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How Caribbean Executives
Can Raise Their Standards
Francis Wade
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Confere...
We want high accomplishments
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
2
More than individual standouts
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
3
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
4
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
5
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
6
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
7
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
8
History
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
9
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
10
A Caribbean Solution
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
11
My
case
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
12
With high quality confrontations…
What problems could be resolved?
Who would work well with whom?
What new standard could ...
How to Close the Gap?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
14
1. Develop a
hypothesis
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
15
What are the causes of the problem?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
16
Poor Sales
Lack of leads
N...
Why behaviours?
They are essential for change
to occur
They are often ill-defined or
unknown
They come after every other
a...
Assumption Consistent,
deliberate
practice
impacts
performance
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
18
Behaviours that
are:
Observable
Coachable
Visible
Video-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
19
For the problem you chose before…
What are the underlying behaviors you want to
stop or start?
HRMATT’s 9th Biennial Confe...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
21
Case Study
A client in 3 Caribbean countries (T&T, Barbados
and Jamaica)
Change coaching behaviours
HRMATT’s 9th Biennial ...
Custom Design:
Embed behaviours into 2 person interactive cases
with a Protagonist and an Actor
HRMATT’s 9th Biennial Conf...
Cases were custom-built
Involved interviewed with multiple executives
Looked for realistic situations
Used real language /...
For Example
Unknown to him, the employee has received
another job offer (for the same pay) and is in
the final stages of m...
Protagonist
The focus of the training
in each role-play
Tries his best to meet a
pre-set goal
Receives a description of
th...
Actor
Follows a scripted role
Attempts to give the
protagonist a challenge
Receives a description of
the case from her
per...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
28
2. Throw people in
Quiz: Starting the session
What’s the best way to start?
a) Teach people the correct best practices in the
behaviour befor...
The Answer:
Each training session began with a short outline
of the principles to be used
Experience shows that what is ou...
Capture the
interaction
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
31
3. Going for Immediate Improvement
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
32
Bad
Performance
Debrief the video-tape slowly
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
33
Twin Objectives
Feedback for the protagonist
Clearly-defined best-in-class
behaviours
HRMATT’s 9th Biennial Conference – M...
Further practice
Ask the Protagonist to
repeat the role-play
using the advice
received (no cameras
required)
HRMATT’s 9th ...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
36
Why did that
work?Why did I
fail?
Why didn’t my
experience
mat...
Behaviour Traps: Trinidadians
Friendly and so indirect that the actor
would have no clue the shoe was
about to drop
HRMATT...
Behaviour Traps: Barbadians
A Bajan boss spoke for the entire 7
minutes, then defended the need
to do so – publicly defere...
Behaviour Traps: Jamaicans
Either indirect and vague, or in
school-teacher lecturing mode.
HRMATT’s 9th Biennial Conferenc...
No one-size-fits-all; each individual
needs enough practice to get better
HRMATT’s 9th Biennial Conference – May 13th & 14...
Summary
High standards require new skills
All organizational improvements require
collaboration and feedback
The best feed...
Receive My Special Report
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
42
Minnie Mouse minnie@disney.com
John ...
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How Caribbean Executives can raise their standards - HRMATT

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  • Title: ……How Trinidadian Executives Can Raise Their Standards Date and Time: …………To be decided/assigned……………………………………... Abstract: (200 words) “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world's capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver's Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions, and as its descendants we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk however. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region's professionals are loathe to give feedback, but also that it's easy to correct the problem with the right intervention using customized cases and video-taped feedback. Come and learn the nuances of changing a core behaviour that plagues Trinidadian companies.
  • Strong Start
  • We have a history of cultural confrontations gone bad
  • Historically – British confrontation
  • You know - Only way to high standards as a group is fast, effective confrontationDilemma – how do you resolve our need for harmony with our desire for results?
  • Point A
  • Dilemma – how do you resolve our need for harmony with our desire for results?Point B
  • I had to fire two partners. It took an hour of tense coaching to have a decent 5 minute conversation. McKinsey
  • With little preparation, ask them to play roles in the cases
  • With little preparation, ask them to play roles in the cases
  • Take feedback using a standard model from all observers
  • Shows the immediate value of a suggestion- some suggestions won’t work- others can participateTe protagonist can be surprised by what works and how it feels
  • As new generations enter the workplace, more practice is needed
  • Lights! Camera! Action!
