Influencing Others: To Do What They Are Supposed To Do


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2012 ASTD MS Annual State-wide Symposium

Breakout Session 1 by Wanda J. Freeland, S.M.A.R.T. Performance Solutions.

June 14, 2012. The University of Southern Mississippi Gulf Park Campus.

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  • 14thadm - legal theory (“job as property doctrine”) states “employment is a fundamental right of American workers. Further more , the loss of employment has SERIOUS IMPACT on a person’s life and a person should NOT lose their jobs WITHOUT the protection of “due process as afforded under the 14th amendment to US Constitution. Due process – recognizing emp right to be informed of unsatisfactory performance AND to have a chance to defend himself and improve BEFORE adverse employment action (such as discharge is taken. DUE PROCESS means Emp must understand your expectations/consequence of failing to meet your performance standards. 2. Employer MUST be consistent in aplication of rules. Failure to follow through on threatened consequences COUL damage credibility of disciplinary systems and set uninteded precedent. 3. Must be appropriate for for offense. 4. EE given opp to respond – one area most lacking in defense. 5. Allow EE REASONABLE time to improve performance.So----IF a termination is taken into court, this amendment could be used as a basis IF the termination cannot be justified. Termination is NOT an emotional issue, it should be a PERFORMANCE issue thus the need for accurate, timely, and progressive documentationEmployee HandbookInforms Emp of discipline policy – everybody knows!Advises, that when necessary, will be enforced FAIRLY/ConsistentlyGeneral in application/consequencesEx: not specific that if you do this, then this will happen EXCEPTION: Extreme or criminal acts – drugs, alcohol, violence, sexual harassment, emp theftACTIVITY: FLIPCHART: What are some of these?Company Emp HB - General Policies For All EmployeesAttendance/Punctuality Dress Codes SafetyCell PhonesSmokingComputer/Email usageConduct/Work Rules Drug/Alcohol UseDisciplineEmployee BenefitsPay
  • Influencing Others: To Do What They Are Supposed To Do

