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What Great Managers Really Do!
 

What Great Managers Really Do!

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Presentation from the Fordyce Forum 2012, presented by Rob Mosley.

Presentation from the Fordyce Forum 2012, presented by Rob Mosley.

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    What Great Managers Really Do! What Great Managers Really Do! Document Transcript

    • 6/1/2012 Recruiting Best Practices Online | Just-In-Time | Customized Presented by Rob Mosley, Managing Partner WELCOME What Great Managers Really Do! + Based on the insights and ideas of Randall Murphy and the groundbreaking research and global validation of Acclivus R3 Solutions © ACCLIVUS All right reserved NextLevelExchange.comBY DEFINITION…Management“The job of a manager is to turn one person’s particular talent intoperformance. Managers can succeed only when they can identify anddeploy the differences among people, challenging each employee toexcel in his or her own way.”Leadership“Great leaders discover what is universal and capitalize on it. Theirjob is to rally people toward a better future. Leaders can succeed onlywhen they can cut through organizational differences and tap intothe essential needs we all share.” 3 1
    • 6/1/2012 NextLevelExchange.comTHE CONNECTIONManagement and Leadership“Management and leadership are complimentary and oftenoverlapping activities. Managing requires leadership skillsand leading requires management skills.Management skills will always be essential, but inresponding and adapting to the changing realities of today’smarkets, managers and even team leaders are increasinglycalled upon to be leaders as well.” 4 NextLevelExchange.comMANAGEMENT & COACHING“As a manager, you are called upon to work with people inmany different capacities and your role as a coach is onesuch function of a larger management umbrella.”“Coaching is an opportunity to contribute to anotherperson’s development. It is a two way partnership whereboth parties share knowledge and experiences in order tomaximize the person’s potential and help them achieve theirgoals.” 5 NextLevelExchange.comSELF ASSESSMENT“If you don’t know where you are going, any road will get youthere.” - Cheshire Cat, Alice in Wonderland Need Commit to Contract Select Short List 6 2
    • 6/1/2012 NextLevelExchange.comSELF ASSESSMENT Need Commit to Contract Select Short List 7 NextLevelExchange.comESSENTIAL COACHING SKILLS OBSERVING SEEKINGAGREEMENT QUESTIONING Alignment RESPONDING / LISTENING FEEDBACK 8 NextLevelExchange.comROLE MODELS• Actions DO speak louder than words. Your behavior counts!• Contradictions between words and actions can be most damaging to a manager’s attempt to build trust with his people.• How good are you at modeling the behavior that you want your recruiters to display with their clients and candidates?Become the role model of these skill models 9 3
    • 6/1/2012 NextLevelExchange.comOBSERVING / AWARENESS• Observing is about a greater awareness of what is taking place in your office with the people around you.• Early observation will enhance your ability to offer informed, relevant advice. You must observe the person’s behaviors both informally (management by walking around, desk side conversations) and formally. Identify strengths and weaknesses in two ways: 1) How is the person’s behavior impacting the team? 2) How is the person’s behavior affecting their ability to achieve their goals? 10 NextLevelExchange.comTHE OBSERVATION PROCESS• What is the person doing or not doing effectively?• Do they know that their performance is unsatisfactory?• Do they really know what is supposed to be done and when?• Are there any obstacles beyond this person’s control?• What effect does the person’s behavior have on achieving your team’s objectives?• What effect does the behavior have on the office as a whole? 11 NextLevelExchange.comQUESTIONINGPrescription before diagnosis is coaching malpractice!Questioning is about gathering information anddetermining:• Indicators are everything that supports or conflicts with what we have heard• Implications are the consequences of acting or not acting on what we have heard• Insight is the result of determining the indicators / implications of the information. 12 4
