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First Break All the Rules Review Workshop Written by Marcus Buckingham & Curt Coffman
First Break All The Rules Marcus Buckingham & Curt Coffman The Measuring Stick The Wisdom of Great Managers The First Key: Select for Talent The Second Key: Define the Right Outcomes The Third Key: Focus on Strengths The Fourth Key: Find the Right Fit Turning the Keys: A Practical Guide
The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. 1.  Do I know what is expected of me at work? Do I have the materials and equipment I need  to do my work right? 3.  At work, do I have the opportunity to do what I do best everyday? 4.  In the last 7 days, have I received recognition or praise for doing good work? 5.  Does my supervisor, or someone at work, seem to care about me as a person? 6.  Is there someone at work who encourages my development?
The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. 7.  At work, do my opinions seem to count? 8.  Does the mission/purpose of my company make me feel my job is important? 9.  Are my co-workers committed to doing  quality work? 10. Do I have a best friend at work? 11. In the last 6 months, has someone talked  to me about my progress? 12. This last year, have I had opportunities at  work to learn & grow?
The Wisdom of Great Managers   “ People don’t change that much.   Don’t waste time trying to put in what was left out.   Try to draw out what was left in.   That is hard enough.” When selecting someone,  select for talent …not simply experience, intelligence, or determination. When setting expectations,  define the right outcomes … not the right steps. When motivating someone,  focus on strengths …not on weaknesses. When developing someone, help them  find the right fit …not simply the next rung on the ladder.
The First Key:  Select for Talent Talent is defined as, “a recurring pattern of thought, feeling, or behavior that can be productively applied.” Skills, Knowledge, and Talents - What is the difference? Skills and knowledge can be taught, talents cannot. Skills are the “how to’s” of a role and can be transferred. Knowledge is simply “what you are aware of.” Factual knowledge is things you know. Experimental knowledge is understandings picked up along life.
The First Key:  Select for Talent – The why, how & who Talents Striving talents explain the  why  of a person.  Why do they get out of bed each day.  Intensely competitive or intensely altruistic. Thinking talents explain the  how  of a person.  How do they think, weigh alternatives, and come to a decision.  Relating talents explain the  who  of a person.  Who they trust, build relationships with, who they confront, who they ignore.
The First Key:  Select for Talent – ACTIVITY We can coach “skills” and “knowledge” We can not coach “talents”  List best practices to discover the “talents” of candidates during interview process Targeted Selection Interviewing ? ? List best practices to discover the “talents” of our current sales professionals Strengths Finder 2.0 survey ? ?
The Second Key:  Defining the Right Outcomes Define the right outcomes and then let each person find their own route toward those outcomes. Temptations: “ Perfect People” = There is no one best way.  “ My People Don’t Have Enough Talent” = Select for talent first. “ Trust Is Precious, It Must Be Earned” = If you expect the best from people, then more often than not the best is what you get. “ Some Outcomes Defy Definition” = Refer to the first 6 questions. There Are No Steps Leading to Customer Satisfaction Level 1: Accuracy-Ex:Bank statements expected to be accurate. Level 2: Availability-Ex: ATMs are everywhere.  (1&2 must occur). Level 3: Partnership-Ex: Wal-Mart greeter; frequent flier clubs Level 4: Advice-Ex: Amazon.com customer recommended reading list What is Right for Your: Customers, Company, & Individual
The Second Key:  Defining the Right Outcomes - ACTIVITY List best practices or ideas to define the right outcomes that allow each sales professional find their own route ? ? List best practices or ideas that will Lead to Customer Centricity ? ? What is Right for Your: Customers, Company, & Individual ? ?
The Third Key:  Focus on Strengths Great managers identify each person’s talents & cultivate those talents. Casting is everything: Everyone has talent to be exceptional at something.  The trick is to find that “something”. Manage by exception: Break the “Golden Rule” Don’t treat others the way you want to be treated, but treat them the way they want to be treated Spend the most time with their best people Create unique set of expectations, highlight & perfect each person’s unique style, run interference-they can focus on what they do best. Investing in your best people is… The fairest thing to do .  Humans crave attention. Spend time and attention on your best performers.  Reward their performance. The best way to learn .   Don’t evaluate & monitor, but observe. The only way to reach excellence . Top performers have the most potential for growth.
