managing people - neighborhood excellence initiative bofa
DESCRIPTION
Managing People for Results by Nelson Layag, CompassPoint Nonprofit Services. For the Neighborhood Excellence Initiative for Emerging Leaders, May 18, 2011TRANSCRIPT
Managing People to Achieve Results
Nelson L. LayagProject Director
Bank of America Neighborhood Excellence Initiative®Neighborhood Excellence Leadership Program® May 17-20, 2011
What makes things happen in your organization?
Photo: Garrett Coakley, Flickr
Photo: Steve Rhodes, Flickr
Photo: ReSurge International, Flickr
• Responsibilities of a supervisor• Delegation• Coaching • Effective Feedback• Elements of an effective evaluation
process
Topics
“CompassPoint – We’ve got frameworks & matrices”
Photo: St. Gallen Symposium, Flickr
REFLECT
BESTSUPERVISION
MOMENT...as a
supervisor or supervisee
Managing
vs Leading
Managing
ANDLeading
HonestForward-looking
CompetentInspiring
“Credibility is the foundation of leadership” - Kouzes & Posner
Five Practices of Exemplary Leadership
MODEL the WayINSPIRE a Shared VisionCHALLENGE the ProcessENABLE Others to ActENCOURAGE the Heart
How do your management practices influence and/or support your leadership practices?
Supervision & Nonprofits
The ultimate responsibility of a supervisor is to help the employee manage his/her relationship with the organization so that each is successful.
Strengths-based
Multiculturalism
Organizational Culture
Political Framework
Leadership beliefs
Field or Mission
Expectation Setting• Reviewing & revising job
descriptions• Delegating responsibilities• Reviewing & revising
performance work plans• Creating professional
development plan• Assigning a project• New staff orientation• Setting annual goals
Mutual Regular Communications
• Identifying & resolving problems
• Giving timely appreciative and developmental feedback
• Discussing current projects/workload & upcoming deadlines
• Coaching
Ongoing
Performance Review
• Quarterly performance review meetings
• Annual performance reviews• Setting annual goals
No Surprises
The Managing People Framework
How much time do you spend “supervising” people?
How much time do you spend “supervising” people?
How much time do you spend “supervising” people?
How does the “lens” influence practice?
Strengths-based
Multiculturalism
Organizational Culture
Political Framework
Leadership beliefs
Field or Mission
Expectation Setting• Reviewing & revising job
descriptions• Delegating responsibilities• Reviewing & revising performance
work plans• Creating professional development
plan• Assigning a project• New staff orientation• Setting annual goals
Mutual
Setting and Communicating Expectations
In order for employees to understand your expectations, you have to communicate them in terms of BEHAVIORS or OUTCOMES.
I’m a strategic thinker and
problem solver
Photo: Rebekah Pavlovic, Flikr
I’m a strategic thinker and
problem solver
Sshh…strategic thinker and
problem solver at work
Being on time for a 9:30 meeting
Setting and Communicating ExpectationsExpectation BEHAVIOR
Professional Arrive to work and all meetings on time; adhere to dress code guidelines; ensure all written communications are error free and use appropriate tone that considers the audience.
Respectful Greet people in the hallways; treat colleagues as internal customers; clean up your area and do your part to keep the common area (e.g. kitchen) clean.
Accountable Meet all deadlines; come prepared to meetings with minutes from the last meeting, questions about the agenda and ideas to contribute to the topic; respond to requests in a timely manner.
Groups of 3
What does it look like when someone is . . .
creative?proactive?strategic?
Delegation Framework
Situational Leadership
© 2003. Ken Blanchard Companies. All rights reserved. For a more in depth understanding of matching leadership styles with development levels see Situational Leadership II by The Ken Blanchard Companies. The accompanying diagram above is derived from Situational Leadership II.
Do you consider all these factors to determine how to delegate responsibilities?
Regular Communications
• Identifying & resolving problems• Giving timely appreciative and
developmental feedback• Discussing current
projects/workload & upcoming deadlines
•Coaching
Ongoing
Why Coaching?
