OFI Performance Management Training for New Supervisors August, 2011

SNOHKAY - PA

Your NameYour Role (as you define it)

Drawing X(Representing a part of

your life)

Exercise

LUNCH you don’thave to prepare!2 BREAKS that will get YOU through the day

Smoking, ElectronicDevices, & BathroomsWhat do they have in common?

Even leaders have needs – tell us and we’ll do what we can

“It’s perfectly fine to enjoy yourself in your professional role.” – Barbara Van Burgel

Session Guidelines

Why are we using them?

How will we use them?

WIIFYWhat’s in it for you?

Management Training OutlineDay I: Developing Personal

Leadership Skills

Day II:

Developing Coaching Skills

Day III: Apply Learning to Produce Outcomes

Purpose and Outcomes

Purpose: to discuss “how-to” tools you can apply to help you get things done as a supervisor

(1)Help create ongoing community of OFI mgrs (2) Learn basics of proven management practices

(3)Learn to better influence performance relating to OFI specific needs

“The greatest glory in living

lies not in never falling, but

in rising every time we fall.”

- Nelson Mandela

Beginning to define leadership

Let’s start with what you think:

• Write the name of a person you consider an excellent leader (doesn’t have to be famous)

• List one or two qualities that make them great

• Get into pairs – one speaker, one interviewer

• One person discusses the leader for two minutes, one person takes notes

• Reverse roles for the next two minutes.

Exercise

“Mapping Your Current

Leadership Situation”

Exercise

Starting point: each of us

“OFI’s promise: to help people get the

chance to lead healthy, productive

lives.”

Mike’s personal take on current OFI

And a personal story

Nobel Prize Winner Desmond Tutu’s “Different” Take on Leadership

http://www.youtube.com/watch?v=IrCeVwwu0Xc

Reality Check: Supervisor Power

Can Influence Can’t Influence

Don’t Act

Effective Supervisor

Unending Failure

AcceptanceQuitting

“Three Signs of a Miserable Job”sourced from Patrick Lencioni

Anonymity+

Irrelevance +

Immeasurement=

MISERY

Some Core Leadership Ideas sourced from Simon Sinek’s Start With Why

Leaders know why, how, and what

Why do I lead? Why does what we do matter? Purpose/relevance to group?

How do I lead? Show enthusiasm, Invite participation, reinforce realistic optimism, tell inspiring anecdotes and stories.

What do I accomplish as a leader? What are the products and outcomes that happen?

Leadership Stories Exercise

Group exercise “Lessons learned” leadership success story

Take a few minutes to write some notes to remind yourself of the details. Try for a team story where someone (could be you or a another team member) shows leadership in getting through obstacles.

“Through conflict(s) story…”

Tell stories in groups of five (or four) – vote on the one to be presented to the large group…

Exercise

“Context Maker” Things can get complex An OFI “doing more with less” exercise

Tips: Supervision that Works

The “Switch” Change Modelsourced from Switch by Chip and Dan Heath

"When change works… people who change have clear direction, ample motivation, and a supportive environment.

Small changes tend to snowball. But this is not the same as saying that change is easy."

- Chip and Dan Heath

Direct the Rider (Reason)Resistance to change may be a lack of clarity. Specify manageable next steps in the right direction.

Motivate the Elephant (Emotion) Connect on an emotional level, to keep the Elephant moving. Shrink the change, so it doesn't spook the Elephant.

Shape the Path (Process)If you want people to change, make the process easier.

Example of SwitchA manager got feedback that she wasn’t really listening…

Direct the riderProductive communication builds a stronger team and accelerates career.

Motivate the elephant Find something that feels good on an emotional level that I can sustain… shrink the change. What small thing can I do?

Shape the pathShe moved office furniture so she had a meeting area where she wasn't tempted to glance at her computer screen. She tweaked the environment so she had no choice but to connect better…

Your Examples of Positive Change

Shape the path (large group)What implementations have made processes better at OFI or other places you have worked? What has worked well?

Think small.

One example that comes to mind: cutting down on numbers of repeat participants at TANF Orientations. This made for more confidence and less anxiety for presenters. The change appealed to the rider and the elephant…

Exercise

“Leadership is influence, nothing

more, nothing less.”John C. Maxwell

Leadership = Influence

Sourced from Influence: Science and Practice, Cialdini

“People give back the kind of treatment they received

from you.”

Especially when you go first.

What items can you “give first” to team members?

Moments of influence come after “thank you.”

Reciprocation

Urgency / Scarcity – People focus on what they think may be disappearing. What does losing out “look like”?

People are persuaded when they sense knowledge and credibility.

Show confidence through tone and body language.

