“Creating Partnerships in the Workplace”

Influencing Others: To do what they are supposed to do!

S.M.A.R.T. Performance Solutions

Presents

Excerpts from Center for Management and Organization Effectiveness (CMOE) Coaching Skills Workshops www.cmoe.com

True or False?

Most people at work do most of

what they are supposed to do

most of the time?*Why Employees Don’t Do What They’re Supposed to Do and What to Do About It by Ferdinand F. Fournies.

5% 90% 5%

TrueMost people at work do most of what they are supposed to do most of the

time.

Why?

ACTIVITYWhy do you think people don’t do

what they are supposed to do?

5%

5%

1. Don’t know what to do. 2. Don’t have skill to do. 3. Never told NOT doing it. 4. Not recognized/rewarded for doing it. 5. Don’t have time/resources

to do it.

6..I can’t do it. 7. I WON’T do it.

90% High

Performers

Average Performers

Low

Performers

Why people don’t do what they are supposed to do.

HO2

5%

5%90% High

Performe

rs

Average Performers

Low

Performers

Greatest ROI

100 Questions on pay, benefits, senior management, organization structure - did not make the list? Why? - Equally important to all Employees, but not

most important to higher performing Employees.

Measured across 2,000 business units 24 companies 100,000 workers 10 yrs Research 1M Data Points

(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)

What is most important to “better performing”

workers?

(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)

12QAt the Summit (A feeling like no other!)Sense of achievement, clear focus, being the best you can be everyday!

Camp 3 (How can we all grow?) = Want to make things better; source of innovation12. Over the last year, I had opportunities to learn and grow. 11. In the last six months, I spoke with someone about my progress.

Camp 2 (Do I belong here?) = Do my values match company’s and co-workers10. I have a (best) friend at work.9. My co-workers are committed to doing quality work.8. The mission or purpose of my company makes me feel like my work is important. 7. At work, my opinions seem to count.

Camp 1 (What do I give?) = Individual perceptions of contribution/Other’s perceptions of contribution

6. At work, there is someone who encourages my development.5. My supervisor (or another) seems to care about me as a person. 4. In the last seven days, I received recognition or praise for good work.3. At work I have the opportunity to do what I do best every day.

Base Camp (What do I get?) = Basic Needs2. I have the materials and equipment I need to do my work.1. I know what is expected of me at work.

*Adapted from Gallup Organization’s First Break All the Rules by Marcus Buckingham and Curt Coffman.

HO3

Strongest influence on the twelve responses was the:

Immediate Supervisor 8-10 Questions relate to mgmt.

(Not pay, benefits, perks, or a charismatic corporate leader)

Conclusion:

“People leave Managers, not Companies.”

Is there a link between how workers feel

and business unit performance?

5% 45%

5%45%

YES!

Leadership CompetenciesVision and MotivationLeadership/TeambuildingValuesCulture Coaching/Effective Communication

HO4

Effective Communication: Coaching to build Partnerships

An interactive communication process between members of the organization (leaders

to team members, Peers to Peers, team members to leaders) aimed at exerting a

positive influence.

Coaching enhances the motivation, performance, awareness, and development of

another person. Coaching is an ongoing process for building a PARTNERSHIP for

continuous improvement.HO5CMOE

©

Veterans 1922 - 45

Boomers1946 - 64

Gen-X1965 - 80

Gen Y/Nexters1980 - 2000

Core ValuesFamily

Education

Media/Com

Dealing w/Money

Personal Characteristics

Workplace Characteristics

Work ethic/Values

Work is…

Leadership Style

Communication StyleFeedback/Rewards

Messages that MotivateWork and Family Life

21st Century Workforce

Gen Z?2001 -

HO6

5% 90% 5%

Reviewing

Linking

MentoringConfronting

Choosing

Building Trust*

*CMOE©

HO7

5% 5%90% High

PerformersAverage PerformersLow

Performers

Effective Communication

Purpose of Coaching using Effective Communication Deal w/behaviors, performance & opportunities across a broad spectrum of performers

Coaching for PerformanceCoaching for Counseling

Termination

SuccessCoaching for

Development

CMOE©

Elements of Effective

Communication and

Coaching

OPPORTUNITY

Collaborate (Flexibility) Help (Assistance) Empathy (Understanding) Recognize Value Listen (45%)/Talk (55%) Recognize Interests/Goals Positive feedback (Credit) Encourage (Optimism) Positive Interaction Own-up (Your Contribution)

PARTNERSHI P

10 Caring Behaviors

Supportive Behaviors Types of Support- Felt- Expressed- Tangible

CMOE©

Effective Communication in Action

CMOE©

Case ___________________ Coach _________________

Steps Order/Frequency

1: Be Supportive 2: Define the Topic and Needs 3: Establish Impact 4: Initiate a Plan 5: Get a Commitment

6: Confront Excuses/Resistance 7: Clarify Consequences, Don’t Punish

8: Don’t Give Up

NOTES:

Case Observation Sheet

HO8

5% 45% 45% 5%

Development

PerformanceCounselingTermination

HIGH AVERAGELOW

Termination

Success

Coaching Continuum Worksheet

Behavior

Performance

HO9

U.S. Constitution (14th Amendment)“Job as Property Doctrine”

Employee entitled to Due Process Right to be informed of unsatisfactory

performance Have chance to defend self and improve

BEFORE adverse employment action (such as discharge/termination)*101 Sample Write ups. Paul Falcone

Federal Law

Elements of Due Process

Employee Must understand

expectations & consequences

Given opportunity to respond

Allowed reasonable time to improve

Employer Be consistent in

actions; follow through w/consequences

Be appropriate to offense

Have right to change policies at any time

Ensure “Final Incident” has sufficient

documentation*101 Sample Write ups. Paul Falcone

HO10

The Secret to Success If you want one year of Prosperity,

grow Grain. If you want ten years of Prosperity,

grow Trees. If you want one hundred years of Prosperity,

grow People.- Chinese Proverb

It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.

- Charles Darwin

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Wanda Freeland, SPHR 228.355.0156Wanda@smartperfsolutions.comwww.smartperfsolutions.com