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Chapter 6: Principle 4 Assessing your Team High /Medium/ Low LDI2. Today’s Goals…. Understand WHY we have HML conversations Understand how to identify HML performance Learn to have effective mentoring/coaching. The McNair Group. It’s difficult to juggle all that we’re asked to handle.

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chapter 6 principle 4 assessing your team high medium low ldi2

Chapter 6: Principle 4Assessing your TeamHigh/Medium/LowLDI2

today s goals
Today’s Goals…
  • Understand WHY we have HML conversations
  • Understand how to identify HML performance
  • Learn to have effective mentoring/coaching

The McNair Group

slide4

People’s Personalities

The McNair Group

Goals

Students/

Patients

Tasks

definition of high middle and low performers
Definition Of High, Middle and Low Performers
  • Come to work on time
  • Good attitude
  • Problem solve
  • You relax when you know they are on the job
  • Good influence
  • Use for peer interview

H

  • Good employees
  • Need a little development
  • Make or break your workforce
  • Behave like high performers, but not as consistently

M

L

  • Negative influence
  • Take up lots of time
  • Refuse to adapt to change
  • Can appear as informal leader
movement of h m l performers
Movement of H-M-L Performers

H

M

H

Gap is

intolerable

M

EXCELLENCE

H

Gap is

uncomfortable

M

L

L

L

wild guess what of the team in your area would you say is high performing
Wild guess – what % of the team in your area would you say is HIGH performing?
  • Less than 5%
  • 6 – 10%
  • 11 – 20%
  • 21 – 40%
  • 41 – 60%
  • Over 61%
wild guess what of the team in your area would you say is high performing1
Wild guess – what % of the team in your area would you say is HIGH performing?
  • Less than 5%
  • 6 – 10%
  • 11 – 20%
  • 21 – 40%
  • 41 – 60%
  • Over 61%
how does your area match
How does your area match?

Usual percent breakdown of HML staff:

  • High: 30%
  • Middle: 60%
  • Low: 10%
    • 75% of LPs move to MPs after having HML conversation
    • 25% of LPs leave the organization
slide12
So why do we

need this?

most tend to take high performers for granted
Most tend to take High Performers for granted
  • “According to a new study by Leadership IQ, almost 1 in 2 high performers are actively looking for other jobs
  • (they’re posting and submitting resumes, and even going on interviews).
performance based leadership
Performance-based Leadership
  • Ignore negative behavior and it will increase
  • Ignore positivebehavior and it will decrease
impact of low performers
Impact of Low Performers

They Make Us:

Exhausted

Frustrated

De-motivated

Embarrassed

They Make

Our Co-workers

& Customers:

Angry

Complaining

Non-supportive

…Go elsewhere

what is your primary reason for putting off low performance coaching
What is your primary reason for putting off LOW performance coaching?
  • Not easy for me to be the bad guy
  • I feel like he/she is trying/making an effort
  • I’m expecting him/her to be defensive
  • Other
stop a no but s culture
Stop a “No, But’s” Culture

“ But they are good at their job”

“But they’re really making an effort”

“ But I need them right now!”

BUT…BUT…BUT…BUT…

four components
Four Components
  • Define
  • Identify
  • Coach
  • Take Action

Use 90-Day Plans!

four components1
Four Components

#1

Define

What is High Performance?

four components2
Four Components

#2

Identify

Utilize your definitions

identify
IDENTIFY

Complete Tracking Log

four components3
Four Components

#3

Coach

Learning effective coaching

slide27

Feedback Styles

YOU The Receiver

slide28

Feedback Styles

… too much at once

slide29

Feedback

Styles

… coddlers

the principles of effective communication
The Principles of Effective Communication
  • Focus on the ideal that you want, not on the person that’s not doing it.
  • Maintain the self-esteem of others. Use “I” language…Avoid “You” and “But”
  • Discuss specifics to make things better

The McNair Group

rule of thumb
Rule of Thumb

It shouldn’t take you any longer than 30 seconds to state the reason for your feedback (and then ask a question)

If it does, you are talking too much, or you

are trying to cover too many things.

The McNair Group

feedback steps d e s k
Feedback Steps… D E S K
  • Describe the ideal behavior you seek, and share your specific observations. End with a question of how they see things.
  • Explain the impact of their behavior.
  • Show/Tell exactly what needs to be done.
  • Know the consequences if changes do not occur.

The McNair Group

effective coaching
Effective Coaching

Review Skill Practice Sheet

USING KEY WORDS!

four components4
Four Components

#4

Take

Action

  • Talk to HR
  • Follow 90-day Plan
  • Set goals
develop the skill to talk with low performers
Develop the Skill to Talk with LOW Performers
  • Get support - talk with someone
  • Use Human Resources
  • Role-play before actual discussion
  • Keep in mind the damage LPs do
  • Envision how it will be without them
how prepared are you to begin coaching hml
How prepared are you to begin coaching HML?
  • Very comfortable
  • Pretty good
  • Need to practice, but have the tools
  • Need more training
practice practice practice
Practice, Practice, Practice
  • Role Playing
  • Divide into teams of three:

Mgr & Employee and Observer

  • Rotate the roles

The McNair Group

concurrent sessions
Concurrent Sessions
  • Rounding
  • Measurements
  • Putting MUSC Excellence into our Context
  • More HML Coaching

The McNair Group

slide39

Linkage Grid

&

Evaluations

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