Authority

Consistency

People are more willing to act if the action is consistent with what they have said publicly.

I dare to jump off the highest point of the pier.

Consensus

People will be likely to say yes to your request if you give them evidence that people just like them have been saying yes to it.

People say yes to people with similarities - people who give compliments and make cooperative efforts.

They don’t need to “like” you in the way of BFFs.

You influence by common-ground liking

them.

Liking

“Emotional Intelligence” (EQ)Sourced from What Makes a Leader? - Daniel Goleman

5 Components of EQ

- Self-awareness

- Self-regulation

- Motivation

- Empathy

- Social skill

The 5 Components of EQ

Definition Hallmarks

Self-awarenessthe ability to recognize and understand your moods, emotions, and drivers, as well as their effect on others

• self-confidence• realistic self-assessment• self-deprecating sense of humor

Self-regulationthe ability to control or redirect disruptive impulses and moodsthe propensity to suspend judgment – to think before acting

• trustworthiness and integrity• comfort with ambiguity• openness to change

Motivationa passion to work for reasons that go beyond money and statusa propensity to pursue goals with energy and persistence

• strong drive to achieve• optimism, even in the face of failure• organizational commitment

Empathythe ability to understand the emotional makeup of other peopleskill in treating people according to their emotional reactions

• expertise in building and retaining talent

• cross-cultural sensitivity• service to clients and customers

Social skillproficiency in managing relationships and building networksan ability to find common ground and build rapport

• effectiveness in leading change• persuasiveness• expertise in building and leading

teams

Source: Daniel Goleman, “What Makes a great Leader?”

Your Personal & Professional EQ Golden rule, platinum rule, and “currency”

Being more intentional about your EQ willpay huge dividends in your professional life.

Being intentional doesn’t mean being fake.

Please take a few minutes to do an “EQ self-assessment” - see handout.

Exercise

The balancing act – and vitality

WORK YOU FAMILY and Community

Draw your picture and tell your story

• Picture of me today• Own strengths and

weaknesses (consider using information from our work today)

• Present for the class(60 seconds)

• Be ready to get gifts during the sessions

Exercise

Professional Picture

(Art skill will not be graded.)

Strengths (2-3) Weaknesses (1-2)

My opinion (to be filled in)

1.

2.

3.

My opinion (to be filled in)

1.

2.

Others’ opinion (gifts for you later on)

Others’ opinion (gifts for you later on)

You atWORK

Exercise

Management Training OutlineDay I:

Developing Personal Leadership Skills

Day II: Develop Coaching Skills

Day III:Apply Learning to Produce Outcomes

Takeaways

Three minute evaluations

Thanks for a good day in Augusta!

Management Training OutlineDay I:

Developing Personal Leadership Skills

Day II: Developing Coaching Skills

Day III:Applying Learning to Produce Outcomes

Welcome back!

Building off Day One

Side Golden Nuggets –Start day with + e-mail to team memberDavid Allen and “Getting Things Done”BS, Cats and Mice

Today we will be talking about coaching, motivation, and OFI employee development

JoHari Window

Me

Known by Me Unknown by Me

Oth

ers

Un

kn

ow

n b

y O

thers

Kn

ow

n b

y O

thers 1

Free Area

2

Blind Area

4

Unknown

3

Hidden Area

For more details see JoHari Window handout

BUT

EQ in giving and receiving feedback feed-forward

Be Factual facts, not rumor

Be Clear at least as clear as the situation allows you to be

Be Accurate if we use the words "always" or "never,” we need to make sure we are accurate.

Be Objective separate the behavior from the person. It is better to say, “It

affects the whole team when you…”

Be an Investor the goal is to help people develop – be prepared to be the receiver as well as the giver.

Giving and receiving feedback

Use “and” instead of but, “our” instead of myBe careful of the “comma but” syndrome – instead, pause after the positive… and use and –

And try to say “our” team and “our people”

Try for more positive than negativeStudies show feedback is much more effective in changing behaviors if positive, specific feedback outnumbers negative, specific feedback.

Core Competencies

Overall concepts and the competencies

Being Clear about what OFI wants, what you want, and reality checks

Groups Work on Competency Together

Employee Development Plans

See handouts

Exercise

The Odds Game

Which is more likely to happen?

IRS Audit

Having your identity stolen?

The Odds Game

Which death is more likely to happen?

Hospital CarInfections Accidents

The Odds Game

Which is more likely to happen?

An eligible U.S.man dating one of 75 supermodels

Being Struck and Killed by lightning

The “Odds” Game

How many people (on average) die each year from coconuts falling on their heads?(No Googling on smart phones.)

