Why am I here?

2. Why am I here? To learn how to be great boss (manager) through a performance management approach that: Gets Results and Earns Respect!

3. What will we learn? You will learn to: • Develop a positive work environment that encourages high performance. • Align and motivate work teams to a common purpose. • Adapt your management style based on individual needs. • Set and communicate clear expectations & objectives.

4. What will we learn? You will learn to: • Provide effective and timely feedback to both reinforce and improve performance. • Address behavioral and performance problems with employees in a constructive way. • Prepare to conduct a performance appraisal.

5. What’s in it for me? • Greater employee productivity and accountability • More committed and motivated employees • Better working relationships • Less time managing!

6. Feedforward Activity • Pick ONE behavior you would like to change. • Describe this behavior in one sentence to a partner. • Ask for feedforward – 2 suggestions that could help you achieve positive change in the future. • Listen and take notes. Do NOT comment. • Thank the other person for his/her suggestions. • Then, reverse roles with your partner. (Steps 1-5) • Find another person. Repeat the process for8 minutes

7. Letting go of the past Listening to solutions without judging Learning as much as you can Helping as much as you can Giving and Receiving Feedback

8. What is Performance Management? The process of creating a productive and rewarding work environment in which employees are guided and monitored to perform to the best of their abilities in order to meet and exceed specific targets and standards.

9. Five Step Performance Management Cycle Setting Objectives Aligning Objectives Model & Mentor Giving Feedback What do you want me to do? Why is it important? How do I do it? How am I doing? Positive Reinforcement What’s in it for me?

10. Different Levels ofReadiness S D S D S D D S

11. Varyyour Style based on readiness

12. Setting and Communicating Objectives

13. Five Step Performance Management Process Setting Objectives Aligning Objectives Model & Mentor Giving Feedback What do you want me to do? Why is it important? How do I do it? How am I doing? Positive Reinforcement What’s in it for me?

14. Objectives should be “SMART” Specific Measurable Achievable Relevant Time-based

15. Activity Lose weight by dieting and exercise Make a presentation to local officials on TB Open a VCT center Outcome Lower cholesterol to 199 to reduce risk of heart disease Present a business case to local officials in order to obtain funding for our TB awareness project By the end of this year, open a VCT center in our community targeting high risk populations. Examples of Objectives

16. Set Stretch Objectives Self-Fulfilling Prophecy: You get what you expect

17. Sample Performance Objective “Return telephone calls promptly” Make it SMART!

18. Write a “Smart” Objective • Write ONE SMARTobjective for yourself or one of your employees (5 minutes) • Pair off and take turns reading your SMARTobjective to your partner • Partner: Offer suggestions to make sure the objective is SMART!(8 minutes) • Switch!

19. GROWS Conversation Model Goal—define the expectation. What needs to be done? Why? Reality—explain the gap between the current and desired situation Options and Obstacles—listen to the other person’s perspective? How can the goal be achieved? Who, What, When—Who will do what and when? Schedule Follow-up—schedule a follow-up date to check progress

20. Giving Performance Feedback

21. Five Step Performance Management Process Setting Objectives Aligning Objectives Model & Mentor Giving Feedback What do you want me to do? Why is it important? How do I do it? How am I doing? Positive Reinforcement What’s in it for me?

22. Formal Annual or bi-annual Performance Review Infrequent Pre-planned Overall Performance over time Reviews past performance Informal On-the-Spot Frequent As Needed Soon after behavior occurs Focuses on a few specific behaviors Given to improve future performance Types of Feedback

23. Motivate & Develop the Person Giving Feedback Two Purposes: 1. To Reinforce Desired Behaviors 2. To Change Undesirable Behaviors

24. Whento give feedback • Immediately after the activity • Debriefing after project completion • During the activity – sometimes!

25. Effective Feedback • Focus on the BEHAVIOR … NOT the PERSON • Comment on a specific process: • Persistence • Quality / Accuracy • Working with limited resources • Document the feedback session • Don’t rely on your memory to recall noteworthy behavior!