    • 6/1/2012 NextLevelExchange.comTHE PROBING SPECTRUMOpen Fact Finding ClosedWhat Who HaveHow When AreWhy Which IsWho Where Does © ACCLIVUS 13 NextLevelExchange.comCLOSED VS. OPEN PROBESClosed Probes: 1. Will you go with me on this decision? 2. Do I have your commitment? 3. Will you have three interviews set by this Friday? 4. Can you determine potential with this account?Open Probes: 1. Who is responsible for making these decisions? 2. How do you feel about our game plan? 3. What’s keeping you from making your goals right now? 4. What do you think? 14 NextLevelExchange.comADDITIONAL POINTS• Explain why you need the information when appropriate• Ask: “What has changed since the last time we spoke?” “Trust but Verify” 15 5
    • 6/1/2012 NextLevelExchange.comTHE ART OF LISTENING• Hearing is not listening. Hearing is merely picking up sound vibrations. Listening is making sense out of what we hear. “Seek first to understand, then to be understood.”• Active listening: the process of temporarily setting your world aside and concentrating on the other person’s message and meaning. Evaluations, decisions, and reactions can come later. 16 NextLevelExchange.comACTIVE LISTENING EXERCISE• List 3-5 things that show we do not have patience• Pick one and write it down on your page• Commit to stopping that behavior• Accountability partner 17 NextLevelExchange.comACTIVE LISTENING GUIDELINES• Listen without deciding• Use a neutral tone of voice• Maintain good eye contact and a relaxed posture• Avoid listening autobiographically• Ask more open-ended questions• Reframe for clarity and understanding• Don’t use listening to manipulate or persuade• Get closure – “Trust but Verify”• Go through the doors that they open 18 6
    • 6/1/2012 NextLevelExchange.comOPEN DOORS“Rob is always late with completing reference checks on candidates that Ineed at the end of our client interview process. He says it is because peoplein the office are constantly interrupting him.” • Door 1: Rob. It sounds as though there might be an inefficient pattern here. What do you think could be done to help Rob? • Door 2: The client interview process. Why is it that Rob is having to wait until the end of the interview process to take a first round of reference checks? • Door 3: Reference check delegation. Is there someone in addition to Rob that might be able to assist in getting the reference checks completed in a timely fashion? • Door 4: The interruptions. It sounds as though Rob’s work area is very busy. What could be done to reduce his interruptions? 19 NextLevelExchange.comRESPONDING / FEEDBACK / AGREEMENT 1. Listen for what is being said and why – the words and the feelings. Listen for the possible need behind the statements or resistance. 2. Acknowledge to communicate that you are listening and want to understand. Acknowledging is not agreeing. Acknowledging meets the individual’s fundamental need for recognition. 3. Probe for Clarification to fully understand the reason for the resistance or concern before moving forward. 4. Expand by first acknowledging the individual’s direction and then suggesting an alternative direction or approach. Provide a rationale based on the person’s own goals, problems, or needs. 5. Listen/Probe for Acceptance of your suggested direction or approach. © ACCLIVUS 20 NextLevelExchange.comThe Spectrum of Performance DEFICIENT COMPETENT PROFICIENT incomplete adequate advanced inadequate sufficient accomplished unacceptable acceptable expert CORRECT BUILD REINFORCE © ACCLIVUS 21 7
    • 6/1/2012 NextLevelExchange.comPERFORMANCE STANDARDS• One of the hallmarks of every great coach is their playbook. In our world of recruiting management, that playbook is called Standards.• Why is this play book so critical? We ALL have to know exactly WHAT the plays are, the standards, or else it is just about your style and opinion.• If you want to provide credible feedback, you must start with clear standards. © ACCLIVUS 22 NextLevelExchange.comPRACTICE DIAGNOSTIC CHECKLIST Need Commit to Contract Select Short List © ACCLIVUS 23 NextLevelExchange.comPRACTICE CHECKLIST EXERCISE DEFICIENT COMPETENT PROFICIENT • Marketing • Marketing Communications • Recruiting • Database • Placement Process • Production © ACCLIVUS 24 8
