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Week 2 Performance Competencies

• 1. List the fundamental reasons why human capital is your most important asset.

• 2. Define Maslow’s hierarchy of needs and its application to human motivation. 

• 3. Define and identify barriers to and solutions for increasing productivity.

• 5. Describe the work environment and the roles of discipline, continuing education, and evaluation feedback as it applies to a productive work environment.

• 7. Explain the importance of quality as it relates to morale and employee and customer satisfaction.

5

Communication Skills

6

Building Trust:

• Trust is a key factor to increasing productivity• Say what you mean and do what you say

TSA – An Agency with Trust Issues

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From Clemmer Reading• "Tell me about the people at the organization you just left," said the

senior manager who was screening candidates to fill a key leadership role. "They were uneducated and lazy," the candidate responded. "You always had to keep an eye on them because they were constantly trying to goof off or rip off the company. They were lousy communicators, resisted change, and only cared about themselves." "That's too bad," replied the senior manager, "I am sorry to say that's the same type of people you'll find here. This doesn't sound like a job you would enjoy."

• Once the next candidate was seated, she was asked the same question. "Oh, they were great," she said. "Although many of them couldn't read and we had some trouble communicating with each other, they were very driven to succeed. Once we all got to know each other, they were constantly helping one other and working together." "Great," the senior manager responded, "That's the same type of people you'll find here.“

• Who do you want to work for?

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Increasing Productivity by Resolving Performance Barriers

• First understand that a gap exists

• Second identify the reason

P productivityO output

I input( )

( )

( )

Expected level of performance

Performance gap

Current level of performance

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Resolving Performance Barriers

• 80% are External factors:• Intangible (pertaining to the environment)

– Organizational systems and processes– Incentives

• Tangible (pertaining to resources needed to perform)– Cognitive support– Tools– Physical environment

• 20% are Internal factors (pertaining to the individual performer):

• Skills/knowledge• Inherent ability

• The Iceberg represents the Tangible or Extrinsic attributes of an leader – their:– Position– Money– Power– Social Success– Things

les

The Intangible or Intrinsic attributes are not readily apparent but, in a role model, they carry far greater influence

Intrinsic Motivators- Justice- Family- Dignity- Relationships- Integrity

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Relationship and Productivity

– Management expects you to achieve high productivity from new employees in a hurry

• Build Relationships First and keep them professional

• Maintain Relationships daily – They keep score

• Don’t build one relationship at the expense of another

• Restore relationships quickly when productivity slips

• Rotate less desirable tasks

• Your future depends on your staff’s productivity now. 

– Don’t trade quality for productivity

If you’re wrong, apologize Tony the Philosopher

• Old Tony was in charge of the mailroom in a New York City office

• He frequently offered his philosophies of life

• "Boys," he would say, "I don't make many mistakes. But when I do, I'm like the man who put the lit end of the cigar in his mouth — I correct it immediately.“

» John Lender, The Hartford Courant

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The Relationship Channel• The three characteristics found in most relationships

are:– Respectful Two-way communication– Mutual Reward Theory (MRT) – An Emotional Connection

• When it doesn’t work out - three options:– Tell them how to improve the relationship– Transfer employee to another supervisor – End the relationship

• Document your interactions – Written expectations– Solicit understanding– Reduce Oral counseling to writing– Written Reprimand and progressive discipline

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Foundations for Good Relationships

• Communicate:

– Give Clear and Complete Instructions

– Let People Know How They Are Doing

– Give Credit When Due

• Involve People in Decisions

– Seek Consensus

• Maintain an Open Door

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Circle of Influence/ConcernSteven Covey “Seven Habits of Highly Successful People”

Circle of Concern

Circle of Influence

Circle of Concern

Circle of Influence

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Maslow’s Hierarchy of Needs

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Chapter 5 Case 2: Request (Class Discussion)

• Overview: Bill receives a letter from Jane Pitts who is complaining about her boss, Gerald, who is planning to terminate her employment.

• Read the case and role profiles• Discussion: You are Bill, Outline the steps you

would take.• P. 80 of the book

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Dealing with a Demanding Superior

Be professional and act like a manager Concern yourself with the relationship, not the

personality Demonstrate productivity and quality performance first

and good human relations second Your superior does not want problem supervisors. Effectively handling your department’s problems will

increase your boss’ appreciation of you.

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Appropriate Discipline• The discipline line defines what employees are

permitted to do without violating procedures, policy, and working standards.

• Consistency is key– A Low, Permissive Discipline Line

maximum freedom, minimum control or supervision. Best when employees are trained, knowledgeable, experienced, and mature.

– A High, Tight Discipline Line

It is often necessary in highly regulated businesses. It may also be appropriate where training, experience or the maturity level of employees is less.

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Developing the Right Climate• Handling Emergencies

The way you handle emergencies shows your real character more than circumstances do.

• Reacting to Employee Mistakes

The way you react to employee mistakes will greatly affect the climate you are attempting to build.

• Absorbing Pressures

The way you handle pressures from above affects the working climate.

• Communicating Changes

The way you react to changes and communicate them to your staff is critical to a productive working climate.

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Monitoring your Discipline LineYou cannot maintain a good working climate without giving it some

personal attention.

