Giving Feedback and Giving Feedback and Motivating people in Motivating people in

YOUR firm?YOUR firm?

Gatto Associates, LLCGatto Associates, LLC750 Washington Road750 Washington RoadPittsburgh PA 15228Pittsburgh PA 15228

412-344-2277412-344-2277Rex GattoRex Gatto

OverviewOverviewThis presentation is based on the books:This presentation is based on the books:

Smart Manager FAQ Smart Manager FAQ by Rex Gattoby Rex Gatto

21 Indisputable Qualities of a Leader 21 Indisputable Qualities of a Leader by John Maxwell by John Maxwell

Organization Behavior Structure ProcessOrganization Behavior Structure ProcessBy James GibsonBy James Gibson

OverviewOverview Defining FeedbackDefining Feedback Feedback and DevelopmentFeedback and Development How motivation plays a part in LeadingHow motivation plays a part in Leading Motivational StrategyMotivational Strategy Identifying Motivational FactorsIdentifying Motivational Factors

Section 2Section 2

COMMUNICATIONCOMMUNICATIONpages 181-190; 191-202; 159-180pages 181-190; 191-202; 159-180

Coaching-FeedbackCoaching-Feedback

Two Types of FeedbackTwo Types of Feedback

Supportive:Supportive: maintain maintain strengthsstrengths

Corrective: Corrective: enhance enhance your actions or skillsyour actions or skills

FEED THE FUTUREFEED THE FUTURE

Job-related FeedbackJob-related Feedback

Four Stages of FeedbackFour Stages of Feedback

SARA

People do not have to go through all 4 stages

Coaching-FeedbackCoaching-FeedbackTo create consistency within the firm, people should have a clear understanding as to the motivational, behavioral actions they will take and what level of performance is needed.

Behaviors are discussed (debrief): highlights, strengths, and areas for development.

Candid FeedCandid FeedbackbackFeed Feed ForwardForward

The coaching process creates a mechanism for candid feedback that can support leadership, followership and teamwork, effectiveness and level of skill needed to accomplish individual, department/niche and firm goals

Behavior PatternsBehavior Patterns

Implementing the feed-forwardforward process for people is most effective in establishing the behavior patterns needed to sustain your firm now and in the future. The feedback process creates your firm’s culture.

FeedbackFeedbackCreates a common language for development by identifying the level of functional performanceIdentifying the right actions and enhancement areas Creates firm consistency through a process that supports development.

FeedbackFeedback

A process, involving staff and firm leaders that supports individual growth, which leads to firm growth.

Motivation Through Motivation Through Performance AppraisalPerformance Appraisal

Phase I - Set the ground rulesPhase I - Set the ground rulesPhase II - Give feedbackPhase II - Give feedbackPhase III - Identify strengths & Phase III - Identify strengths &

opportunities for developmentopportunities for developmentConclusion - Ask for agreed-Conclusion - Ask for agreed-

upon-goals; ask how the upon-goals; ask how the person feelsperson feels

RewardsRewards

What is What is rewarded and rewarded and recognized, recognized, people will people will move toward move toward and become!and become!

Why Working Associates Are Why Working Associates Are MotivatedMotivated

Trust & Respect

Important Job

Deserved Praise

Support

The behaviors rewarded today are the very behaviors that associates will develop for

tomorrow

How to Give Praise and How to Give Praise and ReprimandReprimand

State the issuesState the issues Identify and focus on Identify and focus on

factsfacts Discuss resultsDiscuss results Focus on individual Focus on individual

employee onlyemployee only Listen without Listen without

rebuttalrebuttal

Why Praise and ReprimandWhy Praise and Reprimand Why do you Praise?Why do you Praise?

Why do you Reprimand?Why do you Reprimand?

MotivationMotivation ActAct Have courageHave courage Communicate on the Communicate on the

level of the listenerlevel of the listener Answer what is in it Answer what is in it

for youfor you Identify the trade-offsIdentify the trade-offs

Opportunity + desire Opportunity + desire + ability+ ability

Identify what you Identify what you want to accomplishwant to accomplish

Be realisticBe realistic Identify your biasIdentify your bias Give yourself and Give yourself and

others recognitionothers recognition

OarsOars

OARS

Leaders who MotivateLeaders who Motivate

Development of Present and Development of Present and Future LeadersFuture Leaders

Feedback as a developmental process to support individual growth.

What are you doing right:catch them doing ittell them and reward them for doing it; spot bonus comp time

Leadership Styles that MotivateLeadership Styles that Motivate

Utilizing the appropriate style and level of leadership motivates and encourages the followers.