    • 6/1/2012 NextLevelExchange.comPROGRESS, ANALYSIS & REVIEW Need Commit to Contract Select Short List 25 NextLevelExchange.comWEEKLY COACHINGP.A.R. (Progress, Analysis and Review)Serving the same purpose as a company balance sheet, theP.A.R. is a snap shot of the person’s pipeline at thatmoment in time.• Billing Numbers• Self Diagnosis• Tracking Metrics (K.P.I.)• Job Orders / Recruited Candidates• Placement Process “Inverted Funnel”• “B” Relationships – “A” Relationships - Placements 26 NextLevelExchange.comKEY PERFORMANCE INDICATORS (KPI)• What are the right KPIs?• What factors influence KPIs?  Industry / Practice area  Average placement fee  Individual ability / tenure  Manager’s belief 27 9
    • 6/1/2012 NextLevelExchange.comEXAMPLES OF KPIs• Market Connect Time – 4 hours or 100 attempts per day• Names Gathered – 5 per day• Reference Checks – 1 per day• Marketing Presentations (documented conversations with potential clients – 5 per day• Job Orders (with signed fee agreements) – 3 per week• Recruiting Presentations (documented conversations with prospective candidates) – 15 per day• Recruited Candidates (with resumes or candidate data sheets) – 2 per day• Candidate Presentations (to clients) – 4 per week• 1st time face to face interviews – 2 per week• Placements – 2 per month 28 NextLevelExchange.comTHE COACHING MEETING 10% Low 80% Competent 10% High “You can’t put in what God left out” 29 NextLevelExchange.comTHE COACHING MEETINGWhen should coaching take place?• Coaching is ongoing and occurs as the need or opportunity arises. Sometimes you schedule coaching sessions about particular situations. More often, you coach informally as you interact with the direct reports and peers in person, by phone, or through e-mail. 30 10
    • 6/1/2012 NextLevelExchange.comCOACHING: TWO APPROACHES DIRECTIVE  continuum  SUPPORTIVEDirective Coaching involves showing or telling the otherperson what to do; it is most helpful when working withpeople whose inexperienced or whose performance requiresimmediate improvement.Supportive Coaching involves guidance and facilitation; it isimportant for those individuals who meet current standardsof performance but need to prepare to take on new orgreater responsibilities. 31 NextLevelExchange.comTHE COACHING MEETINGThe process of conducting a coaching meeting (whether directiveor supportive) around a specific call, topic, event, or behaviorinvolves three important steps.Three Steps of the Coaching Call: 1. Planning (setting expectations) 2. Reviewing (inspecting what you expect) 3. Feedback (resetting expectations)Establishing Standards for Coaching Meetings: • Daily • Weekly • Monthly / Quarterly • Annually 32 NextLevelExchange.comTHREE STEP COACHINGPlanning:Setting expectations (3-5 minutes). This should happen at thebeginning of each day to ensure they:• Are effectively planned• Have an MPC to market if appropriate• Have clarity on which search assignments to recruit for• Have 2-3 quantifiable objectives for the day (S.M.A.R.T. goals)• Have an area of Focus (ex: Closing) “Don’t boil the ocean” 33 11
    • 6/1/2012 NextLevelExchange.comTHREE STEP COACHING“Key Point” The purpose of planning the coaching call is to increase the probability on THIS OPPORTUNITY rather than a future opportunity! 34 NextLevelExchange.comTHREE STEP COACHINGReviewing:Inspecting what you expect (10-15 minutes). This should happen at the endof each day to cover the following:• How do you feel about the day? What worked best about the day what would you change about the day?• Did you achieve your marketing plan? How many presentations? What action steps? What job orders?• Did you achieve your recruiting plan? How many presentations? What action steps? What candidates recruited?• Did you achieve your placement (deal running) objectives? Which candidates did you present to the client? What interviews are scheduled?• How was your focus and your energy today? What was market connect time? How many attempts were made today? 35 NextLevelExchange.comTHREE STEP COACHING“Key Point” Reviewing always comes before feedback. Reviewing the coaching call is about ASKING rather than telling with the purpose being to: 1. Learn the person’s perspective 2. Assist them in thinking through and defining that perspective 36 12