The mark of effective leadership is not an individual who “does it all”; rather, it’s the full leadership team that fuels high performance over the long haul.
- Sylvia Yee, Evelyn and Walter Haas, Jr. Fund
A process of supporting individuals to make more conscious decisions
The ultimate goal of coaching is to help someone move to a new action or
behavior while learning, growing and developing.
Coaching is…
Coaching is not…
Ending, losing,letting go
The neutral zone
The new beginning
Action Learning Model
Action
Learning
Reflection
Superficial Listening
Fix-It Listening
Four Kinds of Listening
Self-Referential Listening
Engaged Listening
Photo: Nancy White, Flickr
Exercise: Engaged ListeningSpeaker: What do you love about being a leader?Listener: Practice listening at the deepest level
(engaged listening). - • What do you love about discovering what you are capable of?• What do you love about the challenge?• What do you love about how you are learning and growing?• What do you love about mentoring your staff?• What are the talents and strengths that give you the most joy?• Who are your partners and how important are they to you?
Debrief
Listener: • Did you slip into other types of listening?
• What did it feel like?
Speaker:• What did it feel like to have someone listen
without interruption?
Inquiring
• Who?• What?• When?• Where?• How?
• Is?• Can?• Are?• Will?
• Why?
90%
1%
9%
Exercise: Open-Ended Questions• Speaker: Share a best moment in your leadership or
in your life. A peak experience -- A time when you were feeling confident and challenged in a good way.
• Listener: Use open-ended questions to help draw the story out of the speaker.
What WhereWhen WhoHow
Regular Communications
• Identifying & resolving problems• Giving timely
appreciative and developmental feedback
• Discussing current projects/workload & upcoming deadlines
• Coaching
Ongoing
Photo: kat selvocki / lemony kickit
Giving and Receiving Ongoing Feedback
1. Timely (as soon as possible)2. Specific (what has occurred and the
impact)3. Focus on behaviors, not on person’s
character4. Impact (i.e. It Matters)
Supportive or Positive FeedbackInstead of :
“You really handled that tough situation with the client well. Thanks, you’re awesome!”
Photo: Sasha Wolff, Flickr
Supportive or Positive FeedbackTry:
“I really want to tell you how impressed I was with the way you handled the client’s problem. You were able to calm him down by being patient and letting the client see that you were willing to take the time to help him. That helped get to the issue at hand and then you were able to direct him to the right person who could help. Thank you.”
Photo: Sasha Wolff, Flickr
Supportive or Positive Feedback
Instead of : “You were great in that meeting,
thanks.”
Supportive or Positive Feedback
Try: “When you were clear and concise while
explaining your idea at the meeting, it really helped the management team to focus on key points and understand the benefits of your proposal more clearly. That will help us make a well informed decision on this idea. Thank you for being so prepared.”
Exercise: Feedback
• Speaker: Share a piece of feedback with listener
• Listener: Help speaker to do the following– Remove judgment (positive or negative)– Stay objective– Use specific, observable language– Add meaning or impact
Corrective/Negative Feedback
• As soon as possible • Connect the behavior to the impact • Be specific and avoid generalities• Give feedback in person when able. Email or phone
messages can also be appropriate• Be prepared to engage in problem solving• Express confidence (positive statement) that the
person can correct her/his behavior. Not to be mistaken for positive feedback.
Go Low Carb on the Feedback
Go Low Carb on the Feedback
Corrective/Negative Feedback
James, I would like to speak to you for a moment about today’s meeting with our funder. When you don’t prepare properly, it comes off as unprofessional. This hurts the image of the organization and our ability to secure the funding we need to support our mission. Thank you for listening to this feedback, I really think you can be great in this role.
Corrective/Negative Feedback
You: James, I would like to speak to you for a moment about today’s meeting with our funder. When you don’t prepare properly, it comes off as unprofessional.
James: What do you mean?
You: Well, there were a few major typos in the budget and you didn’t have the information about the total service numbers for last year.
Corrective/Negative FeedbackJames: I did show you the draft of the budget.
