthegoalwillbemeasuredwithconcretecriteria?

Aligned•  Goalsandexpecta=onsarelinkedtotargets.

Realis<c•  Whatdoestheemployeeneedtoachieveit?

Time-bound•  Establishspecific=melinetoinsureasenseofurgency.

TwoTypesofGoals

•  BusinessGoals•  WHAT

•  LeadershipGoals•  HOW

BusinessGoals

•  Quality.

•  Produc=vity.

•  Revenue.

•  CustomerService.

•  ProjectManagement.

•  ClientSupport.

LeadershipGoals

LeadershipGoalsfocuson:

•  Developingpeople.

•  Leadinglearninganddevelopment.

•  Improvingoveralleffec=venessoftheworkgroup.

•  Individualskilldevelopment.

AnalyzingResultsMetrics

UnderstandinghowtocollectandanalyzeKeyMeasurement/ServiceIndicator(KMIorKSI)resultswillimproveyourabilityto:

•  Accuratelyiden=fyKMIperformanceissues.

•  Spotunsa=sfactoryKMItrends.

•  Iden=fytheunderlyingreason,orrootcauses,forservice,quality,processeffec=veness,andperformanceproblems.

•  Developeffec=vecorrec=veac=onplanstoimproveperformance.

UsingKMIDatatoUnderstandTeamBehavior

Effec=veKMIdataandresultsanalysisprocesswill:

•  Encouragedailyengagementandinvolvementintheprocessbyallemployees.

•  Leademployeebehaviorappropriatetomee=ngobjec=ve(s).

•  Establishresponsibilityatthelowestorganiza=onallevel.

•  Relatetoeachemployee’sworkac=vi=esinawaythatismeaningfulandunderstandable.

Effec<veLinkageofKMIDatatoBehavior

•  A KMI is successfully linked to the process and the employee only when;

1.  it encourages effective engagement from all employees, 2.  leads appropriate behavior, 3.  establishes accountability & responsibility, 4.  is understandable to everyone involved in the process or work

activity being measured

ReliabilityandSpoongTrendsinKMIData

•  KMIsAreObtainedfromVariousSystems

•  CollectKMIData

•  EnsuringDataReliability

•  Scorecards

•  RankingPerformersNeedsDependsontheCategoryandtheIndividual

•  GraphicalAnalysisofKMIData

•  EstablishingTrendsinDailyData

•  ExtendingWeeklyDataintoMonthlyTrend

WhereDoWeStartasLeaders?•  Start with a theory •  Use PDSA – Plan - Do - Study - Act •  Abandon “Flavor of the Month” •  Learn about:

–  Constancy of purpose –  Adopt the new philosophy –  Improve constantly and forever –  Institute learning and self-improvement for all –  Leadership by training people – through example –  Break down barriers –  Drive out fear (build trust)

•  This enables your transformation •  Which enables the organizational transformation!

Transforma<onofSelfFirst,ThenCulture

P-D-S-AorPlan-Do-Study-Act•  WePLANwhatwewanttoaccomplishoveraperiodof<meandwhatwewilldotogetthere.•  WeDOsomethingthatfurthersthestrategiesandgoalsdevelopedinourplan.

Ac<on Plan

DoStudy

WeCHECK(Study)theresultsofourac<onstomakesureweachievewhatweplan.WeACTbydevelopingprocedurestoensureourplanscon<nuetobesuccessfulandbychangingwhatisneededtoachievetheini<algoals.

>Plantheobjec<ve.>Askques<ons,makepredic<ons>Planwhat,where,whenandwhotoimplementthecycle

RonMoen’sar<clewithCliffNormanontheDemingCyclehasexpandedourviewsofthePDSAlearningandimprovementcycle.

>Carryouttheplan.>Documentproblemsandunexpectedobserva<ons>Begindataanalysis

>Analyzethedatacompletely.

>Comparedatato

predic<ons

>Summarizelearning

>Adoptthechange.

>Adaptthechange

>Beginthenextcycle

WhatisYourAim?

UseyourPDSACycleandAsk:

•  Whatarewetryingtoaccomplish?

•  Howwillweknowthatachangeisanimprovement?•  Whatchangescanwemakethatwillresultinan

improvement?Act Plan

Do Study

HowtoTakeAc<on?

TheFour-StepM.E.E.T.ModelM—Make<metodiscussMakethe=metodiscussthesitua=on

E—ExploreDifferencesMakesurethateveryonehasanopportunitytobeheard

E—EncourageRespectEnsurethepeoplearecommunica=nginawaythatencouragesrespect

T—TakeResponsibilityTakepersonalresponsibilityformakingsurethingsarehandledrightaway

TKI–ThomasKilmannConflictModel

•  Notwoindividualshavethesameexpecta=onsanddesires.Understandingthatconflictisanaturalpartofourinterac=onswithothershelpsusresolveconflictswithdifferentstylesthatareproduc=veindifferentsitua=ons.