The Third Key:  Focus on Strengths - ACTIVITY List best practices we utilize to identify each sales professional’s talents & how we cultivate those talents IDP Leaning Gateway ? Manage by exception: Break the “Golden Rule” Do we know how each rep wants to recognized, rewarded, or coached? Utilize the “Strengths Management Keys” unique to each rep’s strengths Performance Central Regional or District recognition
The Third Key:  Focus on Strengths - ACTIVITY Do we spend the most of our time with our best people?  List best practices or suggestions ? ? Do we invest in our best people? List best practices or suggestions ? ?
The Fourth Key:  Find the Right Fit Best practices Hold up the mirror: Excel at giving performance feedback eFCR, mid year review, year-end review,   ? Getting to know you: Listen without judgment Reflective Listening ? Create a safety net: Trial periods encourage career learning DST, Preceptorship, MDC ?
The Fourth Key:  Find the Right Fit Create heroes in every role (Ideas, best practices) 6 different titles for sales professionals ? Best practices or ideas for “The Art of Tough Love”-uncompromising focus on excellence with a genuine need to care ? ?
Turning the Keys: A Practical Guide Every great manager has his or her own style.  Goal of a great manager:  To turn each employee’s talent  into performance. The Four Keys reveal how to attack the goal above. The Keys are not steps, not a structured series of actions. Each Key is simply a way of thinking, a new perspective on a familiar set of challenges. Pick and choose these following actions, refine them, improve them, and fashion them into a form that fits you.
The Art of Interviewing for Talent Make sure the talent interview stands alone One purpose: to discover whether the candidate’s recurring patterns of thought, feeling, or behavior match the job. Ask a few open-ended questions & then try to keep quiet If they ask you to explain, say you are more interested in what they mean.  Most important, when they answer, believe them. Listen for specifics-by time, by person, or by event Past behavior is good predictor of future behavior. Give credit only to the person’s top-of-mind response . Clues to Talent Ask the candidate what kinds of roles have they been able to learn quickly.  Ask what activities come easily to them now.  Ask what is their greatest personal satisfaction, what gives them strength, what do they find fulfilling. “ How do you feel when someone doubts what you have to say?”
The Strengths Interview What did you enjoy most about your previous work experience?  What keeps you here? What do you think are your strengths? (skills, knowledge, talent) What about your weaknesses? What are your goals for your current role? (timeline)  How often would you like to meet with me to discuss your progress?  Will you share your feelings or do I need to ask? Do you have any personal goals or commitments you would like to tell me about? What is the best praise you have ever received? (details) Have you had any really productive partnerships or mentors? Are there any particular skills or challenges you want? Anything to discuss that might help us work well together?
Interviewing Key Take-Aways ? ? Best Practices ? ? ? Creative Ideas ? ? ?
Performance Management The routine is simple. The routine forces frequent interaction between the manager and the employee. Details on recognition needs, goals, talents, performance. The routine is focused on the future. What do you want to accomplish in the next few months? What measuring sticks will we use? What is the most efficient route toward those goals?  How can I help? The routine asks the employee to keep track of their performance and learnings
Performance Management:  Performance Planning Meeting What actions have you taken? (Details of their performance). What discoveries have you made? Training classes, new insights, a book read What partnerships have you built? New or existing relationships, with colleagues or clients, personal or professional.  It is up to the employee to decide.  They are responsible for building their constituency, inside & outside company What is your main focus?  What is their primary goal(s) for next 3 months What new discoveries are you planning? What specific discoveries are they hoping to make in next 3 months? What new partnerships are you hoping to build? How are they planning to grow their constituency in next 3 months?
Performance Management:  Career Discovery Questions The employee needs to become increasingly clear about their skills, knowledge, and talents. The employee needs to understand, in detail, what the next step would entail & why they think they would excel at it. How would you describe success in your current role? What do you actually do that makes you as good  as you are? What does this tell you about your skills, knowledge & talents? Which part of your current role do you enjoy the most? Why? Which part of your current role are you struggling?   What can we do to manage around this?  Training, support system, positioning, partnering What would be the perfect role for you? Imagine it is 3 pm on Thursday, what are you doing? Why would you like it so much?
Performance Management Key Take-Aways ? ? Best Practices ? ? ? Creative Ideas ? ? ?
Keys of Your Own Look in the mirror Feedback tools provided by your sanofi-aventis Engagement survey 360 Feedback Emotional Intelligence Muse Play back the last few weeks in your mind What did you accomplish? learn? love? hate? What does this tell you about you & your talents Discover yourself Over time become more detailed of your skills, knowledge, talents. Volunteer for the right roles, to be a better partner, guide your training
Keys of Your Own Build your constituency Identify which kinds of relationships tend to work well for you Find a mentor or colleague for feedback Keep track of your learnings and discoveries Performance journal ? Catch your peers doing something right How do we recognize this? ?

