© coaching for organizational and individual performance inova leadership institute september 2007
TRANSCRIPT
©
Coaching for Organizational Coaching for Organizational and Individual Performanceand Individual PerformanceCoaching for Organizational Coaching for Organizational and Individual Performanceand Individual Performance
Inova Leadership InstituteSeptember 2007
Copyright 2004
©
“Everything that can be inventedhas been invented.”
Charles Duell, director of the U.S. Patent Office 1899.
Copyright 2004
©
“Heavier-than-air flying machines are impossible.”
Lord Kelvin of the British Royal Society, one of the 19th century’s top experts on thermodynamics, 1890’s.
Copyright 2004
©
“There is no need for any individual to have a computerin their home.”
Ken Olson, president of Digital Equipment Corp., 1977.
Copyright 2004
©
“Who the hell wants to hear actors talk.” E.A. Warner, Warner Bros., 1927.
Copyright 2004
©
Improved Operational Performance Across the BoardImproved Operational Performance Across the Board
OLD
NEW
Performance
Copyright 2004
©
Outcomes for Today:Outcomes for Today:
Why HML?:Impact of High Middle Low Performer conversations onorganizational performance
How to differentiateHigh, Middle and Low
Next steps for implementing HML at Inova
Copyright 2004
©
We have learned that the
reluctance to address
low/sub-par performance
keeps an organization
from being the best.
Quint Studer
Copyright 2004
©
From Short Term Gains to Great Sustainable Results . . . From Short Term Gains to Great Sustainable Results . . .
L M H
9% 58% 33%
1/3, 1/3, 1/3L
©
Who’s Who?Who’s Who?
Copyright 2004
©
Who Are You Spending Time With?Who Are You Spending Time With?
Copyright 2004
©
Definition
Professionalism
Teamwork
Knowledge & Skill
Communication
• Comes to work on time• Good attitude• Problem solves• You relax when they are scheduled• Good influence• Use of peer interviews• Five Pillar ownership• Brings solutions
Safety Awareness
Adheres to unit policies, models Standards of Behavior.
Demonstrates high commitment to making things betterfor the work unit and organization as a whole.
Eager to change for the good of the organization. Strives for continuous professional development.
Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.
Demonstrates the behaviors of safety awarenessin all aspects of work.
H
Definition of High PerformerDefinition of High Performer
Copyright 2004
©
Copyright 2004
©
Copyright 2004
©
How do you treat your High Performers?How do you treat your High Performers?
Ignore them? Say thank you? Give them more work?
Copyright 2004
©
Ignore them? High performers - Ignore them? High performers -
47% are actively looking for another job, resumes, internet search and interviews: Lack of recognition Feeling under rewarded Are the most unhappy Even when unemployment is high,
have a pent-up demand to leave
55% said they were never or rarely thankedby their boss.
Leadership IQ,, Fall 2006Maritz Incentives, St.. Louis 2003
Copyright 2004
©
Goal with High PerformersGoal with High Performers
Re-recruit Reward Retain
Copyright 2004
©
Definition of Middle PerformerDefinition of Middle Performer
Definition
Professionalism
Teamwork
Knowledge & Skill
Communication
• Good attendance• Loyal most of time• Influenced by high and low performer• Wants to do a good job• Could just need more experience• Helps manager be aware of problems
Safety Awareness
Usually adheres to unit policies, and models Standards of Behavior.
Committed to improving performance of the work unit and organization. May require coaching to fully execute.
Invested in own professional developments. Mayrequire some coaching to fully execute.
Usually communicates organizational information. Occasionally uses we/they language. Provides somefeedback to staff.Demonstrates the behaviors of safety awarenessin all aspects of work.
M
Copyright 2004
©
Goal with Middle PerformersGoal with Middle Performers
Reassure
Re-recruit
Develop
Copyright 2004
©
Who me??Who me??
Copyright 2004
©
Definition of Low PerformerDefinition of Low Performer
Definition
Professionalism
Teamwork
Knowledge & Skill
Communication
• Points out problems in a negative way• Positions leadership poorly• Master of “We/They”• Passive aggressive• Thinks they will outlast the leader• Says manager is the problem
Safety Awareness
Does follow organization or unit policies. Does not consistently model standards of behavior Demonstrates little commitment to the work unit and the organization.
Shows little interest in improving own performanceor the performance of the organization. Developsprofessional skills only when asked.
Does not communicate organizational information. Useslanguage to create we/they culture. Does not provide feedback.
Performs work with little regard to the behaviors of safety awareness.
L
Copyright 2004
©
Goal with Low Performer – Up or OutGoal with Low Performer – Up or Out
Improve, or
De-select
Copyright 2004
©
Moving the High PerformersMoving the High Performers
Tell them where the organization is going Thank them for their work Outline why they are important Ask is there anything you can do for them
Copyright 2004
©
Moving the Middle PerformerMoving the Middle Performer
Reassure Goal is to retain
S:SupportDescribe good qualities
C: CoachCover development opportunity
S: SupportReaffirm good qualities
Copyright 2004
©
Low Performer - Up or OutLow Performer - Up or Out
DESK Model Do not start meeting out on a positive note D: Describe
Describe what has been observed E: Evaluate
Explain effect of behavior/ actions S: Show
Show/ Tell what needs to be done K: Know
Know Consequences of continued under performance
Copyright 2004
©
The Gap is UncomfortableThe Gap is Uncomfortable
M
H
L
H
M
L
Gap is uncomfortable
Copyright 2004
©
The Gap is IntolerableThe Gap is Intolerable
M
H
L
H
M
L
Gap is uncomfortable
H
M
L
Gap is intolerable
TheWall
Copyright 2004
©
Over the WallOver the Wall
M
H
L
H
M
L
Gap is uncomfortable
H
M
L
Gap is intolerable
H
M
TheWall
Copyright 2004
©
If we don’t do . . . If we don’t do . . .
M
H
L
H
M
L
Gap is uncomfortable
H
A
L
Gap is intolerable
TheWall
HM
M
L
ResultsDecline
Copyright 2004
©
What has been Accomplished?What has been Accomplished?
Leader demonstrates concern andcare for employee
Leader demonstrates commitment toemployee professional development
Leader affirms and shows appreciationfor High and Middle performers
Leader lets low performer know exactlywhere they stand and next steps
Leader role models Inova Standards
Copyright 2004
©
Changeis Good!
(you go first)
Copyright 2004
©
Barriers to ChangeBarriers to Change
Denial Rationalization Blame Uniqueness Unwillingness Not Skilled
Copyright 2004
©
1. Focus on getting your high performers with you. They will move the organization first.
2. With middle, stick with one item for development. Goal is to have person feel cared about, and invested in.
3. Increase recognition on good performance. As accountability goes up so does frequency of recognition.
4. Practice low performer conversations prior to conducting them and be relentless with follow up.
5. HML is about values, fairness and patients.
Top 5 Take AwaysTop 5 Take Aways
©
Questions?Questions?
Thank YouColleen Thornburgh
Thank YouColleen Thornburgh