ASSERTIVENESSFocusonmyneeds,

desiredoutcomesandagenda

COOPERATIVENESSFocusonother’sneeds,andmutualrela<onships

HIGHLO

CompeJng• Win-LosePowerStruggles• ZeroSumOrienta<on

Avoiding• MaintainNeutrality• WithdrawFromSitua<on

CollaboraJon• ExpandRangeofPossibility• AchieveWin/WinOutcomes

AccomodaJng• AccedetotheOtherParty• MaintainHarmony

Compromising• MinimallyAcceptabletoAll• Rela<onshipsUndamaged

2C-AreaofFocus–InterpersonalSkills

TheOutsideWorld

Performance

WarrenBennisonLeaders

•  KnowYourSelf–  Knowwhatworksandwhatdoesn’t–  Thisallowsyoutobuildonstrengthsanddealwithweaknesses

•  KnowYourWorld–  Becuriousandseektofillthegapsinknowledge–  Wedon'tknowwhatwedon'tknow

•  DeployYourself–  Engagestrategicallywithtenacity–  Leadersmustleadwherethepeopleare–  Leadersmustbeatthe=meandplacetoinfluencetheteam

•  GetPeopleonYourSide–  Wecannotgetbyonourown–  Bringthespiritandcrea=vityoftheteamtothesitua=on–  Engagepeople,encouragethemtoownthefinaloutcomeweseek

Deming’sViewsonLeadership

•  Leadershiprequiresanaimandconstantpurpose•  Ourbesteffortswithoutguidanceleadtofailure•  Onlytopmanagementcanassurequality•  Themethodofleadershipbringsimprovement•  14pointsrequiredformanagementareaguide•  Thereisnosubs=tuteforknowledgeandunderstanding•  Sta=s=calvaria=onmustbeunderstoodtopredictafuture

direc=on

Deming’sFourteenPointsKeytounderstandingthe14PointsisvariaJon.Morespecialcausevaria<onequalsmorewaste.

Deming’s14pointsareparaphrasedhere:

1.   Createconstancyofpurposetowardsimprovement.•  Replaceshort-termreac<onwithlong-termplanning.

2.   Adoptthenewphilosophy.•  Managementshouldwalkthetalk.

3.   Ceasedependenceoninspec<on.•  Managedvaria<oneliminatesneedtoinspectfordefects.

4.   Movetowardsasinglesupplierforanyoneitem.•  Mul<plesuppliersmeanvaria<onbetweenfeedstocks.

5.   Improveconstantlyandforever.•  Constantlystrivetounderstandandmanagevaria<on.

6.   Ins<tutetrainingonthejob.•  Adequatelytrainedstaffwillallworkthesameway,andreducevaria<on.

7.   Ins<tuteleadership.•  Meresupervisionisquota-andtarget-based

8.   Driveoutfear.•  Longterm,itpreventsworkersfromac<ngintheorganiza<on'sbestinterests.

9.   Breakdownbarriersbetweendepartments.•  Usethe'internalcustomer',thateachdepartmentservesotherdepartmentsthatuseitsoutput.

10.   Eliminateslogans.•  It'snotpeoplewhomakemostmistakes-it'stheprocesstheyareworkingwithin.

11.   Eliminate“managementbyobjec<ves".•  Demingsawproduc<ontargetsasencouragingthedeliveryofpoor-qualitygoods.

12.   Removebarrierstoprideofworkmanship.•  Manyoftheotherproblemsoutlinedreduceworkersa<sfac<on.

13.   Ins<tuteeduca<onandself-improvement.•  Harassingtheworkforcewithoutimprovingtheprocessestheyuseiscounter-produc<ve.

14.   Thetransforma<oniseveryone'sjob.•  “Youdonothavetodothis.Survivalisnotcompulsory.”

Leadership’sJob

•  Sponsorandenergizethedetermina=onoftheaim

•  Clarifytheaimforeveryoneintheorganiza=on•  Directtheeffortsofallcomponentstowardthe

aimofthesystem

•  Focusonasystemofquality•  Managethesystem•  Achievethebestresultsforeverybody—

everybodywin

•  Managechangesbroughtby=me•  Predict,asfaraspossible,changesthat=mewill

•  Bereadytochangetheboundaryofthesystemtobeherservetheaim

•  Bereadytoredefinethecomponentsofthesystem

•  Imagina=on•  Governtheirownfutureandnotbevic=msof

circumstance•  Changethecourseofthecompanyandthe

industrybyan=cipa=onofneedsofcustomers

•  Learnthatinordertocompete,theteammustlearntocooperate

•  Beguidedbytheory,notfigures•  Recognizeandmanagetheinterdependence

betweencomponents•  Resolveconflictsandremovebarriersto

coopera=on•  Improvequalitywithoutrunningequipmentand

employeestoexhaus=on

W.EdwardsDeming

MasaakiImaionManagement&Leadership•  Makeleanthecompanystrategy.•  Bethehandsonleaderandlean“zealot”.•  Makeclearthatallemployeesmustadopttheimprovementculture.•  Actquicklyanddecisivelytogetimprovementini=a=vesunderway

immediately.•  Personallygotothegembaandshowemployeesatalllevelswhathasto

bedone.•  Bereadytochangeeverythingacompanyhasdoneinthepast,evenif

thereisconsiderableresistanceandmanyreasonswhythiscan’twork“inourbusiness”.

