How do Outreach and Business Development professionals measure their impact in the field of behavioral health.

1. Understanding the Importance of
Radical Transparency in Managing
Performance
Gina de Peralta Thorne, MS
Chief Marketing Officer

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Difference Between Performance
Management and Performance
Appraisal
Performance Management:
The Process of Identifying, Measuring, Managing and Developing the
performance of the human resources in an organization. Typically focuses on
the present and future. Doing things in real time to help the employee reach
their desired level. Always looking to the future, you are exploring ways to
enhance the employee capabilities for the future in their growth.
Performance Appraisal:
On-going process of evaluating employee performance. Typically
reflective of past performance.

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How Do We Measure Our
Performance In the Behavioral
Health Field?
• Census
• Calls
• # of Appts
• Conversion
• What else?

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Develop Workplan
• Develop SMART Goals
• Specific, Measureable, Attainable, Relevant, Time Bound
• They clarify what, when, and how not why
• Measureable
• Quantity and quality
• Attainable- must be agreed by both employee and supervisor.
• Relevant – goal must be within employee's control and ability to influence
the outcome.
• Time Bound

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Professional Development

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Effective Performance
Management Begins…
• Respect for one another and ends with
excellence in performance.
• It is the responsibility of supervisors to
communicate on an ongoing basis with their
employees.
• These conversations should be grounded in
honest communication.
• Provide staff with clear role expectations,
feedback, identify performance improvement,
development opportunities, and career
possibilities.

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Measuring Your
Performance• Fosters ongoing two-way communication between
employees and managers.
• Supports the development of clear, consistent, and
measurable goals linked to Harmony core values and
competencies.
• Helps to articulate and support training needs and
career development
• Establishes the criteria for making reward and
recognition decisions.

12. • Communicate organizational
needs.
• Oversee employee’s
performance
• Provide guidance and support
• Identify developmental needs
• Manage the relationship
between staff and the
organization.
SUPERVISOR ROLE
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Supervisors are responsible for:
• Aligning individual performance expectations with org goals
• Develop performance goals collaboratively with staff
• Ensure performance goals are clearly communicated and current.
• Provide fair, constructive, and timely feedback toward performance
expectations and goals
• Provide assistance, guidance and coaching support as needed.
• Ensure staff have professional development plans in place
• Conduct performance evaluations

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Expectation
Setting
New Staff Orientation
Setting annual goals
Creating professional
development plans
Reviewing and revising work
plans
Delegating
Assigning projects
Reviewing and revising job
description
Performance
Review
Quarterly and/or biannual
performance reviews
Annual performance reviews
Setting annual goals
Creating Professional
Development plans
Regular
Communications
Discussing current projects,
workload, and deadlines
Identify and solve problems
Give timely appreciative and
development feedback
Coaching and supporting
Supervision Framework

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Supervisor Expectations
Professional
• Arrive to work and all meetings on time, adhere to dress code,
use appropriate language, what else?
Respectful
• Greet people in the hallways, treat colleagues as internal
customers, be mindful of campus and clean up after yourself.
Accountable
• Meet all deadlines, come to meetings prepared, follow through
on projects, respond to requests in a timely fashion

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Radical Transparency
"Radical transparency" is creating a culture that is
direct and honest in communication and sharing of
company strategies so that all people are trusting and
loyal to the continuous evolution of the organization.
For leaders, radical transparency is a way to build
trust with their employees.

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Performance Feedback
• Receiving feedback, particularly negative feedback is hard.
• Its harder still when you have to give it.
• What typically happens when we receive negative feedback?
• Seek out our support system to validate that what was said was wrong.
• Co-workers that align with you, friends and even your MOM.
“Looking at feedback as data helps us learn
how bad the bad is so we can do something
good with it.”

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Performance Feedback
Our Brains go one of two ways:
1. Proving Mode - When we have someone tell us something we did badly,
our ego steps in and we start to feel bad, angry.
• This is the primal emotional reaction, the lower level you.
2. Improving Mode – this is our inner Olympic athlete
• Improving Mode recognizes you are always a work in progress.
•

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Feedback Spectrum
Obnoxious AggressionRadical Transparency

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Giving Feedback
• Needs to be authentic
• Non- Judgmental
• Constructive Process
• Eliminate the phrase “Don’t take it personally.
• Radical Candor – Caring personally about the person
while at the same time challenging them to be better.
• Ok for someone to get upset, its normal
• React with compassion – Emotional Novocain
• Feedback Sandwich – Praise.. Criticism. Praise. (No)

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Feedback & Radical
Transparency
• Go in and be humble – you may be wrong
• Most important thing you can do is State your intention to be helpful.
• Easier to take criticism when you know its meant to help you.
• If you know its healthy and you experience the positive benefits of it, you will
keep seeking it out.. (i.e, know sometimes it hurts working out, but know its
good for my overall well being)

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• Phrase behavior in terms of positive action when possible. Explain
what you want the employee to do vs. what you don’t want them to
do to.
• Make sure you model the actions of what you expect your
employees to do.
• Do not comment on a persons character. Only observable behavior.
“ You ar e unpr ofes sional”
Ins tead
“Punctuality is an aspect of professional behavior that is expected
and when a person is late for meetings s/he is not exhibiting that
professional behavior.”
3 Key Points

23. SUPERVISION MEETINGS

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• Monitor performance to expectations and work plan
progress
• Discuss work load
• Discuss timelines and deadlines
• Identify any training needs, challenges, barriers or
obstacles
• Provide performance coaching when needed
• Problem solve when required
• Provide Feedback
• Providing documentation for legal purposes.
Why Supervision Meetings

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• Performance
• Providing positive feedback on specific performance.
• Performance Reviews
• Address Problems
• Work Updates and Progress Check-Ins
• Check up on upcoming tasks/deadlines or status of tasks.
• Support/Coaching/Mentorship
• More about individuals wellbeing as a staff member or
personal/professional development.
Agenda for Supervision

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• Determine what you want to help you be more successful not only in
your current work, but in your professional career?
• Communicate this to your current supervisor.
• Identify whether you are being offered performance management
opportunities or performance appraisals?
• Recognize that feedback and supervision are data gathering tools to
help you improve.
• Utilize radical transparency in your efforts to communicate to help you
grow both professionally and personally.
Take Home Points

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