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Responsive Management Systems ®

Responsive Leadership Seminars ®. Responsive Management Systems ®. Creating Excellence in Line-Level Leaders. … helping to create productive and preferred work environments. Since 1985. Responsive Leadership Seminars ®. WELCOME. www.responsivemgt.com.

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Responsive Management Systems ®

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  1. Responsive Leadership Seminars® Responsive Management Systems® Creating Excellence in Line-Level Leaders … helping to create productive and preferred work environments Since 1985

  2. Responsive Leadership Seminars® WELCOME www.responsivemgt.com

  3. Responsive Management®: Line-Level Leadership CORE COMPETENCIES FOR DEVELOPING QUALITY OPERATIONS Responsive Leadership Seminars® “Where Theory Meets the Road”

  4. TODAY’S GOALS REGARDING PREPARING TO PROVIDE NEGATIVE PERFORMANCE FEEDBACK ► Learn/Review how to define an interpersonal performance error/mistake ► Learn/Review how to Prepare to Provide Negative Performance Feedbackregarding an interpersonal error/mistake ► Strengthen your confidence providing feedback regarding an interpersonal error/mistake ►Increase your work satisfaction 27

  5. STRATEGY STRUCTURE PROCESS KEY ORGANIZATIONAL ELEMENTS OF QUALITY • Mission/Vision • Strategic Plan • Values • Philosophy/Beliefs • Product/Service Focus • Annual Operating Plan • Number and Type of Positions • Team Chartering & Reporting Relationships • Allocation of Funds • Technologies/Trades Required ORGANIZATIONAL 11

  6. KEY STEPS TO MANAGING PERFORMANCE QUALITY 1st PerformanceDefinition 2nd 5th PerformanceFeedback PerformanceAssessment S T I PerformanceMonitoring PerformanceInstruction 4th 3rd 12

  7. KEY ELEMENTS OF INDIVIDUAL PERFORMANCE QUALITY • Strategic • Short/Long-Term Impact • Whole-Part Visualization • Systems Knowledge • Thinking Models • Problem Analysis • Technical • Cost • Consumer Relations • Operations • Formulae • Procedures • Information • Interpersonal • Team-Directed Responsibilities • Leader-Directed Responsibilities • General Organizational Responsibilities 13

  8. KEY STEPS TO MANAGING PERFORMANCE QUALITY 1st PerformanceDefinition 2nd 5th PerformanceFeedback PerformanceAssessment S T I PerformanceMonitoring PerformanceInstruction 4th 3rd 12

  9. Confidentiality & Respect

  10. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/JOB DIRECTION/INFORMATION • Provide Eye Contact with the Person, Use Pleasant and Sincere Voice Qualities and Receptive Body Posture. • Request to Speak with the Person. • Identify the "Context" and "Content" of the Performance Concern or State the Information to Be Shared. • If There Is Any Doubt as to Clarity, Request Understanding by the Person of the Context and the Specific Performance Behavior. • Provide Rationales for the Performance Concern or Information Shared. • Direct or Offer to Discuss Alternative Performance. • If Appropriate, Negotiate the Alternative. • Provide an "Offer of Help". • Provide an Appreciation Statement. 26

  11. General Description: “As I See It,” the Problem is_____________________________________________________________________________ • Attempt to Visualize the last occurrence of the problem. • Describe the Relevant Observable Factors Needed to Understand the Performance Problem Current Situation Desired Situation • Context: It Usually Occurs: • When? (Hour, Day, Week) • Where? • With Whom? • What Happens Just Prior? • What Particular Task Is Being Performed? • With What Equipment/tools? • Content: How Are/Is: • Words a Factor? • Voice Volume, Pitch, or Tone a Factor? • Body or Head Movements or Facial Expressions a Factor? • Equipment/Tools a Factor? • Strategic Process a Factor? • Frequency/Duration a Factor? • Task Performance a Factor? • Timeliness a Factor? • Production Quantity a Factor? • Production Quality a Factor? • Rationales & Impact Analysis: What Is The: • Impact on the Employee? • Impact on the Supervisor? • Impact on Others in This Unit? • Impact on the Consumer? • Impact for the Larger Organization? • Alternative: What Skill Needs Development? ____________________________ INTERPERSONAL PERFORMANCE PROBLEM ANALYSIS WORKSHEET 29