•  Avoidmeasurementsystemsthatoveranalyzethepast,andinstead,focusonsimple,objec=vecriteriathatdefineapathtowardbeherperformance.

•  Engagethebestleanexper=seavailable,andcon=nuallylearnfromothers.

Scholtes’ViewsonManagement&Leadership

•  PeterScholteswrotetwoexcep=onalbooksonleadingteams–andtheywereawardwinningbookstoo.–  TheTeamHandbookandTheLeader’sHandbookhavebeenhuge

sellersandwerecommendthemtoanyoneseriousaboutlearninghowtobealeaderorteammember!

•  Asapointofentrytoday,let’stakeadeeperlookathowPeterdefinedleadershipawayfromaposiJonalstyleof“commandandcontrol”intoanewfuncJonalstyleofinspiringleadership.

Scholtes’ViewsonSystems

SystemsThinking•  Leadersneedtounderstandtheirorganiza=onasasystem:All

interac=onsandprocessesresultintheachievementorfailureoftheorganiza=on’spurpose.

•  Thesystemiseverythingandeverythingispartofasystem.•  AccordingtoScholtes,morethan95%ofourorganiza=onsproblems

derivefromoursystems.•  Leadersmustunderstandthatchangingthesystemwillchangewhat

peopledo…notviceversa.•  Leadershipisaboutbreakingdownbarriersandfosteringcollabora=on

andcoopera=on.•  Leadershipisaprocess.

Scholtes’ViewsonVaria<on

UnderstandingVaria<onandtheVariabilityofWorkInPlanningandProblemSolving•  Managersmustunderstandhowtopredictfutureperformanceand

resultsbasedonpastperformance.•  Inpar=cularthedifferencesbetweencommoncausevaria=onandspecial

causevaria=on.•  Failureofmanagerstodothismeanstrendsareseenthataren’ttrends

(andvice-versa)–  Italsomeanspeoplearepunishedorrewardedbychance,performance

cannotbeanalyzed,planscannotbemadeandsystemscannotbeimprovedandchangeswillnotnecessarilybeimprovements

•  Scholtesassertsthat95%oforganiza=onalchangedoesnotleadtoimprovement.

Par<ngThoughts

•  W.EdwardsDeming–  Bycominghere,youhavetakenonasolemnresponsibility-and

youcan’twriggleoutofit.–  We’vegotsomebigchangestomake,andyou’regoingtohaveto

makethem.Whoelsewilldoit?

•  Mar<nLutherKing,Jr.–  Wearewitnessingthebirthofanewageandwemustfacethe

responsibili=esthatcomealongwithit.–  Shallwesaytheoddsaretoogreat?Shallwetellthemthe

struggleistoohard?Orwilltherebeanothermessage,oflonging,ofhope,ofcommitment?Thechoiceisours.

References&Resources•  TheExtraordinaryLeader–TurningGoodManagersintoGreatLeadersJohnH.ZengerandJosephFolkman•  FourthGeneraJonManagement-BrianJoiner•  GoodtoGreat–JimCollins•  GembaKaizen–ACommonSenseApproachtoaConJnuousImprovementStrategy&Kaizen:TheKeytoJapan’s

CompeJJveSuccess-byMasaakiImai

•  TheJapaneseWay-byKaoruIshikawa•  TheLeader’sHandbook–PeterR.Scholtes•  TheNewEconomics,2ndEdiJon,OutoftheCrisis-byW.EdwardsDeming

•  OnPurposefulSystems–RussellAckoff•  OntheProfessionofManagement–byPeterDrucker•  OvercomingOrganizaJonalDefenses-byChrisArgyris•  TheSeven(7)HabitsofHighlyEffecJvePeople–StephenR.Covey•  TheTeamHandbook–PeterR.Scholtes,BrianJoiner,BarbaraStreibel•  CirclingBack–ClearingupmythsabouttheDemingCycleandseeinghowitkeepsevolving-byRonaldD.Moenand

CliffordL.Norman

•  Design&ControlofQuality-byIanBradbury(PDF)•  HowToDeliveronAGreatPlan-Neilson,Mar=n,Powers

•  SecretstoSuccessfulStrategyExecuJon-HarvardBusinessReview•  WeNeedtoM.E.E.T.,ManagingforRespectintheWorkplace-Sollah Interactive, LLC.

ACTIONWHENWELEAVETODAY

DISCUSSANDDOCUMENT:•  WHATAREOURNEXTACTIONSTEPS?

–  WhatdidIlearnhere?

–  Whatdoweneedtodiscussnext?

–  Whatwillwedowiththislearning?

–  Whatinthematerialswillweuse?

•  TakethestudyguideasaRESOURCE

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