    • 6/1/2012 NextLevelExchange.comTHREE STEP COACHINGFeedback: This is not “constructive criticism” which is an oxymoron. It is all about the way a manager presents it to the person. • Refer to a specific behavior or example • Communicate the positive impact • Recommend next steps / future action 37 NextLevelExchange.comTHREE STEP COACHINGFeedback:• Refer to a specific behavior or example: “Let’s discuss how well you listened on this call with the HR Director. Specifically, when you and the Director became adversarial with each other over the interview process; how well do you think you listened at that point? It sounds as though neither one of you was hearing what the other was saying…did you have that sense?”• Communicate the positive impact: “I understand how you feel. It can be aggravating and the Director is not the decision maker, even though, she is going to be involved and the positive effect of a good relationship will make your job easier.”• Recommend next steps / future action: “I want you to keep your emotions in check. As difficult as that may be, I want you to come up with some ways to restore your relationship with the Director.. And I would like to hear your plan in that area the first thing in the morning.” © ACCLIVUS 38 NextLevelExchange.comTHREE STEP COACHING“Key Point” Feedback for a deficiency need not be any less positive than feedback for a proficiency. “I am committed to your your success, and here is some information about your performance that should help in that endeavor. ” 39 13
    • 6/1/2012 NextLevelExchange.comPROGRESS, ANALYSIS & REVIEW Need Commit to Contract Select Short List 40 NextLevelExchange.comCOMMITMENTS & GOALS 41 NextLevelExchange.comMONTHLY / QUARTERLY COACHING• Commitment and Goal Spreadsheet• Regularly scheduled monthly and/or quarterly meetings allow for review and comparison of the person’s “commitments” and “goals” to their actual achievements over an extended period. 42 14
    • 6/1/2012 NextLevelExchange.comCRITICAL CONVERSATIONSA “critical conversation” is a discussion between two ormore people whereby the topic being discussed is of anurgent nature and emotions run high.“When dealing with people, remember you are not dealing withcreatures of logic, but creatures of emotion.” - Dale Carnegie 43 NextLevelExchange.comCOACHING FEEDBACK• “What to keep” - What did the coach do really well during the conversation? Be as specific as possible. What behaviors did he/she exhibit?• “What to change/do different” – What would you have said or done differently in the conversation, or perhaps added or omitted? © ACCLIVUS 44 NextLevelExchange.comCRITICAL CONVERSATIONSCase Study # 1:• You have an associate who is no longer a rookie and has a guaranteed compensation. Neither their billings nor their phone time is up to standards. How do you approach the conversation?• Desired Outcome: To reengage this producer. 45 15
    • 6/1/2012 NextLevelExchange.comCRITICAL CONVERSATIONSCase Study # 2:• You hired a 50 year old professional with a solid sales track record. For the first 4 weeks he hits numbers and has a great attitude. In month two, this person starts to miss both numbers and work for a variety of reasons; a terminally ill spouse, doctor’s appointments, unexpected family matters, etc. This behavior continues and you have a conversation but do not create a written plan or follow through with your expectation of future performance. You are now at four months with little performance and little change in behavior. What does your next conversation sound like?• Desired Outcome: Manage this person up or out. 46 NextLevelExchange.comCRITICAL CONVERSATIONSCase Study # 3:• You have a mandatory meeting every week for all associates. Your perennial biller habitually misses this meeting which has gone noticed by other strong employees who want to know if they can skip the same meeting. How do you approach this conversation with the big biller?• Desired Outcome: Seek agreement on behavioral change moving forward. 47 NextLevelExchange.comCREATING A COACHING CULTUREEstablishing a coaching culture requires a behavior-basedcoaching approach. Today, implementing a successful coachingculture is the result of coaching systems that are able to changebehavior as well as processes.At the heart of a coaching culture is a shift of mind --from seeingourselves as separate from the world to connected to the world,from seeing problems as caused by someone or something "outthere" to seeing how our own actions create the problems weexperience. Only behavioral change is real change! 48 16
    • 6/1/2012 NextLevelExchange.comCONTACTRob MosleyManaging Partnerrob@nextlevelexchange.com214.556.8015www.nextlevelexchange.com 49 17