ann houston -technician to team leader
TRANSCRIPT
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TEAM PLAYER TO TEAM LEADER
Making the Leap
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Why Me?
You were in the rightplace @ the right time
You are technically savvy
You are reliable &trustworthy
You are good with people
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Expect: Top 3 Take Aways
1.
2.
3.
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Start as you Aim to Finish
Write down10
behaviours that
are very
important
to you
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Starting off: Setting Expectations
Think through what areimportant values to youfor your team and theiroutputs
How will I earn therespect and trust of myteam?
Adjustments required?
Decide how you willcommunicate these
expectations
MeetingsRole ModellingDemonstrating
One on One Noticing
TrainingSystems
Procedures
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Starting off: Setting Expectations
Outputs
Productivity
Attitude
Interactions
Environment
Presentation
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Maintaining Expectations
Notice specifics andcommunicate often
Use KPIs as anindicator to how it is
running Praise publically and
criticise privately
Model your
expectations A problem ignored is
a problem accepted
Build them into theteams stories
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Maintaining Expectations
Maps
Purpose/Goals
Customers
Inductions
Position Descriptions
Rosters
Plans
Systems
Procedures
Templates
Inductions
Key Performance Indicators
Benchmarks
Targets
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Managing Dashed Expectations
1. Check: Are my
expectations realistic?
2. Ask questions before
telling
3. Always follow up after
managing performance
4. Incorporate the learninginto everyday
operations
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Instructions that Stick
Tell me what you aregoing to do next
Solving: What ifSay
Show me
Have them start andcome back in 10
Do
Write a procedure
Build a template
Make notesWrite
Do you understand?
Never assume that yesmeans yes
Just so I know were
on the same page
Show me
Tell me
Re-Expression Show Me the Proof
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Instructions that Stick
Check it Different Learning Styles
Visual watch, words,pictures, visualisations,graphs, instructions,YouTubeSee
Kinaesthetic act, show,demonstrate, start, have ago
Do
Auditory tell, includestories, give feedback,provide telephone access
Hear
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Use & Encourage Active Listening
Aim: To gain mutualunderstanding
We know we are on the samepage by:
Asking questions
Clarifying details
Nodding and responding
Asking the other to show theirunderstanding
Paraphrasing
Adding your ideas
Making corrections
Re-explaining
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2 -WayActive
Listening
ActiveListeni
ng
Effective
Instructions
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4 Tools to Influence Positive Change
Feedback: Down, Across &Up
Rounding
Effective Instructions
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Feedback
Allow naturalconsequences A little often.
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Feedback
Follow UpKeep it specific
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Feedback
Behaviours to Encourage:
1. Be genuine
2. Be specific
Use the 7 to 1 Rule
Aim for positive feedbackTo be free ofimplied
criticism.
Behaviours to Change
The well used sandwich
technique orCRC(Toastmasters) commend,recommend, commend
Shows you to be
manipulative andundermines your abilityto be straightforward
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Feedback: Down
The PIGS Method:
Present the unsatisfactory situation
Buy-in: Ask the team member what could happen as a result their actions
Staff solution: Ask What would be a better way to do this?
Focus on the Customer: Work together to find a better way that overcomeseveryones challenges and gives yourcustomers the best service possible.
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Feedback: Down
I noticed when you took that coffee out that it hada drip down the side and coffee in the saucer
What does that say to our customers?
Their response tells us about:
Miscommunication of expectations
N*I syndromes
Care factor levels
Operational issues
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Feedback: Down
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Feedback: Across & Up - DESCript
Describe why are you having the conversation?DESCRIBE
Explain in behavioural terms how you see thesituation
Elicit from the other person their thoughts and ideasEXPLAIN & ELICIT
Show that youve heard whats been said
Specify what changes you want to seeSHOW & SPECIFY
Link the desired behaviours to consequences(positive or negative depending on the situation)CONSEQUENCES
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Rounding
39% of employees leavetheir position because of a
poor relationship with theirsupervisor
Studer has found Roundingfor Outcomes is the single
best way to raise employeesatisfaction, loyalty, andultimately attract and retainhigh performing employees.
It's a practice that helpsemployees feel:
they have purpose
are doing worthwhile work
are making a difference And it increases employee
retention by providing thatwhich is important to them.
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The focus of questions during
rounding are to:
Build relationships
How is your family?
How was your daughters
graduate last week? Harvest "wins" to learn
what is going well, what
is working, and who has
been helpful
Are there any people I
need to recognise today?
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The focus of questions during
rounding are to:
Identify processimprovement areas
What systems can be
working better? Repair and monitor
systems to ensure chronic
issues have been resolved
Do you have the tools andequipment to do your job?
How long did it take you to
find an IV pump today?
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The focus of questions during
rounding are to:
Ensure that key behaviour
standards in theorganisation are
"hardwired" (or are being
consistently executed) to
reward those who arefollowing the standards and
coach those who are not.
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Rounding Clients
Ask the client for names of staff who have beenhelpful to them so you can collect and deliver thesecompliments personally. I remember speaking to one nurse about a patient who had
nothing but complaints. She persevered by asking, "Isn't
there anyone I might recognise who did a good job foryou?" and was rewarded with the name of an employeewho was particularly kind. This is how we help create goodmemories for our patients.
Set expectations. Tell clients during rounding when
you will return and do so. A side note: Studer Group has found that effective
rounding on patients will decrease call lights by two-thirds,creating more time for staff to deal with real emergencies.
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Team Killers
Undiscussed
issues
Inconsistent rules
and treatment
Poor role models
from leaders
All take no giveLack of
accountability
No feedback
positive or negative
No warmth, humour
or connection
Not pulling your
weight
Little direction,
progress or
improvement
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Major Deposits for the Emotional Bank
Account
1
Understand the individual time & focus
Whats important to them?
2
Attend to the little things
Follow up, check in, notice actions
3
Keeping commitments
Under promise, over deliver; explanations
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Major Deposits for the Emotional Bank Account
4 Clarifying Expectations
At the start know whos doing what & when
5 Showing Personal Integrity
Words = Reality; loyalty; team gossip
6
Apologise sincerely when you make a withdrawal
Quickly, from the heart, but avoid regularapologies
M i h F i d & M
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Managing the Friend & Manager
Thing... What would you do if:
Your old school friend isnot performing to the
standards expected atwork you know she isgoing through a difficult
divorce
You and your team areall attending a workconference together.You all arrive for a big
night at Draculas as partof the programme
You have just been
promoted to supervisorof a team you haveworked in for many
years its your first day
Your friend, within your
team, is stealing. If youreport them, they will be
sacked
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My Takeaways:
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