Teaching Managers the Hard Work of Soft Skills

1. 2/23/2012 Teaching Managers the Hard Work of Soft Skills The Evolution of EMPAT a Critical Skills Course for Supervisors at Hospira

2. 2/23/2012 EMPAT for AOOP Overview Evolution of an Idea Story of EMPAT Course Content Purpose,Goals, Target Organizational Reaction Managing Resistance and Misunderstanding Feedback Typical Exercise Question and Answer

3. 2/23/2012 EMPAT for AOOP Organizations and Health (Stephen Heidel MD) We think Primary Prevention Secondary Prevention Tertiary Prevention They think Proactive Reactive Damage Control

4. 2/23/2012 EMPAT for AOOP Proactive Primary Prevention:  Performance Appraisal Systems,  Career Development,  Executive recruitment,  Leadership training and development,  Strategic planning,  Team development, Planning prior to M&A.

5. 2/23/2012 EMPAT for AOOP Clinician - Consultant Len Sperry Consultant Proactive and Practical Energetic & Optimistic Strategic Focused on Organizational Goals Non psychologically-minded Clinician Supportive, serious Interpretive, reparative Directly & intentionally psychologically- minded

6. 2/23/2012 EMPAT for AOOP Engagement and Attachment:The Intersection of Two Professions Employee Engagement Critical Focus of Employee Relations and Human Resources Attachment Integrates our biology and our biography Implicit overlap

7. 2/23/2012 EMPAT for AOOP Attachment Critical Factor in all Psychiatric Work From the homeless schizophrenic to the CEO Three Patterns Seen in children and adults Secure and two insecure Powerful Biological Force

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10. 2/23/2012 EMPAT for AOOP Attachment and work with individuals: Executives are Dismissive Misunderstand and dismiss their emotional and interpersonal world “Compartmentalize” = not integrated Use structural non-personal solutions for interpersonal challenges Ignore the powerful impact of their interaction with employees Spills over into family Emotionally remote/unavailable on weekends and evenings Miss critical periods of children’s school and spouses’ careers

11. 2/23/2012 EMPAT for AOOP Engagement A commonly used concept to measure the workforce effectiveness Engagement Defined: If you are engaged you are In a role that fits your talent, working to full potential, and with a manager who cares about you Evolved from ee satisfaction. Tied to talent retention, productivity, leadership development and others. March 2005 Conference Board: only 50% are satisfied, 35-44 are the most unsatisfied. Workplace plays a role: constantly in touch - internet, cell phones, personal digital assistants, and the rising expectations on productivity. Intrudes into work/family balance.Evolved from ee satisfaction. Tied to talent retention, productivity, leadership development and others. March 2005 Conference Board: only 50% are satisfied, 35-44 are the most unsatisfied. Workplace plays a role: constantly in touch - internet, cell phones, personal digital assistants, and the rising expectations on productivity. Intrudes into work/family balance.

12. 2/23/2012 EMPAT for AOOP Employee Engagement A method to measure employees’ personal investment in their jobs and their employer Typical questions include items such as: How likely are you to consider leaving the organization? Do you have the needed resources? Do you have a friend at work? (Gallup) Typical process Training/programs recommend: Educating the supervisors to work better with people. Specifically this means: Recognizing the individuals Being attuned to verbal and NONVERBAL communications Being able to listen well (allow ees to direct conversation and share more) Improving competence in giving feedback and motivating ees Content should go beyond HR and Legal policies Participants should learn how to interact with people; Training ought to use face to face training methods PracticeTraining/programs recommend: Educating the supervisors to work better with people. Specifically this means: Recognizing the individuals Being attuned to verbal and NONVERBAL communications Being able to listen well (allow ees to direct conversation and share more) Improving competence in giving feedback and motivating ees Content should go beyond HR and Legal policies Participants should learn how to interact with people; Training ought to use face to face training methods Practice

13. 2/23/2012 EMPAT for AOOP Common Engagement Findings: Fully Engaged Employees Do their best, constantly learn, feel stretched, take personal satisfaction in their work (Decision wise) Disengaged employees Actively look for next job Look because of supervisor, leave because of money/benefits, etc. Sample of what an engaged employee looks like. One of many. Gallup argues that engagement ties to retention, productivity, profitability, customer engagement and safety. Towers-Perrin Notes specifically that 5% change in engagement has correlated to a 40 basis point margin. Revenue increases and cost of production decreases. Impact of disengagement. Feb 2005 Gallup: One million employees surveyed said they consistently lose talented people because of the immediate supervision. Poorly managed workgroups are 50% less productive and 44% less profitable. Sample of what an engaged employee looks like. One of many. Gallup argues that engagement ties to retention, productivity, profitability, customer engagement and safety. Towers-Perrin Notes specifically that 5% change in engagement has correlated to a 40 basis point margin. Revenue increases and cost of production decreases. Impact of disengagement. Feb 2005 Gallup: One million employees surveyed said they consistently lose talented people because of the immediate supervision. Poorly managed workgroups are 50% less productive and 44% less profitable.

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15. 2/23/2012 EMPAT for AOOP EMPAT PURPOSE: Provide the tools and techniques for managers and supervisors to build and maintain strong working relationships with their employees. This will enable managers and supervisors to manifest Hospira’s Vision, Values, and Commitment in the workplace. The Course is designed to facilitate productive, frequent, and motivational dialogue between supervisors and employees, and among employees.

