Breaking bad at work

d at Work…Managing People with

Love and Logic

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Would it be a benefit to your organization if you could improve

productivity?

• 70 % of organizations believe their performance management programs are average or below average

Organizations that do goals reviews quarterly – or even more often are:

• 50 % more likely to have above average customer satisfaction

• 65% more likely to be effective at controlling costs than organizations that revise goals only once a year

For performance management to be effective employees must have a clear

understanding of what is expected of them, yet…

• Nearly 50% don’t know what is expected of them

• The average employee spends 50% of their time on non-productive work

How does your organization function?

• Poor behavior issues?

• Trust, respect, productivity and/or morale could improve?

• Emotions sometimes hard to control from frustration or anger?

• Crisis mode…putting out fires a lot?

Why is a deeper understanding good?How can we improve and excel?

Do leaders need to be trusted and respected…

– from higher ups?

– from customers?

– from subordinates?

Do you know a leader who isn’t trusted?

How does that work?

Our Objectives

• Learn why and how to change poor behavior without compromising morale and productivity

• Learn to build trust and respect as a leader

• Learn the importance of controlling your emotions at work

• Learn to be compassionate in dealing with conflict

• Learn how to manage your time to stay out of crisis mode, prevent problems from occurring, and improve your knowledge base

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problem you behaved yourself into.

You can restore trust through credibility and behavior.” Adapted from Stephen Covey

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• What happens when we are too hard on employees?

• What happens when we are too easy on them?

• What if there is more to the story than we know about?

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ior • Address specific behavior

– Facts only, who, what, where, when

– No opinions, no speculation

• Explain why– Impact of their actions on individuals, team, organization

• Clarify expectations– Expected behavior must be very clear

– Allow for input, questions, clarification

– Ask them to describe expected behavior

• Listen– EAP, Developmental needs, Resources

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• What is empowerment?

• How does empowerment affect the

workplace?

• Who would like their employees to be

– Self-motivated?

– Conscientious?

– Productive?

– Happy?

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A Leader Cannot

Motivate Anyone

A leader can help in creating an

environment where people are more

likely to motivate themselves.

Susan Fowler - Senior Consulting Partner at The Ken Blanchard Companies& Author of “Why motivating people doesn't work...And what does”

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Susan Fowler - Senior Consulting Partner at The Ken Blanchard Companies& Author of “Why motivating people doesn't work...And what does”

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What is Intrinsic Motivation?

• Autonomy = Empowered

• Mastery = Competence

• Purpose = Big Picture

Adapted from Daniel Pink’s Best Selling Book “Drive”.

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Benefits that motivate employees?Higher Salary vs. Comprehensive Health Benefits• 75% of employees prefer good health coverage vs. higher salary• How much was it worth?

– An extra $11,000 in yearly salary to give up medical benefits

What do employees really want from managers?• 92% say honesty from the organization• 89% trust from supervisors• 87% fair opportunities for advancement

• 25% emotional support• 20% flexible schedules• 15% family-friendly programs

• 3% widespread friendship and socialization with colleagues• 2% explanations from upper management of the company’s long-

term goals

Adapted from http://www.hrbenefitsalert.com/

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ior What is a Coach?

• Situational*

• Developmental*

• Coaching Change

1. Pre-contemplation

2. Contemplation

3. Preparation

4. Action

5. Maintenance

* Ken Blanchard – The Ken Blanchard Companies

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Coaching Employees?

