Bringing Out the Best In Your Peer Educators A Summarization of the book authored by Thomas...
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Transcript of Bringing Out the Best In Your Peer Educators A Summarization of the book authored by Thomas...
Bringing Out the Best In Your Peer Educators A Summarization of the book authored by Thomas Connellan
Eric S. Davidson, M.A., C.S.A.D.P.
Eastern Illinois University2007 National Conference for Advisors of Peer Education Groups
How Powerful Are We Test?
Name the last 3 Heisman trophy winners Name any three Nobel laureates Name 3 people you’ve worked for or
reported to who have mentored you in some way
Name three teachers who have profoundly affected your life
First Borns: Are they born to succeed?
2/3’s of all entrepreneurs are firstborns Of the 1st 23 astronauts, 21 were firstborns Firstborns are 2 x’s as likely to become CEOS 55% of all supreme court justices have been
firstborns Over 50% of all US Presidents have beeb first
borns Interestingly, firstborns make up approximately
35% of the general population
Factors that Create the Difference
Firstborns get more positive expectations Firstborns get more responsibility Firstborns get more feedback
Intrinsic vs. Extrinsic
These factors are not internal These factors are not related to genetics,
aptitude These factors are all environmental These factors can be created in the job
setting, home, church, etc.
Expectations: The Power of the Positive
The Pygmalion Effect/Placebo Effect Difference between high and positive
expectationsHigh=expecting a lotPositive = believing they can succeed
Positive expectations must be communicated, understood, and accepted
Things to consider Re: Expectations
Others may be interfering with your sent messages concerning expectations
All messages, spoken and unspoken must be congruent
You must begin with the here and now, while keeping the end in mind
Your expectations have a significant impact on others
Responsibility = Accountability
What’s the number one requirement for getting things done?Someone’s got to do it!!!
Without accountability – nothing gets done Everyone’s responsibility = no one’s
responsibility
Key Ingredients for Making Accountability Work
Assign accountability without assigning blame Set Goals Develop Action Plans Engage Review
What was planned What actually happened What accounts for the difference What can be learned and applied in the future
Growing Others
The more you support your staff, the more they grow, the more gets done
Gradient StressGrade 1-5: Stretch ZoneGrades 6-10: Strained, but can handle with
supportGrade 11-12: Breaking Point
Increasing Accountability Through Motivation Low Probability of Success
Low motivation Medium Probability of Success
High Motivation High Probability of Success
Low motivation Maximum motivation seems to be where there is
a high probability of success, but still has risk and challenge present
2 Levels of Performance Accountability
What is the minimum level of acceptable performance for all areas
What are some breakthrough goals for a few areas
What Is One Accountable For?
What are the key areas of responsibility or accountability for this individual?
In each of these area, what are the metrics or performance indicators that should be used to measure results
What is the expected performance level to be achieved and the deadline for doing so?
Engage your Employees
Have them help set goals Have them help create action plans Have them record progress Work with them
High achievers will not need as much help Low achievers may set too high of goals When you get involved with directly setting goals, let
the person(s) develop the action plans
Feedback
Motivational FeedbackCheering, inspiring
Informational Feedback information that describes process
Developmental FeedbackCorrective Action taken when expectations
are not met
Motivational Feedback
Positive Feedback = Reinforcement Negative Feedback = Punishment No Feedback = Extinction
Bringing out the best means reinforcing improvements even when the person is not “there”
Reinforcement
Reinforcement is like a car Reinforce immediately Reinforce any improvement, not just
excellence Reinforce specifically Reinforce new behaviors continuously Reinforce good habits intermittently
Developmental Feedback
Before asking questions, state the performance issue as a statement of fact
Ask for solutions using future oriented questions (How or What Can be Done)
Explore/brainstorm options options (keep to original question)
Reinforce Positive Responses Close the Deal