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First Break All The Rules Managers Workshop

  • 1. First Break All the Rules Review Workshop Written by Marcus Buckingham & Curt Coffman
  • 2. First Break All The Rules Marcus Buckingham & Curt Coffman The Measuring Stick The Wisdom of Great Managers The First Key: Select for Talent The Second Key: Define the Right Outcomes The Third Key: Focus on Strengths The Fourth Key: Find the Right Fit Turning the Keys: A Practical Guide
  • 3. The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. 1. Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best everyday? 4. In the last 7 days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?
  • 4. The Measuring Stick The twelve questions that measure the core elements of the workplace needed to attract, focus & keep talented employees. 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, has someone talked to me about my progress? 12. This last year, have I had opportunities at work to learn & grow?
  • 5. The Wisdom of Great Managers “ People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.” When selecting someone, select for talent …not simply experience, intelligence, or determination. When setting expectations, define the right outcomes … not the right steps. When motivating someone, focus on strengths …not on weaknesses. When developing someone, help them find the right fit …not simply the next rung on the ladder.
  • 6. The First Key: Select for Talent Talent is defined as, “a recurring pattern of thought, feeling, or behavior that can be productively applied.” Skills, Knowledge, and Talents - What is the difference? Skills and knowledge can be taught, talents cannot. Skills are the “how to’s” of a role and can be transferred. Knowledge is simply “what you are aware of.” Factual knowledge is things you know. Experimental knowledge is understandings picked up along life.
  • 7. The First Key: Select for Talent – The why, how & who Talents Striving talents explain the why of a person. Why do they get out of bed each day. Intensely competitive or intensely altruistic. Thinking talents explain the how of a person. How do they think, weigh alternatives, and come to a decision. Relating talents explain the who of a person. Who they trust, build relationships with, who they confront, who they ignore.
  • 8. The First Key: Select for Talent – ACTIVITY We can coach “skills” and “knowledge” We can not coach “talents” List best practices to discover the “talents” of candidates during interview process Targeted Selection Interviewing ? ? List best practices to discover the “talents” of our current sales professionals Strengths Finder 2.0 survey ? ?
  • 9. The Second Key: Defining the Right Outcomes Define the right outcomes and then let each person find their own route toward those outcomes. Temptations: “ Perfect People” = There is no one best way. “ My People Don’t Have Enough Talent” = Select for talent first. “ Trust Is Precious, It Must Be Earned” = If you expect the best from people, then more often than not the best is what you get. “ Some Outcomes Defy Definition” = Refer to the first 6 questions. There Are No Steps Leading to Customer Satisfaction Level 1: Accuracy-Ex:Bank statements expected to be accurate. Level 2: Availability-Ex: ATMs are everywhere. (1&2 must occur). Level 3: Partnership-Ex: Wal-Mart greeter; frequent flier clubs Level 4: Advice-Ex: Amazon.com customer recommended reading list What is Right for Your: Customers, Company, & Individual
  • 10. The Second Key: Defining the Right Outcomes - ACTIVITY List best practices or ideas to define the right outcomes that allow each sales professional find their own route ? ? List best practices or ideas that will Lead to Customer Centricity ? ? What is Right for Your: Customers, Company, & Individual ? ?
  • 11. The Third Key: Focus on Strengths Great managers identify each person’s talents & cultivate those talents. Casting is everything: Everyone has talent to be exceptional at something. The trick is to find that “something”. Manage by exception: Break the “Golden Rule” Don’t treat others the way you want to be treated, but treat them the way they want to be treated Spend the most time with their best people Create unique set of expectations, highlight & perfect each person’s unique style, run interference-they can focus on what they do best. Investing in your best people is… The fairest thing to do . Humans crave attention. Spend time and attention on your best performers. Reward their performance. The best way to learn . Don’t evaluate & monitor, but observe. The only way to reach excellence . Top performers have the most potential for growth.
  • 12. The Third Key: Focus on Strengths - ACTIVITY List best practices we utilize to identify each sales professional’s talents & how we cultivate those talents IDP Leaning Gateway ? Manage by exception: Break the “Golden Rule” Do we know how each rep wants to recognized, rewarded, or coached? Utilize the “Strengths Management Keys” unique to each rep’s strengths Performance Central Regional or District recognition
  • 13. The Third Key: Focus on Strengths - ACTIVITY Do we spend the most of our time with our best people? List best practices or suggestions ? ? Do we invest in our best people? List best practices or suggestions ? ?
