coaching for engagement
TRANSCRIPT
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January 2016
Manager, Training and DevelopmentOffice of Human Resources
Presented by Kevin R. Thomas
Dining ServicesCoaching for Engagement and
Performance
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• Think about someone who brought out the best in you.Can be personal or professional.
• What specifically did they do?• What was the impact on you?
Warm Up
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• Understand the importance of getting positive commitment to success from staff
• Use strategies from positive psychology to incentivize high performance
• Give constructive feedback in a way that communicates respect and positive regard
• Choose the right management style for the situation and person
Objectives
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2
3
4
Principles of Employee Engagement
Positive Psychology Tactics for Managers
Resolving Performance Gaps
Situational Leadership
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1.The threat response2.Psychological needs in the workplace3.Employee engagement
Principles of Employee Engagement
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• Brains evolved for survival
• Scanning for threats(esp. symbolic threats)
• Amygdala hijack• Fight/flight/freeze• Hasty judgements
The Threat ResponsePrinciples of Employee Engagement
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• Noticing what’s wrong• Control struggles• Ladders of inference• Reactive behavior• Escalation• Labeling people
Consequences for business relationships
Principles of Employee Engagement
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Noticing what’s wrongPrinciples of Engagement Threat Response
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Labeling People vs. Describing Behavior
Principles of Engagement Threat Response
Labeling the Person
Describe the Behavior
Bad Attitude • Uses sarcasm• Crosses arms, frowns, avoids
eye contact• Makes comments that
undermine moraleLazy • Delays or ignores certain
tasks• Disappears and cannot be
found• Arrives at work tardy, returns
late from breaks.• Takes longer than needed to
complete tasks• Performance suffers without
frequent direction and oversight
• Ignores obvious problems• Leaves work for the next shift
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Ladders of InferenceThreat ResponsePrinciples of Engagement
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• Maslow’s Hierarchy of Needs
• Pink’s Elements of Motivation
• Self-determination Theory
Psychological Needs in the Workplace
Principles of Employee Engagement
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Maslow’s Hierarchy of NeedsPrinciples of Engagement
Psychological Needs
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Pink’s Elements of MotivationPrinciples of Engagement
Psychological Needs
• Autonomy• Mastery• Purpose
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Self-Determination TheoryPrinciples of Engagement
Psychological Needs
• Relatedness • Competence• Autonomy
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Employee EngagementPrinciples of Engagement
• Defined• Impact of
engagement• Engagement
drivers
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STRIVE
3
STAY
2
SAY
1
Have an intense desire to be a
member of the organization
Consistently speak positively about the
organization to others
Exert extra effort and engage in
behaviors that contribute
to organizational success
A state of emotional and intellectual commitment to an organization or group.
Principles of Engagement
Employee EngagementWhat is Engagement?
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Impact of EngagementPrinciples of Engagement
Employee Engagement
• 28 research studies show a correlation between Employee Engagement and:– Service– Sales– Quality– Safety– Retention– Sales, Profit and Total Shareholder
Returns
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Drivers of Engagement
Organizational Practices• Diversity• Performance Review Process• Organizational Reputation
(Workplace)
Total Rewards• Pay• Benefits• Recognition
People• College Leadership• Immediate Manager/
Supervisor• Coworkers/Workgroup
Opportunities• Future Opportunity• Learning & Development
Quality of Life• Work/Life Balance• Work Environment
• Day-to-Day Work• Resources/Processes
Work
Engagement
1
2
Principles of Engagement
Employee Engagement
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• Captive (disgruntled & toxic) – employees do not feel that the company provides for their basic physical, economic and psychological needs.
• Basic (security & equity) – employees feel that the company provides for their basic physical, economic and psychological needs.
• Enabled (achievement & esteem) – employees feel challenged and capable of doing their work well, and they feel valued for their efforts.
• Connected (relationship & loyalty) – employees have a strong affiliation with their manager, and camaraderie with their coworkers.
• Engaged (identity & passion) – employees feel like they are a trusted, integral part of a winning company with a compelling vision.
Employee Engagement Continuum
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1 2
3
4
1 Principles of Employee Engagement
Positive Psychology Tactics for Managers
Resolving Performance Gaps
Situational Leadership
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1.Positive Reinforcement2.Celebrating Tiny Successes3.Meeting Psychological Needs
Positive Pyschology Tactics
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Using Positive Reinforcement
Behavior
Impact
Best chance for repeated
behavior
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Celebrating Tiny Successes
http://www.slideshare.net/tinyhabits/dr-bj-fogg-ways-to-celebrate-tiny-successes
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• Communicating safety• Creating a sense of
belonging• Fostering self-esteem• Encouraging
competence• Providing practical
autonomy• Making work
purposeful
Meeting Psychological Needs – Brainstorming Session
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1 2
3
4
1 Principles of Employee Engagement
Positive Psychology Tactics for Managers
Resolving Performance Gaps
Situational Leadership
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1.Analyzing performance gaps2.Communicating performance gaps3. Involving the employee in the problem,
and the solution4.Reinforcing improvements
Resolving Performance Gaps
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• Describe the current behavior• Describe its impact• Rate the severity of the problem• Describe the desired behavior• Describe the predicted impact of the desired
behavior
Analyzing Performance GapsResolving Performance GapsAnalyzing Performance Gaps
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Describe the BehaviorResolving Performance Gaps
Analyzing Performance Gaps
Labeling the Person
Describe the Behavior
Bad Attitude • Uses sarcasm• Crosses arms, frowns, avoids
eye contact• Makes comments that
undermine moraleLazy • Delays or ignores certain
tasks• Disappears and cannot be
found• Arrives at work tardy, returns
late from breaks.• Takes longer than needed to
complete tasks• Performance suffers without
frequent direction and oversight
• Ignores obvious problems• Leaves work for the next shift
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Directive Communication – may work in simple cases
Communicating Performance GapsResolving Performance Gaps
Communicating Performance Gaps
Behavior
Impact
Positive
Future
Alternative
Best chance for change
d behavio
r
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• Neutral, troubleshooting tone
• Questions to help them acknowledge the problem
• Collaborative action planning and follow up
Involving the Employee in the Problem and the Solution
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• “Do you know what happens when you arrive late to work?”• “What could be the result when you ignore food handling guidelines?”• “When you are socializing with coworkers, are you doing your
assigned work?”• “When you are sitting around while others are working, do you think
others ignore that, or do they complain?”• “Do you think I have a choice to permit you to behave differently than
everyone else that works here, or not?”• “Do you know what is going to happen if this behavior continues?”• “If you don’t do what you say you are going to do, what basis do we
have for an employment relationship?”• “Will the personal problems that you have right now get better if you
lose your job, or will they get worse?”• End with “Do you agree we have a problem?”
Sample questions
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• Make SMART Goals• Set a time to check in
Action Planning and Follow Up
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1 2
3
4
1 Principles of Employee Engagement
Positive Psychology Tactics for Managers
Resolving Performance Gaps
Situational Leadership
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Situational Leadership
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Links coming via email:
Contact Kevin Thomas at 413-597-3542or email [email protected]
Supervisory Training SeriesCommunication & Self-
Management
Questions?
• Course page link to all course materials• Program evaluation link, feedback welcome