• High or Low, Make it a Firm Line

• Consistency Is the Key – Fundamental fairness

• Seek Feedback from Employees

• Fine-Tune Your Discipline Line

• Maintain a Lively Climate

• Keep Employees Challenged

• Communicate Daily

• Manage Workplace Technology Issues

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Punishment vs Discipline• Certain behaviors must be formally

investigated. – In law enforcement they include: use of

force, violation of civil rights, allegations of criminal behavior, sexual harassment, workplace violence

– Why? - to maintain the public trust

• What is the goal of discipline?– Punishment is the negative side of the

Criminal Justice system and discipline is the rigorous side of training.

– Supervisors don’t punish – they train and if necessary, they discipline.

– Don't confuse the two.

• Supervisors can and should make recommendations

Reaction in a Crisis

• Think about your worst day at work.• Did it bring out your worst in you?• Would you trade your worst day at work for a

good day in a Nazi Death Camp• Things may be bad but ….

– Between stimulus and response there is a space– You have the power to choose your response in that

space– Your response will determine your growth, your

freedom and your liberation• This is not a musing ….. It comes from

Victor Frankl“Man’s Search for Meaning”

• Man’s Search for meaning written in 9 days after Frankl’s liberation from a Nazi Death Camp – 73 editions– 24 languages– Over 9 million copies sold– Library of Congress lists it

as one of the top ten influential books in America

Victor Frankl“Man’s Search for Meaning”

• Things may be bad but ….– Between stimulus and response there is a

space– You have the power to choose your response

in that space– Your response will determine your growth,

your freedom and your liberation

What choice will you make?

• Will you be someone who is or who can:– A Team player– Responsive and Respectful– Understanding without

Judgment– Makes the condition Safe

(Most Important)– Talented– Execute– Dedicated and Devoted

• TRUSTED mnemonic

• Or will you be:– Rigid– Inflexible– Intimidating– Threatening– Poor Listener– Arrogant– Disrespectful– Judgmental– Unforgiving

Brian D Wong MD – Lecture on Trust, Providence Health Systems Excellence Forum

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Brief Overview of Quality

• Many quality methodologies have developed that have revolutionized industry, including:– Total Quality Management (TQM): Uses scientific methods to

assess quality and implement improvement– Six Sigma: Refers to the statistical measurement indicating there

are only 3.4 defects out of every million opportunities to produce a defect (or virtually zero).

– Lean Production: JIT Inventory, Continuous flow of products or services, Increase productivity and quality while reducing inventory and shortening lead time from floor to customer.

– International Standards Organization (ISO): Series of quality management standards that support the quality philosophy (e.g., ISO 9000-9004.)

Dell Computer Relationship heavy

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Management Commitment to the Quality Process

• Management creates the CULTURE of worker “ownership” of the improvement process.

• Workers feel they can communicate recommendations for changes.

• Management develops the strategic plan for the quality initiative. – Allocation of funding and personnel in support

• Investments in tools, equipment, and materials might be needed– Quality parts cannot be produced on worn out or obsolete equipment.

• Training, Training, Training

• Requires an environment of Trust and Communication

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� “Culture eats strategy for lunch…over and over again.”

� – Anonymous

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Tools for Measuring Quality• Today’s supervisor must be able to collect data and understand principles of

data analysis. – These are objective measures– Make is easy to set objectives and solicit employee input to meet productivity

goals

• Supervisors need to be trained in statistical methods used in analyzing performance data, such as:

– Check sheets to record patterns or trends for a product or service – Pareto diagrams for prioritizing problems based on their importance – Flow charts that show pictorially the sequence of events in a process – Cause-and-effect diagrams that examine all possible causes for a quality defect – Histograms that chart the frequency or number of occurrences of a particular

aspect of a product or a process – Control charts that monitor production as it occurs – Scatter diagrams that graph pairs of numerical data on two axes with one

variable on each axis to determine the correlation between the variable.

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Implementing Continuous Improvement in Your Team

1. Assemble the team to identify a specific process requiring improvement.

2. Engage in processes to identify root causes.3. Chart the current process, using flow chart

symbols:– Start/End – Process Step– Decision (typically a question answered by “yes” or

“no”)– Flow arrow yes

no

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Adult Immunizations with Electronic Health Record

Sign Out

No

Yes

Recover Pt Record by Name or DOB

Sign In

Administer Vaccine and Document

Immunization Needed

Check Contraindications

Yes

No

Continue with Treatment Plan

View Immunization Record

Sign Out

No

Yes

Recover Pt Record by Name or DOB

Sign In

Administer Vaccine and Document

Immunization Needed

Check Contraindications

Yes

No

Continue with Treatment Plan

View Immunization Record

The Checklist Manifesto: How to Get Things Right

• Gawande makes a distinction between errors of ignorance (mistakes we make because we don't know enough), and errors of ineptitude (mistakes we made because we don’t make proper use of what we know).

• “The Landing Gear”

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Why Audits?

• Needed to overcome economics of human behavior

• People always will take the easy path – Can be indicator of efficiency OR– Can violate original intent

of procedure

• Maintain Public or Customer Trust– Media– Customer

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Implementing Continuous Improvement in Your Team

Chart the ideal process, using flowcharting. Identify barriers to implementation. Who will address and timeline for resolution.

Timelines force management commitment.

Follow up. Failure to do so is a major faux pas and primary reason for

failure.

Charting also clearly establishes expectations

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12 O’Clock High

• Air War in Europe• Prior to Land

Invasion• 1942, Things were

not going well in multiple theaters

• Nazi Industrial Base targeted

• Ball Bearings believed to be key

adapted from 1948 Novel of same name by Sy Bartlett and Bernie Lay based on their experiences

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Run of Bad Luck 2:21