• Questions equal Empowerment

– Do you feel more empowered when doing

…what someone told you to do

…what someone told you needs to be done

…what you decided you should do

…what you decided needs to be done

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1. Keen observation

2. Powerful inquiry

3. Active listening with clarity

4. Responding tactfully

Bad Coaching1. Diagnosing problems

2. Analyzing past behaviors

3. Offering solutions or advice

4. Imposing decisions

Coach vs. Consultant vs. Therapist

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ect Trends in High Performing Organizations

FOCUS ON…

➢ Your People

➢ Transparency

➢ Collaboration

➢ Engagement

5 Major Insights1. Economy improving with trust in leadership

2. Transparency from leaders about improvements

3. Involvement of employees in company affairs

4. Engagement skyrocketing

5. Leaders “Walking the Talk”

Adapted from Interaction Associates and the Human Capital Institute (HCI) Research Study

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Employee perceptions of:• fairness in dealing with diverse

customers and employees

Murat Philippe, director of workforce consulting services, Avatar Solutions, Chicago, Sept. 10, 2015.

Employee perceptions of:• job satisfaction

• career development and recognition

• co-worker satisfaction

• supervisory satisfaction

• organizational effectiveness

…is at the root of the relationship

http://www.avatarsolutions.com/

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"Who's sinking your boat?" by Bob Kelleher and his company, the Employee Engagement Group.

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ect Being an example is not

a way of influencing others,

it is the only way.-Albert Einstein

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Developing Individuals:

• Always ask a question before providing feedback.

• See if they are open to suggestions before offering advice.

3 Steps to Ownership:

1. Share positive attributes

2. Share opportunities for

improvement

3. Ask if they agree “Avoid the power over differential”

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5 Top Leadership Actions

1. Set employees up for success

(i.e. tools, resources, learning opportunities)

2. Provide adequate information around decisions

3. Seek input prior to making decisions

4. Consistently act in alignment with company values

5. Give employees inspiring, shared purpose to work

toward

Adapted from Interaction Associates and the Human Capital Institute (HCI) Research Study

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Priorities of these organizations (HPOs)

1. Focus on customer loyalty

2. Attraction, deployment and development of talent

3. Consistent execution of strategy

4 most effective traits appreciated in leaders

1. Optimism and confidence

2. Continually aligned with organizational values

3. Acknowledging team and individual performance

4. Being an effective communicator

Adapted from Interaction Associates

and the Human Capital Institute (HCI)

Research Study

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ect I'm not concerned

with your liking or disliking me. All I ask is that you respect me as a human being.

- Jackie Robinson

“Treat everyone with respect…You don't have to respect someone in order to treat them with respect.”

- Brad Worthley

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If you have the choice

would you rather be

liked or respected?

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“How an Accounting

Firm Convinced Its

Employees They Could

Change the World”

Harvard Business Review 10/6/15,

by Bruce Pfau, PhD., Vice Chair of KPMG

Human Resources and Communications

Engagement Video

https://www.youtube.com/watch?v=JZmZoURcmXI

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Do our emotions control us?Reacting with emotions can hand control over to others

1. Time out from the situation (still urgent but without immediacy)

2. Reflection (think it over while timing out)

3. Left brain it

Left brain - logical, analytical, objective

Right brain - intuitive, thoughtful, subjective

What other ways to control emotions?

1. Assertiveness – stay out of the Drama Triangle

2. Verbal Judo – use tactful words

3. Coaching – ask questions to clarify

Should you hire for Personality or Attitude?

Pattern of Conflict

DramaTriangle

Persecutor

Victim

Rescuer

Nonassertive, inadequate, helpless, sad, scared, guilty, I’m NOT OK. Stress or low self-esteem attracts rescuers or persecutors.

Aggressive, attacking, direct

or indirect sabotage, angry,

righteous, superior…Makes victims feel they

are NOT OK!

Nonassertive or aggressive, won’t say “NO”, assumes superiority over victim.

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How does Assertiveness keep you out of the Drama

Triangle?

Adapted from Karpman MD, Steven (1968). The Karpman Drama Triangle

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Words and phrases to eliminate

‘you know’…‘maybe’…‘kind of’…‘sort of’…‘only’…‘just’…‘I guess’

Avoid exaggerations and negative judgments

“Those idiots never do it right the first time!”

“These inaccuracies are happening too often!”

