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Creating a Culture of Ownership through Painless Performance Conversations. Painless Performance Conversations Webinar Series Presented by:. By Marnie Green, IPMA-CP, Principal Consultant. A BLM webinar series based on the new book. About Me.

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Creating a Culture of Ownershipthrough Painless Performance Conversations

Painless Performance Conversations Webinar Series

Presented by:

By Marnie Green, IPMA-CP, Principal Consultant

about me
About Me

Principal Consultant, Management Education Group, Inc.

Supporter of public sector supervisors, managers, and HR leaders who are charged with developing strong workplaces

our plan for today
Our Plan for Today

Creating a Culture of Ownership

What is Accountability?

Why Don’t we Hold Employee’s Accountable?

The Conversation

Hook

Starting the Ownership Conversation

Accountability vs. Ownership

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Next to human connectivity, accountability is the single most powerful, most desired yet least understood characteristic of a successful environment.

--Susan Scott

slide8

Think of a time when an employee needed to be held accountable.

  • What was the situation?
  • What did “accountable” meanto you?
slide10

“Emotion is the moment when steel meets flint and a spark is struck forth, for emotion is the chief source of consciousness. There is no change from darkness to light or from inertia to movement without emotion.-- Carl Jung

Emotion

your role catalyst
Your Role = Catalyst

Help others take responsibility, rather than taking it on yourself

Help others see the impact of the situation

Be the spark that ignites movement in others

five reasons we don t hold others accountable
Five Reasons We Don’t Hold Others Accountable
  • Fear of offending or jeopardizing the relationship
  • Feeling we have a lack of time to follow up
  • Lack of faith that the effort will make a difference
  • Fear of exposing our own failures
  • Fear of retaliation
what is accountability
What is Accountability?

Webster’s definition:

“subject to having to report, explain, or justify; being answerable, responsible”

Tone:Blame

Outcome:Defensiveness, Excuses, Finger pointing

the rub

The Rub

“Accountability is one of the “worst” best practices in business today.”

the cost of accountability
The Cost of Accountability

BLAME

FAULT

LOSS

FEAR

DEFENSIVENESS

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Painless Perspective

Focus on what you can control: the future.

Let go of what you can’t; the past.

ownership
Ownership

Webster’s definition:

“A personal choice to rise above one’s circumstances and demonstrate the conviction necessary for achieving desired results.”

Tone: Productive

Outcome:Commitment, problem-solving, follow-up

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Painless Perspective

Foster ownership, rather than demand accountability.

the alternative create a culture of ownership
The Alternative: Create a Culture of Ownership

From Accountability

  • Externalizing
  • Blaming Others
  • Doing the Job
  • Working in Silos
  • Telling Others What to Do

To Ownership

  • Internalizing the Need to Change
  • Owning Responsibility
  • Achieving the Result
  • Collaborating
  • Engaging Hearts & Minds
begin with your own perspective
Begin with Your Own Perspective
  • The Fallacy – assuming something is wrong with them
  • The Assumption – people do their very best to fulfill your expectations
  • The Truth – embracing the idea that you contribute to the problem
tips for creating a culture of ownership
Tips for Creating a Culture of Ownership
  • Enlist employee participation in annual goal setting
  • Share big picture organizational goals
  • Conduct annual “stay” interviews
  • Give employees space to do their own projects
  • Communicate expectations and check in often
  • Give frequent feedback and feedforward
  • Give timely input when expectations aren’t being met
  • Ask employees for recommendations
  • Share customer feedback with employees
starting ownership conversations
Starting Ownership Conversations

“Tell me about it.”

tell me about it examples
Tell Me About It Examples

“Mia, I’ve noticed you have a

number of reports on your desk that should have been finished and turned in at least a week ago.

Tell me about it.”

tell me about it examples1
Tell Me About It Examples

“Mike, I noticed you and your crew seem to be at odds lately.

Tell me about it.”

tell me about it examples2
Tell Me About It Examples

“Marcelo, during the staff meeting I noticed that you seemed unhappy with the direction the work unit is going. You rolled your eyes and seemed to have an opinion that you didn’t share when we talked about the restructuring.

Tell me about it.”

beware of reverse delegation
Beware of Reverse Delegation
  • “I don’t know what you want. You tell me.”
  • “You have so much more experience at this than I do.”
  • “You always do a better job at this than I do.”

Don’t Get Hooked!

the conversation hook
The Conversation Hook

Often, we let employees “off the hook” and contribute to an environment that lacks ownership of the work.

off the hook
Off the Hook

Manager to Employee: “It sounds like you and John are having conflicts. I will talk with him and tell him that he needs to cooperate with you.”

or

“If you are having conflicts with John, you should tell him that you need his assistance to get the job completed and that he should tell you if he’s not getting what he needs.”

clear ownership
Clear Ownership

Manager to Employee:

“What steps can you take to resolve the conflict you are having with John?”

or

“I know you can resolve this issue with John. What options have you considered?”

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Painless Perspective

Employees must own the problem before

they can own the solution.

off the hook1
Off the Hook

Manager to Employee:

“You’re right. This is a confusing process. Let me show you how to do the data collection because that’s the hardest part.”

or

“This can be tough. Ask John to help you with the data collection.”

clear ownership1
Clear Ownership

Manager to Employee:

“This is a confusing process to learn. What do you need to better understand it?”

or

“This is a tough project. What do you need to get it completed on time?”

now you try
Now You Try

Manager to Employee:

“It looks like you are busy planning the graduation event. Don’t forget to order the certificates, confirm the room set-up, and check with Dolores on the budget.”

Instead say…

clear ownership2
Clear Ownership

Manager to Employee:

“I see you are busy planning the graduation event. What help do you need from me?”

or

“The graduation event is a complicated project. What challenges are you facing?”

now you try1
Now You Try

Manager to Employee:

“There are so many viewpoints to consider. Based on my experience, I’d call Joan and Ben. They are really the most important people in this case.”

or

“Let me tell you who you need to contact in this situation.”

clear ownership3
Clear Ownership

Manager to Employee:

“Have you considered who else needs to be involved in this project?”

or

“Whose input will be important to getting this done correctly?”

now you try2
Now You Try

Manager to Employee:

“Initiating a conversation with Susan on this topic could be touchy. Would you like me to do it for you?”

or

“Susan can be difficult to work with. Why don’t I take care of talking with her?”

clear ownership4
Clear Ownership

Manager to Employee:

“Discussing this with Susan will be challenging. What do you need to do to prepare for that meeting?”

or

“Tell me a little about how you see your meeting with Susan going.”

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Painless Perspective

You can’t “hold employees accountable” and expect to create an environment of trust and loyalty.

Instead, create an accountability culture.

next webinar opportunity
Next Webinar Opportunity

September 4, 2013

Conducting a Painless Performance Conversation

join us on facebook
Join Us on Facebook

www.facebook.com/ManagementEducationGroup

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Marnie E. Green

www.ManagementEducationGroup.com

mgreen@ManagementEducationGroup.com

Twitter: @MarnieGreen