Shape Your Culture Through Your Leadership

Day to Day Interactions

7/1/2019

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7/1/2019 Version 2-08 TVH

How to Shape Culture & Core Values with Your Day to Day to Interactions ?

Active Listening How to Actively Listen

Why, When & What

On the Spot Feedback Receiving & Providing Feedback to Individuals & Groups Utilizing the Start,

Stop & Continue Tool.

On the Spot Coaching Immediate feedback that is specific to positive or negative behavior.

When to address an issue and how to utilizing the STAR/AR Tool.

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How to Actively Listen

•Showing, through verbal and nonverbal cues, that you hear and understand the other person

ParaphrasingSummarizing or repeating, in your own words, the content of what the direct report has said

EmpathizingReflecting your understanding of what the direct report is feeling and the reason for the feeling

QuestioningProbing to find out more about what the direct report said or about why he/she said it

Acknowledging

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Active ListeningSKILL WHAT WHEN WHY HOW

Acknowledging

Responding in a way that shows you hear and understand the direct report.

Showing interest verbally and nonverbally.

When you and the direct report seem to be on the same track.

Shows that you are paying attention and that what the person is saying is important to you.

Encourages the person to continue speaking.

Use nonverbal cues: facial expression (e.g., smiling), eye contact, open posture, sitting straight, nodding, taking notes.

Use verbal cues: saying, “I see” or “Uh-huh.”

Concentrate and control distractions.

Paraphrasing

Summarizing or repeating, in your own words, the content of what the direct report has said.

You want to check you understanding of what the direct report said.

The person has said something confusing or complex.

A direct report is rambling or stuck on a point.

Shows that you understand (but not necessarily that you agree with) what the other person is saying.

Moves the conversation along without eroding self-esteem.

Summarize the content of what the other person has said, in your own words. Do not show approval or disapproval, and avoid “parroting” the direct report (using his/her exact words).

Work hard to understand the other person’s point of view (rather than planning your rebuttal).

If you disagree, restate the other person’s point of view before stating your own.

Empathizing

Reflecting back, in your own words, your understanding of what the direct report is feeling and the reason

for the feeling—without adding any opinions or advice.

A direct report expresses concerns.

A direct report comes to you in a highly emotional state and is not yet ready to move on to problem solving.

Helps the person calm down and devote energies to problem solving.

Encourages people to think for themselves, diagnose their own problems, and discover their own solutions.

Conveys your trust in the person’s ability to be self-directing, responsible, and independent.

Listen for the nonverbal as well as the verbal message. It is especially important to probe when the nonverbal message is inconsistent with the verbal message.

Respond empathetically by being patient and non-judgmental, and by reflecting feelings.

Do not interrupt. Let people vent if they are upset. People are less likely to be hostile or resistant if they feel that they are being listened to.

Overcome the urge to ignore, disagree with, or reject what people say.

Questioning

Probing to find out more about what the direct report said or about why he/she said it.

You need a better understanding of a situation.

You need to guide the conversation.

You want to gather specific information.

You want to involve the direct report.

Provides additional information.

Clarifies information.

Encourages problem solving.

Use open-ended questions to promote two-way discussion and problem solving.

Ask questions that encourage “how can we?” thinking.

Avoid asking questions that put people on the defensive (for example, “Why did you…?” “Why didn’t you…?”).

Avoid leading questions (for example, “Don’t you agree that…?”).

Don’t ask, “Do you understand?” to check for understanding!

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On the Spot FeedbackS.S.C. What is it?

Start, Stop & Continue

• The S.S.C. model is a useful on-the-spot tool for providing and receiving immediate feedback. It is used as a technique for generating ideas, solving problems, and creating, preventing or reinforcing behavior changes between groups or individuals. Using the three basic titles (START, STOP, CONTINUE ) observe the individuals or groups behaviors/actions. They may need to STOP because of the negative or incorrect consequences. Perhaps there is a behavior/action they need to START doing that would have a positive impact for the individual or groups. The most important element of the SSC is what YOU need them to CONTINUE doing. The behaviors/actions that are their strong suite, the ones you count on them to deliver above all the other priorities that they face day to day.

• START – Things you want to put into place in order to improve the situation and achieve your goals. What can you start doing in order to achieve your goals? What new activities, attitudes, or behaviors can you initiative in order to move in theright direction?

• STOP – These are the barriers that are getting in the way. What do you need them to stop doing right now. in order to move towards your goals? What are you doing that has nothing to do with your goals or is working against them? How are you getting in your own way? What is not serving your interests? What negative things have you been tolerating (e.g. other people’s behaviors, your own behaviors, low standards) and how can you stop tolerating those things as you move forward?