Self DevelopmentSelf DevelopmentWork with the end in mind.Work with the end in mind.Listen first—collect informationListen first—collect information

—then respond (talk second).—then respond (talk second).Ask the right questions; don’t Ask the right questions; don’t

give answers.give answers.Be a multiple service provider.Be a multiple service provider.Be flexible.Be flexible.Challenge your own thoughts.Challenge your own thoughts.

Self Development #2Self Development #2Self-worth is not based on what Self-worth is not based on what

you do.you do.Learn to effectively deal with Learn to effectively deal with

uncertainty.uncertainty.Maintain a sense of humor.Maintain a sense of humor.Enjoy change.Enjoy change.Look for alternatives rather than Look for alternatives rather than

a single solution.a single solution.Leaders know when to follow Leaders know when to follow

and let goand let go..

Rewards and MotivatorsRewards and MotivatorsIs the Reward Process:

equitable and fair; does it reward what you want people to continue to do by way of performance, attitude, communication, and client relationship?

able to identify the performance level and quality of the work you want people in the future to strive to attain?

going to be presented in such a way as to motivate all employees, pointing out the appropriate people for their contributions?

Rewards and Motivators #2Rewards and Motivators #2Is the Reward Process:

going to lead the partners/managers/staff to rely on one another and build a team or departmental approach you want to reinforce as a firm?

going to reward successful or appropriate behavior and performance with the client?

Defining MotivationDefining Motivation

Motivating BoomersMotivating BoomersSecurity, work ethic and advancement

Self actualization through work, personal growth, and self improvement

Health and wellness

involvement and team work

Recognition, feel rewarded, and participatory management

Motivating Gen XMotivating Gen XDiversity with challenging work, Global thinking through connectivity and the internet, life balance or flexibility to work, non traditional hours, and in mobile locationsloyalty is directed more to managers than the organization, fun, informality, and self reliance, Lewis (2005). Gen X is the generation that is more concerned about building resumes full of experiences and references, not long-term relationships with organizations. Loyalty Unplugged Buahene & Kovary (2007).

Motivating Gen YMotivating Gen YOptimistic, civic minded, confident, Achievement oriented, Sociable, moral, street smart, and diverse“ME” generation who have never experienced losing

Received gold stars at school whole team received trophiestheir opinions, listened to and their suggestions have been acted It seems that they enter workplaces with the expectation = parents. Lewis (2005).

Why Gen X and Y-ers Stay or Why Gen X and Y-ers Stay or leaveleave

Boredom ranks high on the Xers and Yers list of reasons to stay or leave a firm.

Since compliance is a routine function, accounting firms are at risk.

What motivates: career opportunities, environmental policies, ethical companies, and a strong employment brand, approachable managers and partners, less intimidating, focus on expectation and mentoring Andrea Roberts Generation Y What it Means for CA

Motivational DevelopmentMotivational Development

Key to firm success is Key to firm success is to ensure people are in a to ensure people are in a growth and developmental processgrowth and developmental process

Focus is on skills, behaviors and Focus is on skills, behaviors and needed technical knowledgeneeded technical knowledge

There is demonstrated and measurable There is demonstrated and measurable growth each yeargrowth each year

Development of People Development of People through a Measured Processthrough a Measured Process

We define the metrics for We define the metrics for performance factors that create performance factors that create consistency through a common consistency through a common

descriptive performance languagedescriptive performance language

What’s your Motivation?What’s your Motivation?

Strengths and TalentsStrengths and TalentsThe Motivational Profile outlines the reason we put out effort that establishes our strengths and talents

Performance = Competence X Motivation

Firm ChallengesFirm Challenges

Succession planning; creating a deep bench

Making sure leadership team does not lose sight of the “North Star”: your guiding philosophy,

Getting the vision, mission, strategies and objectives aligned through feedback

Ensuring that leaders walk the talk

Firm Challenges #2Firm Challenges #2

Aligning decision-making, policies and programs with vision, strategy, and values to performance;

Balancing business expectations (short-term) against strategic business objectives (long-term) staff capabilities

Balancing the need to be nimble with the need for critical mass

Leadership Challenges Leadership Challenges CultureCulture

In reality, a firm's culture is defined by what the top partners actually do.

That makes the top firm leaders, ipso facto, ultimately responsible for the culture of the firm —including the ethical culture.

Staff Follow the LeaderStaff Follow the Leader StaffStaff Model LeadersModel Leaders Emulate boss’ behaviorEmulate boss’ behavior Do what boss does because:Do what boss does because:

They get paid by bossThey get paid by boss They are recognized by bossThey are recognized by boss They are promoted by bossThey are promoted by boss

Action PlanAction Plan What will you now What will you now

do differently?do differently? What actions can What actions can

you maintain or you maintain or enhance?enhance?

What actions can What actions can you change?you change?

SummarySummary

Challenge yourselfTo be the best version of a leader that

you can

Are you the best version of YOU?