  • 14. The Fourth Key: Find the Right Fit Best practices Hold up the mirror: Excel at giving performance feedback eFCR, mid year review, year-end review, ? Getting to know you: Listen without judgment Reflective Listening ? Create a safety net: Trial periods encourage career learning DST, Preceptorship, MDC ?
  • 15. The Fourth Key: Find the Right Fit Create heroes in every role (Ideas, best practices) 6 different titles for sales professionals ? Best practices or ideas for “The Art of Tough Love”-uncompromising focus on excellence with a genuine need to care ? ?
  • 16. Turning the Keys: A Practical Guide Every great manager has his or her own style. Goal of a great manager: To turn each employee’s talent into performance. The Four Keys reveal how to attack the goal above. The Keys are not steps, not a structured series of actions. Each Key is simply a way of thinking, a new perspective on a familiar set of challenges. Pick and choose these following actions, refine them, improve them, and fashion them into a form that fits you.
  • 17. The Art of Interviewing for Talent Make sure the talent interview stands alone One purpose: to discover whether the candidate’s recurring patterns of thought, feeling, or behavior match the job. Ask a few open-ended questions & then try to keep quiet If they ask you to explain, say you are more interested in what they mean. Most important, when they answer, believe them. Listen for specifics-by time, by person, or by event Past behavior is good predictor of future behavior. Give credit only to the person’s top-of-mind response . Clues to Talent Ask the candidate what kinds of roles have they been able to learn quickly. Ask what activities come easily to them now. Ask what is their greatest personal satisfaction, what gives them strength, what do they find fulfilling. “ How do you feel when someone doubts what you have to say?”
  • 18. The Strengths Interview What did you enjoy most about your previous work experience? What keeps you here? What do you think are your strengths? (skills, knowledge, talent) What about your weaknesses? What are your goals for your current role? (timeline) How often would you like to meet with me to discuss your progress? Will you share your feelings or do I need to ask? Do you have any personal goals or commitments you would like to tell me about? What is the best praise you have ever received? (details) Have you had any really productive partnerships or mentors? Are there any particular skills or challenges you want? Anything to discuss that might help us work well together?
  • 19. Interviewing Key Take-Aways ? ? Best Practices ? ? ? Creative Ideas ? ? ?
  • 20. Performance Management The routine is simple. The routine forces frequent interaction between the manager and the employee. Details on recognition needs, goals, talents, performance. The routine is focused on the future. What do you want to accomplish in the next few months? What measuring sticks will we use? What is the most efficient route toward those goals? How can I help? The routine asks the employee to keep track of their performance and learnings
  • 21. Performance Management: Performance Planning Meeting What actions have you taken? (Details of their performance). What discoveries have you made? Training classes, new insights, a book read What partnerships have you built? New or existing relationships, with colleagues or clients, personal or professional. It is up to the employee to decide. They are responsible for building their constituency, inside & outside company What is your main focus? What is their primary goal(s) for next 3 months What new discoveries are you planning? What specific discoveries are they hoping to make in next 3 months? What new partnerships are you hoping to build? How are they planning to grow their constituency in next 3 months?
  • 22. Performance Management: Career Discovery Questions The employee needs to become increasingly clear about their skills, knowledge, and talents. The employee needs to understand, in detail, what the next step would entail & why they think they would excel at it. How would you describe success in your current role? What do you actually do that makes you as good as you are? What does this tell you about your skills, knowledge & talents? Which part of your current role do you enjoy the most? Why? Which part of your current role are you struggling? What can we do to manage around this? Training, support system, positioning, partnering What would be the perfect role for you? Imagine it is 3 pm on Thursday, what are you doing? Why would you like it so much?
  • 23. Performance Management Key Take-Aways ? ? Best Practices ? ? ? Creative Ideas ? ? ?
  • 24. Keys of Your Own Look in the mirror Feedback tools provided by your sanofi-aventis Engagement survey 360 Feedback Emotional Intelligence Muse Play back the last few weeks in your mind What did you accomplish? learn? love? hate? What does this tell you about you & your talents Discover yourself Over time become more detailed of your skills, knowledge, talents. Volunteer for the right roles, to be a better partner, guide your training
  • 25. Keys of Your Own Build your constituency Identify which kinds of relationships tend to work well for you Find a mentor or colleague for feedback Keep track of your learnings and discoveries Performance journal ? Catch your peers doing something right How do we recognize this? ?