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Delivering Reviews - ICA

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Presentation delivered for Leadership Conference - Iowa Communications Alliance

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Delivering Reviews - ICA

  1. 1. The Ins & Outs of a Review 1. Why do we have them / do them? 2. What do we expect to achieve from one? 3. What are your current challenges with them? 4. What would you like to see different?
  2. 2. The ability to influence & motivate
  3. 3.  Choose a neutral location  Don’t position across a desk – use less authoritative positioning  Do as much in writing as possible (have/script key talking points) both you and the team member  Be prepared emotionally, mentally and with thoughtful language (scripting)
  4. 4.  Make sure your language is legal!  Go in seeing it as a learning experience for both  See it as a coaching conversation vs. critique  Avoid over talking / over explaining  Establish rapport by letting them talk first.
  5. 5.  Genuine concern  Common ground  Words  Body language  Tone of voice  Mood 3 Key Elements to Communication 3 Key Elements to Communication
  6. 6. What’s happening during a review conversation? What you need to know to deliver an effective review… image courtesy of www.aperfectworld.org
  7. 7. E => T => F => D=> B FILTER Personality Values Beliefs Life Experience & Conditioning FILTER Personality Values Beliefs Life Experience & Conditioning Event Triggers Feelings Decisions Behaviors Thoughts => Your lens = Your world
  8. 8. EVENT OR EXPERIENCE  How you describe the situation to yourself…in essence the story you give it!... …whether it’s true or not.
  9. 9.  Natural Wiring  Family (ethnic, gender)  Social ◦ Hobbies ◦ Neighborhood ◦ Spiritual ◦ Schools ◦ Regional ◦ Country of origin ◦ generation •Work Life Jobs Industry Bosses Company All these have shaped how and why people respond to life circumstance. All these have shaped how and why people respond to life circumstance.
  10. 10. Better Reviews Through the Lens of Coaching: 1.What is coaching? 2.Benefits of coaching? 3.The absence of it - is the absence of effective leadership 4.What are qualities of an effective coach? 5.What is effective coaching?
  11. 11. 1. What is coaching? …the ability to constructively influence to a different outcome. Coaching is a process that enables learning and development to occur, with the aim of improving an individual’s capability and performance.
  12. 12. Benefits of Coaching? To team member, you, team, department, company?  Generates improvements in individuals’ performance/targets/goals  Increased openness to personal learning and development  Helps identify solutions to specific work-related issue  Greater ownership and responsibility  Developing self-awareness  Improves specific skills or behavior  Greater clarity in roles and objectives What would you add to the list?
  13. 13. Effective coaching can result in for company… • enhanced performance, including increased ability to take initiative and find solutions to problems • enhanced productivity due to increased motivation • strengthened commitment to personal, professional and organizational goals • increased retention of high performing staff • greater levels of co-operation with change • greater commitment to collaboration to achieve results. What would you add?
  14. 14. After all that – can you imagine the absence of it? The absence of it - is the absence of effective leadership… What does that look like? What’s the impact? Performan ce Gap Manager Not Coaching…
  15. 15. Qualities of an Effective Coach? Here’s some of my favorites: •Patient •Firm •Clear on expectations •Consistent •Ability to influence •Empowers •Available •Observant •Approachable •Encouraging •Positive / constructive communication •Accepting with vision
  16. 16. SELF ASSESSMENT Qualities of an effective coach Rate: 1-5 __5 - really good at __1 - really need to work on
  17. 17. The Self Persuasion Coaching Model = Coaching from the inside out 1. See the situation / performance 2. See a desired outcome 3. See the options to get there 4. See why it matters to you and others / benefits 5. See the consequences if not met 6. See the plan 7. See the plan in action 8. See the results Use the Power 6: who, what, when where, how, and why Open ended questions = key basis of a coaching conversation
  18. 18.  The key to influence and activating change.
  19. 19. Notes
  20. 20. Strategies & Guidelines
  21. 21.  Describe employees performance actually write down objectively and specifically  Identified cost sometimes irritating behaviors should be tolerated if there’s little cost  Cost Considerations: Lost or sick time payments, cost of errors, lower productivity workers compensation costs, safety concerns, team morale, excess of time demand on managers  Gather – documentation ◦ What evidence do we have ◦ A testimony ◦ What reports
  22. 22.  Gather – documentation ◦ What evidence do we have ◦ A testimony ◦ What reports  Look at your own performance  What about my leadership/mgt. style has contributed to this?  How have I contributed to this person’s feelings?  There anything I can do to turn this person around?
  23. 23.  Be specific and singular in behavior  Is this part of an ongoing behavior or response pattern  Is there something occurring in this employees personal life that is creating this situation?  Are there unusual circumstances in the workplace that are part of the problem?
  24. 24. > Clear – understood expectations = job – job scope & job competencies = relating to others > Documenting / Tracking > Feedback Coaching – formal & informal > Improving performance as you go
  25. 25.  Download the app: The 1% Edge Portable Coach  Bring a workshop to your company: www.thehumansphere.com  Consider enrolling in The Management Intensive™ www.themanagementintensive.com  Subscribe to the management blog: use link above

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