  12. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/ JOB DIRECTION/INFORMATION Common Interpersonal Errors/Mistakes Experienced • ___ Accepting feedback (co-worker, supervisor, customer) • ___ Cursing (frequency/timing/severity) • ___ Speaking too slowly • ___ "Bossy" • ___ "Isms" (negative outcomes – micro-aggressions • insult/assault/invalidation) • 6. ___ Joke telling (frequency/timing/ism) • 7. ___ Exaggeration • 8. ___ Complaining • 9. ___ Excuse making • 10. ___ Snappy, curt, abrasive • 11. ___ "Putting manager on spot" (topics, actions) • 12. ___ Dishonesty, deception • 13. ___ Withholding information • 14. ___ Appearance 30

  13. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/ JOB DIRECTION/INFORMATION Common Interpersonal Errors/Mistakes Experienced (Cont’d) • ___ Hygiene • ___ Inappropriate affection (actions, communication, objects) • ___ Not asking for help • ___ Disorganized presentation • ___ Yelling • ___ Bragging • ___ "Know it all" • ___ Not following through • ___ Negative comments about others • ___ Delays in decision making • ___ Not using the chain of command • ___ Off task • ___ Interrupting (tasks, others speaking) • ___ Tardiness/absenteeism 30

  14. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/ JOB DIRECTION/INFORMATION Common Interpersonal Errors/Mistakes Experienced (Cont’d) • ___ Falling asleep • ___ Use of "we" • ___ "Arrogance" • ___ "Unfriendly" • ___ Not requesting feedback • ___ Discussing personal life • ___ Shift change conflicts • ___ Seductive behavior • ___ Discussing religion • ___ Discussing collecting bargaining issues • ___ Secretive behavior • ___ Sharing feedback • ___ Zipping fly • ___ Suspected performance issue 31

  15. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/ JOB DIRECTION/INFORMATION Common Interpersonal Errors/Mistakes Experienced (Cont’d) • ___ Explosive reaction • ___ Inflexible, won’t negotiate • ___ Gossiping • ___ Substance use • ___ Discussing concerns with incorrect persons • ___ Not attending meetings • ___ Asking questions (frequency, type) • ___ Chatting too much • ___ Answering questions or accepting direction with "one word answers" • ___ Advice giving • ___ Spitting • ___ Off-hand comments in presence of others • ___ Nail clipping • ___ Pointing 31

  16. General Description: “As I See It,” the Problem is _____________________________________________________________________________________________ • Attempt to Visualize the last occurrence of the problem. • Describe the Relevant Observable Factors Needed to Understand the Performance Problem Current Situation Desired Situation • Context: It Usually Occurs: • When? (Hour, Day, Week) • Where? • With Whom? • What Happens Just Prior? • What Particular Task Is Being Performed? • With What Equipment/tools? INTERPERSONAL PERFORMANCE PROBLEM ANALYSIS WORKSHEET 29

  17. Content: How Are/Is: • Words a Factor? • Voice Volume, Pitch, or Tone a Factor? • Body or Head Movements or Facial Expressions a Factor? • Equipment/Tools a Factor? • Strategic Process a Factor? • Frequency/Duration a Factor? • Task Performance a Factor? • Timeliness a Factor? • Production Quantity a Factor? • Production Quality a Factor? INTERPERSONAL PERFORMANCE PROBLEM ANALYSIS WORKSHEET 29

  18. Rationales & Impact Analysis: What Is The: • Impact on the Employee? • Impact on the Supervisor? • Impact on Others in This Unit? • Impact on the Consumer? • Impact for the Larger Organization? • Alternative: What Skill Needs Development? ____________________________ INTERPERSONAL PERFORMANCE PROBLEM ANALYSIS WORKSHEET 29

  19. General Description: “As I See It,” the Problem is_____________________________________________________________________________ • Attempt to Visualize the last occurrence of the problem. • Describe the Relevant Observable Factors Needed to Understand the Performance Problem Current Situation Desired Situation • Context: It Usually Occurs: • When? (Hour, Day, Week) • Where? • With Whom? • What Happens Just Prior? • What Particular Task Is Being Performed? • With What Equipment/tools? • Content: How Are/Is: • Words a Factor? • Voice Volume, Pitch, or Tone a Factor? • Body or Head Movements or Facial Expressions a Factor? • Equipment/Tools a Factor? • Strategic Process a Factor? • Frequency/Duration a Factor? • Task Performance a Factor? • Timeliness a Factor? • Production Quantity a Factor? • Production Quality a Factor? • Rationales & Impact Analysis: What Is The: • Impact on the Employee? • Impact on the Supervisor? • Impact on Others in This Unit? • Impact on the Consumer? • Impact for the Larger Organization? • Alternative: What Skill Needs Development? ____________________________ INTERPERSONAL PERFORMANCE PROBLEM ANALYSIS WORKSHEET 29