16. 2/23/2012 EMPAT for AOOP EMPAT GOAL:Course is generally dedicated to equip managers and supervisors with specific techniques and processes in order to foster an open and communicative environment and employee engagement through a truly inclusive leadership approach Specifically: Improve overall production, execution, and quality Maintain/increase existing employee commitment

17. 2/23/2012 EMPAT for AOOP GOAL: (cont.) Retain quality people in critical positions Enable managers to feel more competent and confident to meet daily challenges of managing employees in the corporate context Help managers provide clarity to employees on how/where they fit within the company, thereby increasing loyalty and commitment

18. 2/23/2012 EMPAT for AOOP WHAT’S UNIQUE ABOUT EMPAT Statistical research indicates clear evidence that issues of employee retention, engagement, turnover, customer satisfaction, and other critical performance factors tie directly to an organization’s bottom line.   More specifically, employee retention, employee engagement, productivity, and quality directly relate to the quality of the relationship the employee has with his/her immediate supervisor. The most significant reason employees leave an employer is how they feel about their immediate manager.

19. 2/23/2012 EMPAT for AOOP WHAT’S UNIQUE ABOUT EMPAT (CONT.) Most managerial training to date focuses on what managers should do, but not on how to do it. In other words, leadership training has not yet gone far enough.   Evidence would suggest that other organizations have not yet addressed the leadership challenge at such a critical, fundamental level. The EMPAT Course work is directly related to not only what managers need to do, but more importantly on how to do it.   EMPAT recognizes what has traditionally been called "soft skills" are just as impact-full in business results and leadership as the laws of physics are in technical, scientific applications.

20. 2/23/2012 EMPAT for AOOP DESIRED RESULT: Every employee will perceive that he/she is an important, valued member of the team; will be motivated to achieve high standards of performance and conduct; will experience an open, communicative environment in which he/she feels free to surface ideas, questions, issues, and/or concerns; and Hospira will become an employer of choice. From the supervisor’s perspective, they will overcome what many supervisors experience as the “caution syndrome” in order to feel once again that they are “driving the bus” in terms of running their work groups.

21. 2/23/2012 EMPAT for AOOP BENEFITS TO HOSPIRA: High quality products Superior productivity Customers feel valued Low employee turnover rate Reduced occurrence of violence in the workplace Significantly low number of EEOC and HRC Charges and Complaints

22. 2/23/2012 EMPAT for AOOP GENERAL TOPICS COVERED Mastering truths and techniques of effective communication Demonstrating understanding Basic challenges to communication & inclusion Body language as communication Application of "tough love" approach in workplace The supervisor and reality of power at work The hostile employee Performance feedback meetings Conducting performance counseling sessions Handling passive/aggressive behavior Disruptive employee behavior Preserving self-esteem in the workplace Recognizing opportunities

23. 2/23/2012 EMPAT for AOOP Underlying Lessons/Awareness of the “Laws of Human Nature” There are a number of learning points combined with what is referred to as “laws of human nature” provided in the Course material. These are intended to serve as reminders of the power of the supervisor’s interaction with each person at work, the criticality of maintaining an awareness that how we say and do things is 90% of what is communicated, and provide ready reference points to guide supervisors through a number of challenging issues and interactions in any given work day.

24. 2/23/2012 EMPAT for AOOP Example Exercises Listening to Develop Understanding Job Interview Passive Aggressive Employee

25. 2/23/2012 EMPAT for AOOP PARTICIPANTS EVALUATION OF THE COURSE Statistically: approximately 230 supervisors/managers trained to date in 15 courses across all Hospira: Virtually every participant said Course will be of help to them in their job All participants said Course would be of help to all supervisors/managers (many wrote in “at all levels”) All participants said the dialogues/case histories were realistic and not contrived Weighted average of participants’ ratings of trainers: 4.75 on a scale of 1 to 5 (5 being the highest rating) on knowledge of subject areas; and 4.4 out of 5 on presentation/delivery

26. 2/23/2012 EMPAT for AOOP PARTICIPANTS EVALUATION OF THE COURSE Sampling of participants' evaluative comments: "Showed examples of communication and effective ways of dealing with unpleasant situations" "I will be aware of my actions and how I am perceived to build an even greater level of respect. I also feel that the "showing understanding" skill will be very useful at work and also in my personal life" "As a new supervisor, I had no training on this type of material and I feel like I have matured tremendously by being exposed to 'how to effectively manage others, in all aspects of life and not just on the course work I am certified on through college', this was a tremendous learning experience for me"

27. 2/23/2012 EMPAT for AOOP PARTICIPANTS EVALUATIVE COMMENTS (cont.) "Good examples and direction on how to address difficult situations (staying on subject, persistent, dodging sidetrack issues)" "I liked these: “caution syndrome”, comprehensive inclusion, quality of relationships of supervisor and employee, delivery of evaluation - having specifics to support feedback, deal with problems right away" "General empathic communication techniques (while still) maintaining the managerial role" "There can't be too much communication, so I'll do more communicating with my team of people"

28. 2/23/2012 Sample Exercise A Passive Aggressive Employee

29. 2/23/2012 EMPAT for AOOP Question and Answer