ann houston -technician to team leader

7/27/2019 Ann Houston -Technician to Team Leader

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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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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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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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ann houston -technician to team leader

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