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.
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 Partnership
A Service
Of: Sponsored by:
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
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12. Intervention Timing
Level 4: Disciplinary Intervention No
Change
Level 3: Formal Intervention
Pattern Persists
Level 2: Awareness Intervention Apparent Pattern
Level 1: Informal Intervention
Single Incident Source:
Vanderbilt
University
Medical
Center
Performing: Reinforcing Feedback
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.
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.
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