  20. PROVIDING NEGATIVE PERFORMANCE FEEDBACK/JOB DIRECTION/INFORMATION • Provide Eye Contact with the Person, Use Pleasant and Sincere Voice Qualities and Receptive Body Posture. • Request to Speak with the Person. • Identify the "Context" and "Content" of the Performance Concern or State the Information to Be Shared. • If There Is Any Doubt as to Clarity, Request Understanding by the Person of the Context and the Specific Performance Behavior. • Provide Rationales for the Performance Concern or Information Shared. • Direct or Offer to Discuss Alternative Performance. • If Appropriate, Negotiate the Alternative. • Provide an "Offer of Help". • Provide an Appreciation Statement. 26

  21. NEGATIVE PERFORMANCE FEEDBACK UNRECEPTIVE PERSON Principal Reasons for Decreased Monitoring & Feedback • Leaders lack of knowledge regarding employee’s tasks & activities • Leader’s avoidance of employee because of Unreceptive Behavior when Leader attempts to monitor • Leader’s denial of employee’s performance problems • Leader’s frustration over feeling powerlessness to change employee’s performance • Leader feeling organizationally unsupported 27

  22. Step 1 Step 2 PROVIDING PERFORMANCE FEEDBACK/INFORMATION WITH AN UNRECEPTIVE PERSON Most Common and Less Effective Interaction Process You Initiate Feedback/Information Effectively Unreceptive Person Responds Negatively 32

  23. PROVIDING PERFORMANCE FEEDBACK/INFORMATION WITH AN UNRECEPTIVE PERSON Unreceptive Person Response Sets Aggressive/Hostile Verbally Sophisticated Seeking Sympathy Passive Unresponsive • Tearing • Crying • Appearing Sad • Interrupting • Increased Volume • Blaming • Cursing • Throwing Objects • Excuse Making • Verbally Attacking • Name Calling • Minimizing • Not Talking • Not Acknowledging • Turning Away • Walking Out • Pouting 33

  24. Step 1 Step 2 Step 4 Step 1 Step 2 Step 3 Step 4 Step 5 PROVIDING PERFORMANCE FEEDBACK/INFORMATION WITH AN UNRECEPTIVE PERSON Most Common and Less Effective Interaction Process You Switch and Respond To Unreceptive Behavior You Initiate Follow-Up Within 4 hours & 2 Days You Initiate Feedback/Information Effectively Unreceptive Person Responds Negatively You Discuss Original Topic More Effective Interaction Process 32

  25. PROVIDING PERFORMANCE FEEDBACK/INFORMATION WITH AN UNRECEPTIVE PERSON Step 1 A. Initiate the Topic as with Sharing Performance Feedback/Information Unreceptive Person Responds Negatively Step 2 B. Maintain Eye Contact with the Person, a Relaxed Face and Pleasant Voice Qualities (Low Voice Volume) Provide an Empathy Statement State and Gesture a Change in the Conversation Topic to the Unreceptive Behavior Provide Additional Empathy or Statements of Personal Concern Describe the Specific Unreceptive Behavior Provide Rationales for Receptive Behavior Request the Person Engage in Specific Receptive Behavior Request a Return to the Original Topic C. D. E. F. G. H. I. J. Step 3 Return to the Original Topic Step 4 K. Follow-Up -- 4 Hours (Engage with a Different Topic) Follow-Up -- 2 Days (Negative Performance Feedback) L. M. Step 5 34

  26. NEGATIVE PERFORMANCE FEEDBACK ERRORS AND RESISTANCE TO CHANGE • Interpersonal Performance Concern: • Anger Displays • Pouting • Arguing II Error I: DELAY FEEDBACK Error II: CHANGE STRATEGY Error III: CHANGE TOLERANCE I III 35

  27. STRATEGY STRUCTURE PROCESS KEY ORGANIZATIONAL ELEMENTS OF QUALITY • Mission/Vision • Strategic Plan • Values • Philosophy/Beliefs • Product/Service Focus • Annual Operating Plan • Number and Type of Positions • Team Chartering & Reporting Relationships • Allocation of Funds • Technologies/Trades Required ORGANIZATIONAL 11

  28. KEY STEPS TO MANAGING PERFORMANCE QUALITY 1st PerformanceDefinition 2nd 5th PerformanceFeedback PerformanceAssessment S T I PerformanceMonitoring PerformanceInstruction 4th 3rd 12

  29. Responsive Leadership Seminars® THANK YOU www.responsivemgt.com

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