Progressive Discipline Tracy and Cathi

with Mike and the PA Players

Exercise

Management Training OutlineDay I:

Developing Personal Leadership Skills

Day II: Develop Coaching Skills

Day III:Apply Learning to

ProduceOutcomes

Takeaways

Three minute evaluations

Thanks for another good day in Augusta!

Management Training OutlineDay I:

Developing Personal Leadership Skills

Day II: Develop Coaching Skills

Day III:Apply Learning to

ProduceOutcomes

Welcome back!

Building off Day Two

Side nuggets (called Golden Eggs elsewhere) yesterday’s players and comfort zone… the courage to be imperfect… trust that others have good intentions …

Today we will be focusing on applying learning to produce outcomes.

Your job has changed. Seeing largerpictures has become more important.

Points of view can really help.

One on Ones and Feedback

One on Ones are about Conversations

Sometimes forms can be difficult

http://www.youtube.com/watch?v=I9LLZJFBWdc

The 20-30 minute conversation

One on Ones and Feedback

Situational Clarity and Teams

Sourced from Five Dysfunctions of a Team (Lencioni)

Exercise

Feedback / Feedforward

+ Checkout

Working with Bad Apples

(assuming they have to stay on the team)

Slackers

Story

Pessimists

Story

Jerks

Map Jerk – Pessimist – Slacker

“Personality Issue Behaviors”

Plan Make the “dynamic” as simple as possible –

what you can and can’t influence

ActIt’s about you.

All About You – Map, Plan, Act

“I can no longer accept this toxic person’s behavior.” Where’s the line?

See “Decision Tree”

Common BA Situations

Freeze-Frame Videos

Map Jerk – Pessimist – Slacker

“Personality Issue Behaviors”

Plan Make the “dynamic” as simple as possible –

what you can and can’t influence

ActIt’s about you.

All About You – Map, Plan, Act

A General Guide for Expressing Your Message

Seven Things Never to Say

1. “It’s Really Complicated” “Let me try to explain this” vaguely insulting acknowledging complicated

information

2. “Unfortunately, Those Are “It’s my responsibility to give the Rules” you the information about x.

The reasoning goes like this: xyz…” insensitive at least there’s some reasoning

3. “You Don’t Need To Know” “I can’t speak about that because I don’t know the exact reasoning behind it” or “I can’t talk about that because of confidentiality

issues …”

cuts off, isolates less confrontational

4. “I Can’t Do Anything I really don’t know what else I About It” could recommend.” – Have a

reason or explanation.

emphasizes lack of power builds credibility

5. “Calm Down” “What’s your most important upsets more concern right now?”

opens the door to solutions

6. “I’m Not Going to Say “It’s important that you This Again” understand this, so

please listen carefully.” vaguely threatening gets across sincere need

7. “I’m Telling You This For Instead – Point Your Own Good” out the specific benefits

condescending allows them to see what’s in it for them

After Lunch Beautifully Imperfect

video

http://www.youtube.com/watch?v=Nw0s4C0g5SM

Reverse Paranoia

Execise

Exercise

Professional Leadership Plan The plan of “being a great leader” is too abstract and impossible for you to measure.

“My team members say that I am an excellent motivator” or “I am known for breaking out of silos and seeing the big picture” are easier to measure. In the coming years, what do people say about your style? About how you do your job? What do people say you are known for? Please respond to these questions in a short paragraph.

Execise

Exercise

Professional Leadership Plan Strategic Actions Here you should explain three strategic actions that will help you move closer to your vision. Here we are talking about areas where you can build on strengths and address gaps in your leadership. Try to be as specific as possible. Example: I want to have greater influence in motivating my direct reports. I will X, Y, Z. Please Discuss Three Strategic Actions You Will Implement to Become a Better Leader…

ExeciseProfessional Leadership Plan People say that I am a person who enjoys assisting professionals be more confident in their roles. I want to have greater influence in getting new and exciting e-learning projects off the ground.

1.I will offer key people ideas and draft agendas.2.I will develop expertise in Adobe Presenter.3.I will hold people more accountable regarding actions, especially follow-ups – both in meetings and after meetings

Supervision and Roundups

video

http://www.youtube.com/watch?v=Pk7yqlTMvp8

Purpose and Outcomes

Purpose: to discuss “how-to” tools you can apply to help you get things done as a supervisor

(1)Help create ongoing community of OFI mgrs (2) Learn basics of proven management practices

(3)Learn to better influence performance relating to OFI specific needs

Three minute evaluations

Thanks for another good day in Augusta!

Conclusion

The Wedding Guest and

“The Big Thing”

Takeaways and final words