• CONTINUE – Behaviors/Actions that people count on you to deliver above the fray. Must haves that you drive that will help you/us achieve your goals?

Set the Culture Expectations for On the Spot Feedback

Leader Coaching Expectations

• Provides regular, timely, candid feedback/coaching throughout the year to eliminate last minute discussions and avoid surprises.

• Fosters an environment that invites a 2-way dialogue (open, candid, timely)

• Regularly identifies and acknowledges contributions.

• Provides employees regular coaching for development and growth.

• Effectively assess and addresses performance issues.

• Coaching discussions include both the what and how (skills/competencies/behaviors).

• Managers and employees have tools/training to provide effective feedback/coaching

• Holds all employees accountable for their actions and department.

Employee Coaching Expectations

• All employees are held accountable for their actions and personal development

• Seek and provide effective (open, candid, timely) feedback. “No laying in the weeds”.

• Provide feedback to manager on how well they are providing direction and feedback.

Rules of Engagement• “Nameless, Rankles”-feedback to a new hire is just as

critical as feedback to a higher level manager. Also, feedback from a new hire is just as appropriate as feedback from a higher level manager.

• Confidential to those who are participating• Recipient captures & acknowledges feedback• Recipient follows feedback with a summary of the

feedback, and actions they are willing to take to act on the feedback or seek clarification.

• Start, Stop, & Continue for Individual/Group InteractionsReceiving/ Active Listening :

• Start

– What should I start doing as your leader that would ensure we are living our culture and core values?

• Stop

– What barriers do I create that prevents us from living our culture and core values ? What should I STOP?

• Continue

– What do you count on me to bring in this role that reinforces our culture and core values? What do you need me to continue doing as top priority in this endeavor?

Providing/Directing:

• Start

– You need to START doing (specific behavior or action) to support our culture and core values ?

– We need you to START following DAY 1 Care Procedures Immediately. If you need help, you are to ask your supervisor or designated DAY 1 specialist without hesitation.

• STOP

– Team we need to STOP (specific behavior or action) the watercooler talk. If you have a challenge with someone on the team, address it with them or your supervisors. You are NOT to discuss it with other teammates. Transparency and candor are core elements of our core values.

– Team we need to STOP letting other priorities prevent us from executing our DAY 1 Care Procedures. If your confused or don’t know how your going to get all the work done ask your supervisors or DAY 1 Care Specialist.

• Continue

– Please CONTINUE (specific behavior or action), this (specific behavior or action) is a great example of what our culture or core values are about.

– Team please CONTINUE your (specific behavior or action), in following our DAY 1 Care Procedures. Your dedication and discipline in maintaining it as the first priority sets the example for our others farm teams.

S.S.C Examples

Definition of Coaching•Coaching is a process of providing specific feedback that influences behavior or action.

Effective coaching requires that . . .

You set clear expectations for

– Results and

– Behaviors

You are observant

You are responsive

You build a relationship with your employee

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On The Spot Coaching In response to a specific

observed behavior or situation Takes place immediately or as

close to the observation as possible

Is generally a brief, focused interaction

The Science Behind Coaching: Behavior Modification*

Antecedent Behavior Consequence

Stimulus Action Response to the action/behavior

*Contributors to the field of behaviorism, from which this model is derived, are Ivan Pavlov,B. F. Skinner, John B. Watson and Edwin Lee Thorndike

As a Coach:

• Immediate• Pinpointed to a specific behavior• Tailored to the employee and situation• Frequent and consistent• Results-based• Sincere

To be effective consequences/feedback

need to be:

Activelyobserve

Provide timely feedback

Set clearexpectations

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Giving Feedback

•WHEN and HOW consequences/feedback is provided has a HUGE IMPACT on behaviors, for example . . .

A good behavior that gets no response (consequence) from a leader may REDUCE the likelihood that the behavior will be repeated.

An unacceptable behavior that gets no response from a leader may INCREASE the likelihood that the behavior will be repeated.

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Situation/

Action/behavior

Result/impact

Task

Situation/

Action/behavior

Result/impact

Alternative Actionor Behavior

Result/impact

Task

Positive Constructive

A Tool for On-the-Spot Coaching

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“ Your Day to Day Interaction is Their Real Culture”

Draw Upon Your Own Experiences Think of a situation recently at work when you observed

a missed opportunity to provide feedback.

Be specific. Did the action of the employee resulted in a negative or positive impact?

Why do you think feedback was not provided?

What was the result of not providing feedback?

Can you circle back and provide them with feedback?

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Troy Van HauenAccelerated Performance TechniciansCEOCell: (618) 830-8362Email: Troy@acceleratedperformancetechs.comWebsite: http://acceleratedperformancetechs.comMount Juliet, TN 37122

Questions ? Please reach out to Troy