1 / 39

Chapter 6: Principle 4 Assessing your Team High /Medium/ Low LDI2

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.

skah
Download Presentation

Chapter 6: Principle 4 Assessing your Team High /Medium/ Low LDI2

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

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

  2. Today’s Goals… • Understand WHY we have HML conversations • Understand how to identify HML performance • Learn to have effective mentoring/coaching The McNair Group

  3. It’s difficult to juggle all that we’re asked to handle Goals Students/Patients Tasks

  4. People’s Personalities The McNair Group Goals Students/ Patients Tasks

  5. 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

  6. Movement of H-M-L Performers H M H Gap is intolerable M EXCELLENCE H Gap is uncomfortable M L L L

  7. Goal: Move The Entire Performance Curve M H L

  8. 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%

  9. 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%

  10. How would you honestly rate your performance? • HIGH • Medium • Low

  11. 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

  12. So why do we need this?

  13. Some are COMFORTABLE with where things are now…

  14. Yet only 2 of 10 Key Performance Indicators were met! Prior to MUSC Excellence

  15. Impact after MUSC Excellence

  16. 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).

  17. Performance-based Leadership • Ignore negative behavior and it will increase • Ignore positivebehavior and it will decrease

  18. Impact of Low Performers They Make Us: Exhausted Frustrated De-motivated Embarrassed They Make Our Co-workers & Customers: Angry Complaining Non-supportive …Go elsewhere

  19. 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

  20. 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…

  21. Four Components • Define • Identify • Coach • Take Action Use 90-Day Plans!

  22. Four Components #1 Define What is High Performance?

  23. Four Components #2 Identify Utilize your definitions

  24. IDENTIFY Complete Tracking Log

  25. Four Components #3 Coach Learning effective coaching

  26. Mixed Signals

  27. Feedback Styles YOU The Receiver

  28. Feedback Styles … too much at once

  29. Feedback Styles … coddlers

  30. 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

  31. 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

  32. 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

  33. Effective Coaching Review Skill Practice Sheet USING KEY WORDS!

  34. Four Components #4 Take Action • Talk to HR • Follow 90-day Plan • Set goals

  35. 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

  36. How prepared are you to begin coaching HML? • Very comfortable • Pretty good • Need to practice, but have the tools • Need more training

  37. Practice, Practice, Practice • Role Playing • Divide into teams of three: Mgr & Employee and Observer • Rotate the roles The McNair Group

  38. Concurrent Sessions • Rounding • Measurements • Putting MUSC Excellence into our Context • More HML Coaching The McNair Group

  39. Linkage Grid & Evaluations

More Related