26. How to give Feedback --Fast! • Future-focused and Frequent • Asks for other person’s opinions • Specific • Timely

27. Feedback Reinforcement Model • Identify a behavior to praise. Be specific! • Ask how did it go? • Ask what went (or is going) well? Ask twice. • Ask what can be improved in the future. • Summarize and reinforce the behavior. “I noticed that you … Good job!” “I’d like to thank you for…” “How do you think you did?” “What went well about what you did?” “Anything else?” “Anything you would do differently next time?” “So, it sounds as if this was an excellent experience for you. Keep up the good work!”

28. Feedback Reinforcement Model~ Exercise 6 ~ • Pair off. • One partner plays the manager while the other person plays the employee. • Choose a situation of your own or a Scenario in the participant manual. (Exerice • Conduct the FeedbackReinforcement conversation. • After the practice, partners discuss how it went and what might be improved going forward. • Switch roles and follow the same process, choosing another Scenario

29. Feedback Change Model • Briefly describe the performance deficiency and its impact. • Ask for employee’s perspective. • Ask open-ended questions to find a solution. • Ask how you can help. • Gain mutual agreement on an improvement plan. • End on a positive note. “I’m concerned that …” “What do you think is creating the problem?” “What are some things that will help solve this problem? “ How can I support you?” “So at this point we agree …” “I’m confident you can do this.”

30. Feedback Change Model~ Exercise 7 ~ • Pair off with a new partner. • One partner plays the manager while the other person plays the employee. • Choose a situation of your own or a Scenario in the participant manual. • Conduct the FeedbackImprovement conversation. • After the practice, partners discuss how it went and what might be improved going forward. • Switch roles and follow the same process, choosing another Scenario. 5 minutes per conversation – 10 minutes total.

31. Why do Performance Appraisals? • Review employee’s overall achievement • Rate overall job performance and determine rewards • Assess employee’s skills and deficiencies • Recognize positive achievements • Support employee’s development needs • Provide a baseline for establishing new objectives • Lay the foundation for career development

32. Providing Reinforcement

33. Five Step Performance Management Process Setting Objectives Aligning Objectives Model & Mentor Giving Feedback What do you want me to do? Why is it important? How do I do it? How am I doing? Positive Reinforcement What’s in it for me?

34. Positive Reinforcement How do you ensure others repeat positive behavior?

35. Consequences Drive Future Behavior A-B-C Behavioral Model B.F. Skinner Antecedents Behavior Consequences What happens as a result of the behavior What we are asked to do What we actually do

36. Types of Reinforcement • Positive • Negative • None

37. Effective Positive Reinforcement Specific – Given for a precise reason Immediate – as soon as possible Personal – appropriate to the person Sincere – you really mean it

38. Formal Public Individual Tangible Informal Private Team Symbolic Types of Positive Reinforcement

39. When Performance ManagementDoesn’t Work When the person is … • Unwilling to change • Unable to learn from mistakes • “Written-off” by the organization • In the wrong job • In the wrong organization • Unethical or Lacks Integrity

40. Five Step Performance Management Process Setting Objectives Aligning Objectives Model & Mentor Giving Feedback What do you want me to do? Why is it important? How do I do it? How am I doing? Positive Reinforcement What’s in it for me?

41. Summary • Are you focusing on what’s wrong or on what’s possible? • Are you listening, involving and encouraging? • Are you giving frequent, meaningful feedback? • Are you recognizing positive efforts and achievements? • What ONE thing will you do differently when you return home to be a better Manager?

42. “The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says “I”; the leader says “We”. The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, “Go”; the leader says “Let’s Go!” H. Gordon Selfridge Founder, London’s Selfridge Dept. Store - 1909

43. What’s Next?To learn more, research these topics: • Assertiveness Skills • Coaching & Mentoring • Conflict Resolution • Dealing with Difficult Employees • Delegating & Decision Making • Employee Motivation • Listening Skills • Managing Diversity • Organizational Change • Negotiation Skills • Organizational Development • Performance Appraisals • Strategic Planning • Time Management