Polite Commands or Direct Requests

“Would you mind doing this so I can get to my meeting on time?” (only asks the person to consider doing it – does not ask them to do it)

“Will you please do this so I can get to my meeting on time?”

How to come across as more assertive?

4 Steps to Influence Responsibility and Self-Confidence

1. Give them a responsibility✓ You will be the judge of how important the task, start small!

2. Trust them to carry it out, with some direction and positive coaching

3. Allow them to fail without coaching or ridicule. Express empathy!

4. Turn right around and give them the same responsibility all over again with little guidance✓ Implication that they are capable of figuring it out on their own. People learn

from their mistakes and they will learn also.

REPEAT…with bigger responsibility

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tUsing Compassion…

Foster Cline, MD and

Jim Fay, “Parenting with

Love and Logic”

Help them draw strength from their strengths…

1. What are they best at?

2. Give them strength for other tasks they don’t do so well.✓ Encourage them to do other tasks like the things they do

best…same passion, commitment, resourcefulness.

3. Ask them how you might be able to help.

4. Never take something away they do well until they improve greatly in things they don’t do well.✓ Leads to discouragement that they can’t do anything well

except what they are no longer tasked with.

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Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”

Learning how to say NO!

1. Say “NO” as seldom as possible.

✓ Don’t use the word if you don’t need to.

2. Say no as much as necessary.

✓ Use the word only if you must.

3. Mean business when you do say “NO”!

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Asking questions without interrogating

➢“It seems to me that…”

➢“I’ve noticed… Do you have any thoughts on that?”

➢“I’m pleased that you did well on… What did you think about it?

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Time Management Matrix✓ Your organization’s Vision or Mission

Statement clarifies:

• What is most important

• What gives the organization meaning

• Purpose for being

✓ Important activities support your vision,

values and department goals

✓Activities are urgent if you or others feel

they require immediate attentionTim

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Adapted from Steven Covey’s 7 Habits of Highly Successful People.

Time Management MatrixNot UrgentUrgent

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I II

III IVACTIVITIES:

• Some interruptions• Some phone calls• Some meetings

ACTIVITIES:

• Prevention

• Production capability activities

• Relationship building• Coaching and developing• Exercise

ACTIVITIES:

• Crises• Pressing problems

• Deadline driven projects

ACTIVITIES:

• Busy work• Junk mail• Some phone calls• Time wasters• Personal emails


Avoiding Crisis Mode…Managing your emotional energy

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3 Principles to help you “bite your tongue” …and use tactful language

1. If it’s not an emergency it doesn’t have to be handled right then.

“Can we meet tomorrow about this issue, I have an opening at 2pm?

2. Generally speaking, the more emotional the situation the more important it is to gather your thoughts, make notes and be prepared for the discussion.

Decide what you plan to say ahead of time and envision how you will say it and what questions you will ask for buy-in and clarification.

3. Discuss it with someone before you decide what to do.

Allow time to leave the “emotional state” and enter the “thinking state”.Tim

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tReducing / Preventing Problems…


1. Improve your knowledge base…

✓ Schedule yourself time to read related articles, books or attend seminars or webinars. “Always learning, always growing”

2. Plan your morning, afternoon, day, week, month, quarter

3. Plan physical time

4. Plan mental time

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tTake time for yourself…


Mindfulness

– the opposite of multitasking –

…Focused, more productive, fewer mistakes – achieved through a few minutes of daily

meditation.

STOP = Stop; Take a break; Open up, soften observe; Proceed

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tHow to increase your employee

engagement factor…

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t How to increase your employee engagement factor…

• Don’t expect an overnight transformation

• You’ll quickly get discouraged. Take it one step at a time

• Don’t go back to the old status quo

• Apply something you’ve learned today

What really stood out for you that you could implement next week?

Re

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yThings to remember…

Don Johnson

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Breaking bad at work

Business

Transcript of Breaking bad at work