Vital Conversations: The Art and Science of Performance Management

1. Vital Conversations: • The Art and Science of • Performance Management • Presented by • Beverly Begovich

2. Challenge Questions: • On a scale of 1-5 with 1 being low and 5 being high rate yourself on how well you believe you can coach your staff members on changing their behavior to conform to the standards of behavior if they have an attitude. • Think of a person who reports to you who first comes to mind when I say high performer? Write down that person’s name.

3. Vital Conversations • Is the art and science of Performance Management which is how a leader retains, develops or disciplines their employees. • To achieve outcomes, a leader must be able to communicate clearly expectations, define specific behaviors and provide feedback to the employee on performance related to the expectations.

4. Vital Conversations • Vital conversations are the tools to assist a leader in assessing and coaching employees on performance to achieve the expected department outcomes or goals. • Every leader is a coach of his/her team of employees.

6. Good to Great: Key Success Factors • Level 5 Leaders • First who, then what • Brutal Facts • Define your Hedgehog

7. Retention

8. “Rethinking Retention” • “Retaining good workers is the tipping point between success and failure for many organizations.” • Richard P. Finnegan in Rethinking Retention in Good Times and Bad.

9. Build on Principles: • Employees quit jobs because they can.

10. Build on Principles: • Employees stay for things they get uniquely from you.

11. Build on Strategies: • Supervisors build unique relationships that drive retention…or turnover.

12. The Strategies: Drive from the top Scriptemployees’ first 90 days Calculate turnover cost Narrow the Back Door Developsupervisors to build trust Hold Supervisors accountable

13. Three Performance Groups

14. Three Performance Groups

15. Who’s Who? Activity

16. Top 10 Attributes of High Performers • Proactive • Applied Knowledge • Always “We” • Positive and Optimistic • Team Focused • Patient Centered • Always “Always” • Shared Experience • Can-do Attitude • Personal Attributes Align with Values

17. Top 10 Attributes of Solid Performers • Often Proactive • Knowledgeable • Usually “We” • Generally Positive • Team Focused • Patient Centered • Usually “Always” • Experienced • Will-do Attitude • Personal Attributes Mostly Align

18. Top 10 Attributes of Under Achievers • Reactive • Minimum Knowledge • Always “Me” • Generally Negative • Problem Focused • Self-Centered • “Always” is Impossible • Minimum Experience • “No-Can-Do” Attitude • Expert Analyst of “We-They”

19. Performance Coaching Assessment

20. Exercise: • Complete the Performance Coaching Assessment for someone on your staff who you think is a High Performer. • Time: 10 minutes.

21. Coaching

22. How Do You Treat Your High Performers? • Ignore them? • Say thank you? • Give them more work?

23. Ignore Them? High Performers Are: • 32% more likely than under achievers to look for a job in the next year: • Lack of recognition • Feeling under rewarded • Are the most unhappy • Even when unemployment is high, have a pent-up demand to leave

24. Thank Them? • 55% said they were never or rarely thanked by their boss.

25. Coaching High Performers • Solicit their input and opinions • Provide challenging assignments • Find opportunities for exposure beyond current role • Reward and recognize • Manage up

26. Vital Conversation Planners

29. Coaching Solid Performers

30. Coaching Solid Performers • Recognize • Develop • Acknowledge improvement

31. Coaching Solid Performers • Give feedback on their performance • Be candid—where they excel and where they only meet standards • Agree on the development area • Spend time with them • Reward and recognize • Engage in discussions re: future

34. Coaching the Underachiever

36. Reality Check: • In surveys of 32,000 health care employees, leaders and physicians, the question on how effectively poor performers are managed is the lowest scoring item in the database.

37. Are All Under Achievers the Same? • Move them up with coaching and skill development • Right bus, but wrong seat • Wrong bus

38. Coaching Under Achievers • DESK • D- Describe Behaviors • E- Expect Improvement • S- Set Timeframe for Improvement • K- Know the Consequences

39. Coaching Under Achievers • Get involved early • Be very specific on performance • Ask for their suggestions • Agree on a specific plan, metrics and deadlines • Be very clear about consequences • Frequent reviews and encouragement

40. Great Leaders Avoid Common Mistakes: • Lack of clarity in communication and expectations • Procrastination • Tolerance • Failure to coach

42. Insert Video: Underperformer Vital Conversation Vital Conversations Underachievers

43. Human Performance (Technical Skill vs. Behavior) Coach Up Coach Out

44. Summary for Vital Conversations • Coach with an attitude for helping • Pay attention to own personal impact • Focus on behaviors the receiver can change • Recognize people’s desire to do the right thing

45. Summary of Vital Conversations • Know your “coaching communication style” • Learn to ask great questions and to listen to answers • Avoid telling “how to”-let them tell you • New habits take time…but not that much

46. “Learning is defined as a change in behavior. You haven’t learned a thing until you take action and use it.” • -Don Shula and Ken Blanchard • Everyone’s a Coach

47. Thank You