You: What do you think you need to be better prepared?
James: Maybe next time we can go over what we should prepare for this meeting the day before so I understand what we need. I can also get someone to look over the material for any mistakes too.
Corrective/Negative FeedbackYou: Good idea. Being better prepared will help our ability to secure the funding we need to support our mission. Thank you for listening to this feedback, I really think you can be great in this role.
Anxiety or Fear?
What are some tactics you can use for support when you need to give developmental feedback?
Performance Review
• Quarterly performance review meetings
• Annual performance reviews
No Surprises
Maria was promoted to Program Manager in late 2007 after one year as a counselor. Since then she has proven that she not only can accomplish the specific duties and responsibilities assigned with that position, but has the ability to be proactive in looking for and implementing ways to improve the organization’s ability to serve its clients. One clear example of this is the I & R database project which has been in the organization’s plan for the last 2 years but which was never completed for various reasons including complexity of the project, costs, and lack of anyone being responsible for it being done. We decided to put this as one of her responsibilities earlier this year and because of her ability to recognize and focus on the client’s needs and level of accessibility she was able to take a simple, low cost approach of using blogging software to make a highly accessible, easily modifiable (and easy to learn) system for looking up I&R resources.
As a counselor, Maria demonstrated a knack for managing conflicts for our youth. She’s brought that talent to her new role, but we recognize that she has never received any formal training (not her fault) in this area and feel she can not only excel in conflict resolution, but could in time provide effective coaching and training to the staff of counselors she supervises. We might consider some formal supervision training as well as part of her professional development plan.
One area of focus we should consider is the quality control issue of our workshops. Maria has been very effective in getting the schedule of workshops completed much earlier than what the past standard has been. However, there have been sacrifices in reviewing the quality of the material in exchange for getting presenters scheduled quickly. We have discussed a process in which scheduling can happen effectively while being able to review content on a timely basis and how the Program Director (me) can be supportive in that process. We will include this in her next version of the workplan.
Elements of an Effective Evaluation Process
• Credible - Based on communicated expectations (performance workplan).
• Reliable – Staff understands the process and it happens.
• Fair - All staff are being evaluated in a similar fashion (not necessarily equally).
• Practical - NOT just paperwork, but matters. Also, not difficult to understand and complete (correctly).
Elements of an Effective Evaluation Process
• On Going - Staff is evaluated throughout the year (even if the paperwork just happens quarterly/annually).
• Transparency - Everyone understands the process, and how, who, when, and what performance is based on.
• Collaborative - Requires points of view from you, the staff person and others who work closely with staff.
Strengths-based
Multiculturalism
Organizational Culture
Political Framework
Leadership beliefs
Field or Mission
Expectation Setting• Reviewing & revising job
descriptions• Delegating responsibilities• Reviewing & revising
performance work plans• Creating professional
development plan• Assigning a project• New staff orientation• Setting annual goals
Mutual Regular Communications
• Identifying & resolving problems
• Giving timely appreciative and developmental feedback
• Discussing current projects/workload & upcoming deadlines
• Coaching
Ongoing
Performance Review
• Quarterly performance review meetings
• Annual performance reviews• Setting annual goals
No Surprises
The Managing People Framework
How are these elements working in your evaluation system?
What is a priority for you to address?
• Responsibilities of a supervisor• Delegation• Coaching • Effective Feedback• Elements of an effective evaluation
process
Topics
How do your management practices influence and/or support your leadership practices?
HonestForward-looking
CompetentInspiring
“Credibility is the foundation of leadership” - Kouzes & Posner
Five Practices of Exemplary Leadership
MODEL the WayINSPIRE a Shared VisionCHALLENGE the processENABLE Others to ActENCOURAGE The Heart
How do your management practices influence and/or support your leadership practices?
Managing
ANDLeading
• Presentation and Additional Resources
• Feel free to email (or tweet) me with additional questions
• [email protected]• Twitter.com/nlayag . . . And one last thing . . .
George Kissed Paula
“. . . small victories can often trigger a positive spiral of behavior . . .”
What could be your one kiss?