Thank you for sharing. Let me know if you have any other questions!

1. Positive Management
Ashley Ortego

2. What we’re not going to do
• Cheapen buzz terms
• “Empower your employees”
• “Continuous improvement”
• “Employee commitment”
• “Total compensation”

3. What we’re going to do
*Redefine style *Project management
*Psychology *Cross-train and
*Retention mentor
*Respect *Coaching
*Recognition *Performance evals
*Resolving conflict *Notes, review and
*Stress questions
management

4. Redefining Style
• It’s not about adding one thing or not
doing another…
• it’s about making and breaking habits,
• which then becomes a lifestyle.

5. Redefining Style
• Ask your employees what they need to
get out of work (besides a paycheck)
and what they want in a work
environment.
• Why do they keep coming back
everyday?

6. Psychology
• Spin things to your advantage
• Try not to say “I’m sorry”
• Mistakes are going to happen…
we’re all human
• Surround yourself with positives
• Examine your goals
• Overcome your obstacles

7. ROI on Retention
• True budgetary value
• Synergy within your team
• Time value
• Skill level

8. Reasons for Turnover
• Not getting along with their direct
supervisor
• Desire for more money
• Need for better work/life balance
• Lack of career growth, challenging
assignments
Per Workforce Management

9. Reasons Employees Stay
• Clear and promising direction
• Confidence in leaders (that’s YOU!)
• Collaboration
• Development opportunities
• Per the Hay Group- International Consulting Firm

10. Respect
• If you respect those around you, then it
reciprocates.
• Be honest
• Be open to discussion
• Brainstorm with your subordinates (they
may have some good ideas)
• Offer and ask for feedback (just take it and
go… keep it informal)

11. Recognition
• Rewards
• Notes (letters, certificates, emails)
• Praise (privately and/or in front of
peers*/leadership)
• Raises and promotions

12. Recognition
• Letters
• Notecards
• Emails
• Certificates

13. Recognition
• Praise
• When an executive member asks how
things are going… you can say,
“Things are really good. Susie
developed a process that has made our
jobs much easier. I am proud of what a
good team I have.”

14. Recognition
• Raises and promotions
• When
• How much
• Intradepartment
• What if there is nowhere to go up?

15. Recognition
• Credit due where credit earned

16. Resolving Conflict
• Nip it in the bud

17. Resolving Conflict
• You must be comfortable, not overbearing, as
the voice of authority.
• Remain calm and focused on the solution, not
the problem… do not get on the defense.
• There is little logic in anger- address that
there is a problem and set a later time to
discuss it.
• KEY- State the obvious and ask for
collaboration towards a solution.

18. Stress
• It’s bad for the complexion.

19. Stress Management
• We can’t avoid stress
• We can eliminate some of it and know
how to best handle the rest.
• Organization leads to a more pleasant
environment.
• KEY- Listen to your body!

20. Stress Management
• Team Management
• Utilize your resources intra and
interdepartmental
• Delegate with set periodical deadlines
(ie. Phase 1, phase 2…)
• Follow-up
• Compliment worthy efforts
• Let employees have their break

21. Stress Management
• Leave work at work
• AND
• Leave home at home

22. Project Management
• The discipline of organizing and managing
resources in such a way that these resources
deliver all the work required to complete a
project within a defined scope.
• Since each project is particular to itself, one
must have creative problem-solving skills.
• The project manager strives to maintain the
progress and productive interactions.

23. Project Management
• Leads to having an organized
management style; not reactionary.
• Clear, effective communication leads to
clear expectations.
• It’s not that people intentionally don’t want
to do their job well, most often it is
because they do not understand how to.

24. Project Management
• Deadlines
• Cut out the clutter
• Organization leads to a “groove”
• Don’t get stressed, get focused
• Communicate clearly (and joke around)
• No one is perfect

25. Project Management
• Plan
• Delegate
• Follow-up

26. Cross-Train and Mentor
• Adds value to your team members
• Creates a seamless team (in case
someone is out)
• Allows for collaboration

27. Cross-Train and Mentor
Set a time biweekly for your staff to cross-train
Develop team projects (with cross-training in
mind, not deadline)
Does everyone in your department get a mentor,
or only those interested?
Does mentoring stay within your department, or
does it run cross-campus?

28. Cross-Train and Mentor
• The hard part about this is the time
commitment.
• How can your department handle that?

29. Coaching
• Continually bringing your employees to
the next level.
• “You did this report really well, and I
understand the information. Next time you
may want to do xyz so that it is easier to
read at a glance.”
• Coaching can also be used as a “learning
experience.”

30. Effective Performance Evals
• Be honest and tactful
• Start off with the EE’s position’s value to TSD
(and specifically your dept)
• Tell the EE your agenda- to start off with
areas for improvement and then move on to
their strengths
• Review top 3 strengths, 2 areas of
improvement and link them to TSD’s goals
(mission, district improvement plan,
workforce plan…)

31. TSD’s Mission
• Our mission is to ensure that deaf students
achieve personal excellence by providing an
exemplary education and student life
program that fosters learning in a visually
accessible, safe and positive environment.
We also strive to improve the lives of deaf
students, professionals and families in Texas
by providing a complete array of outreach
services.

32. 360 Evaluation
• Can be casual and informal
• After the EE’s eval has been signed and
finalized (so there is no threat) ask them for
feedback on your management:
• How can I assist you in achieving your goals for areas of
improvement?
• Do you feel like you have the resources and support that
you need?
• What can I do better as your supervisor?
• Any other comments or concerns that you would like to
share?

33. Notes
In Jim Collin’s book Good to Great, the premise is that
“the right people in the right places yields vision and
strategy naturally.”
“Not keeping New Year’s resolutions is like not following
through with a strategy. We know what to do, the
hard part is adhering to the plan.”
from Win or Lose? You Choose.

34. Review
• New behaviors become a lifestyle
• Be honest and open to discussion
• Credit due where credit earned
• Nip it in the bud
• Remain calm and focused on the
solution
• State the obvious and collaborate on a
solution

35. Review
• Listen to your body
• Clear, effective communication leads to clear
expectations for everyone
• Plan, delegate and follow-up
• Don’t get stressed, get focused
• No one is perfect
• Training allows for collaboration
• Link EE eval to TSD’s goals

36. Review
• Listen to your employees- ask them
what they want from their position at
TSD
• Get organized
• Be committed

37. The Buy In
• Retention = higher skill level
• Loyalty = dedication to you personally
• Flexibility, especially when you need it
• More pleasant work environment
• Less stressful you, co-workers, family
• Fosters team relations
• More productive team

38. The How To
• Psychology • Stress Management
• Respect • Project Management
• Recognition • Cross-train and Mentor
• Resolving • Coaching
Conflict • Give Effective
Evaluations

39. Questions
• What is TSD’s culture, and what do we
strive for it to be?
• How can we use our management skills
to shape that desired culture?