Managing Disruptive Employee Behaviors

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Most managers can easily identify an employee performance issue, but what is difficult is effectively communicating this information. From the employee's perspective when their manager does initiate a discussion it can come across as finger-pointing and disciplinary. Naturally this approach causes most people to react defensively, leading to a confrontational exchange and a strained relationship. It can seem easier to avoid these conversations altogether, particularly when the issue relates to difficult to quantify and discuss behavior based issues. This session will teach an intuitive process for crafting hearable sayable performance feedback talking points to drive the change you are seeking while avoiding the difficulties that usually accompany these exchanges.
Gain practical skills to confidently take on those seemingly awkward yet critical exchanges in a far less stressful way.

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Managing Disruptive Employee Behaviors

  1. 1. Managing Disruptive Employee Behaviors Jamie Resker May 9, 2012A Service Of: Sponsored by:
  2. 2. INTEGRATED PLANNING Advising nonprofits in: www.synthesispartnership.com • Strategy • Planning (617) 969-1881 • Organizational Development info@synthesispartnership.comA Service Of: Sponsored by:
  3. 3. Affordable collaborative data management in the cloud.A Service Of: Sponsored by:
  4. 4. Today’s Speaker Jamie Resker Founder and Practice Leader Employee Performance Solutions Hosting:Assisting with chat questions:April Hunt, Nonprofit Webinars Sam Frank, Synthesis PartnershipA Service Of: Sponsored by:
  5. 5. Employee Performance Management: Managing Disruptive Behavior Facilitator: Jamie Resker 5
  6. 6. Learning Objectives When is behavior disruptive? When should we address it?  What if it’s been going on for a long time? How to Craft Hearable Sayable Performance Message 6
  7. 7. Employee Performance ContinuumThe What Paul Paul Tanya The How 7 7
  8. 8. How does this team look? Sue Paul 8 8
  9. 9. jerk: an unlikable person; especially :one who is cruel, rude, or small-minded 9
  10. 10. pes·si·mism (p s -m z m). n. 1. A tendencyto stress the negative or unfavorable or to take the gloomiest possible view 10
  11. 11. slack·er/ˈslakər/Noun1. A person who avoids work or effort. 11
  12. 12. Intervention Timing Level 4: Disciplinary Intervention No Change Level 3: Formal Intervention Pattern Persists Level 2: Awareness Intervention Apparent PatternLevel 1: Informal Intervention Single Incident Source: Vanderbilt University Medical Center Performing: Reinforcing Feedback
  13. 13. Poll Question: When do Most Managers Intervene?a.) Informal Intervention; Early-on.b.) When a Known Pattern has Taken Hold.c.) When Ready to Fire the Employee.
  14. 14. 14
  15. 15. Known or in the Blind Spot? Things I Know Things I Don’t Know Things They Know Things They Arena Blind Know Spot Unspoken? 15
  16. 16. Uncensored Perceptions Truth? Near Truth? Un-sayable (probably) - Examples - What are some of your uncensored perceptions? 16
  17. 17. Before and After… Employee Before Your Well Intended Feedback Employee After Your Well Intended Feedback 17
  18. 18. 9 Step Process 1. Performance Continuum A: Diagnosis 2. Uncensored Perceptions 3. Supporting Examples 4. Analyze Examples/Confirm Perception 5. Impact  Examples showing that not enough clinical knowledge and data were being used during sales calls 6. Introduce FeedbackB: Message/Talking Points Increase the amount of clinical 7. Turn Around knowledge and data used during sales calls 8. Specifics: - What I mean by that is… - Can we talk about… 9. Importance 18 ©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  19. 19. 22 Introducing Feedback…  Improve…  Develop the ability to…  Get better…  Work on…  Stop…  Focus on…  Weakness…  Put your energy into…  You never…  I need for you to…  You don’t…  You shouldn’t… FUTURE FOCUSED YOU’RE DEFICIENT Possibilities 19©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  20. 20. Turn Around  Makes Mistakes Develop more accuracy - Stop making so many mistakes  Let’s talk about what that would look like… - On the month end reports… - For payroll… - Etc…. 20©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  21. 21. Turn Around Examples Too conciliatory - Defend your position and opinions. Makes rude comments about others - When you have a thought about someone else that isn’t entirely positive I’d like you to hold your thoughts. Not resourceful; doesn’t dig to find answers - Develop greater resourcefulness by digging to find answers. Condescending to those who are less experienced - Use your experience and knowledge to helpfully and patiently mentor those with less experience or knowledge in x area. Doesn’t put in enough effort - Develop a greater sense of urgency and attentiveness to your work. 21
  22. 22. Turn Around  Does not engage in the difficult client conversations  Doesn’t take responsibility for…  Takes no ownership for…  Can’t let others finish their thoughts…  Can’t find their way out of a wet paper bag… 22©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  23. 23. Performance Inhibitors APPROACH APPROACH Clarify expectations Move out of current role Check for understanding “So, what is your take away Watch Out Factor Don’t have the Don’t know from our conversation?” Resist scaling back the job to create capability they are Set SMART goals artificial success by supposed to eliminating key Monitor and provide responsibilities. feedback on progress APPROACH APPROACH Develop through:Describe importance Don’t want to Doesn’t know OJT Explain how Role playing consequences ModelingWhat’s in it for them Coaching Post coaching feedback & more coaching©2012 Jamie Resker, Employée Performance Solutions, LLC www.EmployeePerformanceSolutions.com 23
  24. 24. Questions/Resources: Jamie Resker 781-210-2049 jamie@EmployeePerformanceSolutions.com www.EmployeePerformanceSolutions/Resources.com The 10 Most Common Reactions to Feedback and What to Do About Them Three Keys to Reducing Defensive Reactions to Feedback 24©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  25. 25. Questions/Resources: Jamie Resker Employee Performance Solutions 781-210-2049 jamie@EmployeePerformanceSolutions.com www.EmployeePerformanceSolutions/Resources.com The 10 Most Common Reactions to Feedback and What to Do About Them Three Keys to Reducing Defensive Reactions to Feedback 25©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
  26. 26. Find listings for our current season of webinars and register at: NonprofitWebinars.comA Service Of: Sponsored by:

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