  • Transcript of "How Caribbean Executives can raise their standards - HRMATT"

    1. 1. How Caribbean Executives Can Raise Their Standards Francis Wade HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 13-4, 2013
    2. 2. We want high accomplishments HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2
    3. 3. More than individual standouts HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 3
    4. 4. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 4
    5. 5. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 5
    6. 6. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 6
    7. 7. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7
    8. 8. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 8 History
    9. 9. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 9
    10. 10. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 10
    11. 11. A Caribbean Solution HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 11
    12. 12. My case HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 12
    13. 13. With high quality confrontations… What problems could be resolved? Who would work well with whom? What new standard could be set and achieved? What stress would disappear? With a partner, pick one interpersonal situation that you want to improve. Take 2 minutes. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 13
    14. 14. How to Close the Gap? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
    15. 15. 1. Develop a hypothesis HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 15
    16. 16. What are the causes of the problem? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 16 Poor Sales Lack of leads Not asking / leads Not adding prospects to database Weak closing Poor closing techniques
    17. 17. Why behaviours? They are essential for change to occur They are often ill-defined or unknown They come after every other approach has been tried HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 17
    18. 18. Assumption Consistent, deliberate practice impacts performance HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 18
    19. 19. Behaviours that are: Observable Coachable Visible Video-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 19
    20. 20. For the problem you chose before… What are the underlying behaviors you want to stop or start? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 20 With a partner, choose one behaviour to focus on. Take 3 minutes.
    21. 21. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21
    22. 22. Case Study A client in 3 Caribbean countries (T&T, Barbados and Jamaica) Change coaching behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22
    23. 23. Custom Design: Embed behaviours into 2 person interactive cases with a Protagonist and an Actor HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23
    24. 24. Cases were custom-built Involved interviewed with multiple executives Looked for realistic situations Used real language / jargon Exaggerated to emphasize an acute problem HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24
    25. 25. For Example Unknown to him, the employee has received another job offer (for the same pay) and is in the final stages of making a decision. This interaction will help her decide. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 25 A manager must convince a seemingly lazy employee to improve her timeliness. She has started to arrive late to every single meeting.
    26. 26. Protagonist The focus of the training in each role-play Tries his best to meet a pre-set goal Receives a description of the case from his perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26
    27. 27. Actor Follows a scripted role Attempts to give the protagonist a challenge Receives a description of the case from her perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27
    28. 28. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28 2. Throw people in
    29. 29. Quiz: Starting the session What’s the best way to start? a) Teach people the correct best practices in the behaviour before doing the video-taping b) Start video-taping right away c) Give a brief outline of the best practices d) It doesn’t matter e) A different answer not included above HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 29
    30. 30. The Answer: Each training session began with a short outline of the principles to be used Experience shows that what is outlined makes little/no difference The real action starts when the video tape starts rolling – everyone wakes up The principles are introduced during the debriefing HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 30
    31. 31. Capture the interaction HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 31
    32. 32. 3. Going for Immediate Improvement HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32 Bad Performance
    33. 33. Debrief the video-tape slowly HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33
    34. 34. Twin Objectives Feedback for the protagonist Clearly-defined best-in-class behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 34
    35. 35. Further practice Ask the Protagonist to repeat the role-play using the advice received (no cameras required) HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 35
    36. 36. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 36 Why did that work?Why did I fail? Why didn’t my experience match the result?
    37. 37. Behaviour Traps: Trinidadians Friendly and so indirect that the actor would have no clue the shoe was about to drop HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 37
    38. 38. Behaviour Traps: Barbadians A Bajan boss spoke for the entire 7 minutes, then defended the need to do so – publicly deferential to a fault HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 38
    39. 39. Behaviour Traps: Jamaicans Either indirect and vague, or in school-teacher lecturing mode. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39
    40. 40. No one-size-fits-all; each individual needs enough practice to get better HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 40 Culture Change!
    41. 41. Summary High standards require new skills All organizational improvements require collaboration and feedback The best feedback is often the hardest to give Steady, deliberate practice is the only tactic that works HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 41
    42. 42. Receive My Special Report HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 42 Minnie Mouse minnie@disney.com John Smith-Ramlogan john@tstt.net Add your contact information to my list
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