    1. 1. S.M.A.R.T. Performance Solutions Presents Influencing Others:“Creating To do what theyPartnerships inthe Workplace” are supposed to do! Excerpts from Center for Management and Organization Effectiveness (CMOE) Coaching Skills Workshops
    2. 2. True or False? Most people at work do most of what they are supposed to do most of the time? *Why Employees Don’t Do What They’re Supposed to Do and What to Do About It by Ferdinand F. Fournies.
    3. 3. TrueMost people at work do most of what they are supposed to do most of the time. 5% 90% 5%
    4. 4. ACTIVITYWhy do you think people don’t do what they are supposed to do?
    5. 5. Why people don’t do what they are supposed to do. 1. Don’t know what to do. 2. Don’t have skill to do. 3. Never told NOT doing it. 4. Not recognized/rewarded6..I can’t do it. for doing it.7. I WON’T 5. Don’t have time/resources do it. to do it. 5% 5% Low 90% HighPerformers Average Performers Performers HO2
    6. 6. Greatest ROI 5% 5% Low 90% HighPerformers Average Performers Performers
    7. 7. Measured across 2,000 business units 24 companies 100,000 workers 10 yrs Research 1M Data Points100 Questions on pay, benefits, senior management, organization structure - did not make the list? Why? - Equally important to all Employees, but not most important to higher performing Employees.(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)
    8. 8. What is most important to “better performing” workers?(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)
    9. 9. 12Q At the Summit (A feeling like no other!) Sense of achievement, clear focus, being the best you can be everyday! Camp 3 (How can we all grow?) = Want to make things better; source of innovation 12. Over the last year, I had opportunities to learn and grow. 11. In the last six months, I spoke with someone about my progress. Camp 2 (Do I belong here?) = Do my values match company’s and co-workers 10. I have a (best) friend at work. 9. My co-workers are committed to doing quality work. 8. The mission or purpose of my company makes me feel like my work is important. 7. At work, my opinions seem to count. Camp 1 (What do I give?) = Individual perceptions of contribution/Other’s perceptions of contribution 6. At work, there is someone who encourages my development. 5. My supervisor (or another) seems to care about me as a person. 4. In the last seven days, I received recognition or praise for good work. 3. At work I have the opportunity to do what I do best every day. Base Camp (What do I get?) = Basic Needs 2. I have the materials and equipment I need to do my work. 1. I know what is expected of me at work. HO3*Adapted from Gallup Organization’s First Break All the Rules by Marcus Buckingham and Curt Coffman.
    10. 10. Strongest influence on the twelve responses was the:Immediate Supervisor 8-10 Questions relate to mgmt. (Not pay, benefits, perks, or a charismatic corporate leader)Conclusion: “People leave Managers, not Companies.”
    11. 11. Is there a link between how workers feel and business unit performance? YES!5% 45% 45% 5%
    12. 12. Leadership CompetenciesVision and MotivationLeadership/TeambuildingValuesCultureCoaching/Effective Communication HO4
    13. 13. Effective Communication: Coaching to build Partnerships An interactive communication processbetween members of the organization (leaders to team members, Peers to Peers, team members to leaders) aimed at exerting a positive influence. Coaching enhances the motivation,performance, awareness, and development of another person. Coaching is an ongoing process for building a PARTNERSHIP for continuous improvement. CMOE© HO5
    14. 14. 21st Century Workforce Veterans Boomers Gen-X Gen Y/Nexters Gen Z? 1922 - 45 1946 - 64 1965 - 80 1980 - 2000 2001 - Personal Workplace Characteristics Characteristics Core Values Work is… Family Leadership Style Education Communication Style Media/Com Feedback/Rewards Dealing w/Money Messages that Motivate Work ethic/Values Work and Family Life HO6
    15. 15. Building Trust* Linking Reviewing Confronting Mentoring Choosing 5% 90% 5% HO7 *CMOE©
    16. 16. Effective CommunicationTermination Success Coaching for PerformanceCoaching for Coaching forCounseling Development Purpose of Coaching using Effective Communication Deal w/behaviors, performance & opportunities across a broad spectrum of performers 5% 5% Low 90% High Performers Average Performers Performers
    17. 17. Elements of EffectiveCommunication and CoachingOPPORTUNITY CMOE©
    18. 18. Supportive Behaviors Types of Support - Felt - Expressed 10 Caring - Tangible P Behaviors A R Collaborate (Flexibility) T Help (Assistance) N Empathy (Understanding) E Recognize Value Listen (45%)/Talk (55%) R Recognize Interests/Goals S Positive feedback (Credit) H Encourage (Optimism) I Positive Interaction P Own-up (Your Contribution) CMOE©
    19. 19. Effective Communication in Action CMOE©
    20. 20. Case Observation SheetCase ___________________ Coach _________________ Steps Order/Frequency1: Be Supportive  2: Define the Topic and Needs 3: Establish Impact 4: Initiate a Plan 5: Get a Commitment6: Confront Excuses/Resistance 7: Clarify Consequences, Don’t Punish8: Don’t Give UpNOTES: HO8
    21. 21. Coaching Continuum Worksheet Termination SuccessCounseling Performance DevelopmentTermination Behavior Performance 5% 45% 45% 5% LOW AVERAGE HIGH HO9
    22. 22. Federal LawU.S. Constitution (14th Amendment) “Job as Property Doctrine”  Employee entitled to Due Process  Right to be informed of unsatisfactory performance  Have chance to defend self and improve BEFORE adverse employment action (such as discharge/termination) *101 Sample Write ups. Paul Falcone
    23. 23. Elements of Due ProcessEmployee Employer  Must understand  Be consistent in expectations & actions; follow through consequences w/consequences  Given opportunity  Be appropriate to to respond offense  Allowed reasonable  Have right to change policies at any time time to improve  Ensure “Final Incident” has sufficient documentation *101 Sample Write ups. Paul Falcone HO10
    24. 24. The Secret to SuccessIf you want one year of Prosperity, grow Grain.If you want ten years of Prosperity, grow Trees.If you want one hundred years of Prosperity, grow People. - Chinese Proverb
    25. 25. It is not the strongest ofthe species that survive,nor the mostintelligent, but the onemost responsive tochange. - Charles Darwin
    26. 26. Thank you.Please complete Surveys Wanda Freeland, SPHR 228.355.0156