leadership essentials - amazon s3 · 2016-09-12 · how to use this workbook. thank you for...

PARTICIPANT GUIDE

Leadership Essentials:Building High Performance Teams at BioMarin

Copyright © 2016 Cindy Solomon & Associates, Inc.

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PROGRAM

How To Use This Workbook.Thank you for prioritizing Leadership Essentials as part of your leadership journey. We are excited about the opportunity this program provides and we believe it will equip you with a set of skills that are foundational to BioMarin’s success. This workbook will become the repository of your learnings and we hope you utilize it both in the live event as well as once you return to your work location.

Engage. Inspire. Enable. Reward.To maximize this experience and ensure the learnings are brought to life outside of this live event, it is essential that you play an active role in participating in the program. Thank you for starting each day with an open mind; for being present and engaged; and for networking to build connections with your colleagues.

Participant Workbook | BIOMARIN Leadership Essentials 1Copyright © 2016 Cindy Solomon & Associates

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2 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates

Facilitator Leader of

discussion, ensure everyone is

heard, keep the table on task

Scribe Someone to take

notes on discussion and decisions on flipcharts

Presenter Will present findings to

larger group

Timekeeper Watches the

clock to keep the table on time

THE ASSIGNMENTS

How We’ll Work Together

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THE PROCESS

Brainstorming

Presenting Consensus Building

Voting


My To-Do List

1. My To-Do List 2. My To-Do List 3. My To-Do List

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What Do Our Patients, Peers & Employees Expect of Us?

Our Patients’ Expectations My Peers’/Employees’ Expectations

Master List of Shared Expectations: (team, peers, patients)

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The Question is:What does my team need to accomplish in the next 12 months to make

the greatest difference for BioMarin patients, partners or employees?

My Team Goals are:


Think About Your BEST Leader…

The best leader I ever had was… ________________________________________________

1. _______________________________________________

2. _______________________________________________

3. _______________________________________________

4. _______________________________________________

5. _______________________________________________

Where I am TODAY: On a scale of one to five, with one being the worst and five being the best:

1. 1 2 3 4 5

2. 1 2 3 4 5

3. 1 2 3 4 5

4. 1 2 3 4 5

5. 1 2 3 4 5

FACILITATOR

SCRIBE

PRESENTER

TIMEKEEPER

MY ROLE:

The five leadership behaviors that are most important to drive the performance

of my team today are: [BE SPECIFIC!]

How did they make you feel?

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What actions did they take to make you feel that way?

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[BE SPECIFIC]


HIGH PERFORMANCE

FORMULA

ENGAGEClarity of goals +

behavioral expectations

INSPIREThe spark that ignites the fire

ENABLETo make possible

REWARDIt’s more than money

Leadership Essentials

What were your “aha moments?” ____________________________________________________

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Creating Crystal Clear Goals and My Team Mantra

My teams’ area of responsibility: ________________________________________________________________

What are the S.M.A.R.T. goals I already have in place for my team?

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If my team is wildly successful over the next twelve months, that means we’ve….

(Try to be specific and concise)

1. __________________________________________

2. __________________________________________

3. __________________________________________

4. __________________________________________

5. __________________________________________

When I personally think about the contribution my team makes to this goal, I think about

these specifics:

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(e.g. manufacturing, Dev Sci, etc.)

If I could ask my team to consistently exercise one behavior… across all of their projects/

responsibilities/interactions to help us move more quickly toward our Team goal above,

what would it be?

If I was to share with a stranger in one sentence the contribution my team makes to

the overall BioMarin goal, what would I say that would quickly allow them to visualize the vital

role my team plays?

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My Team’s MANTRA Could Be ____________________________________________________________________

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MANTRA Thought Starters:


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VALUES• The essence of who

we are as individuals

• Recurrent patterns of thoughts and behaviors

• Cannot be taught as adults

• Are NOT transferable from one person to another

SKILLS• The “How to” of a role

• Can be taught if broken into bite-sized, specific pieces

• Once learned can be applied across roles and situations

• Grow with attention and reinforcement

• Are transferable

KNOWLEDGE• Job or industry specific

information which informs a role or position

• Factual information (knowledge) vs. skill

• Transferable from one role to another

SKILLS KNOWLEDGEVALUES

HIGH PERFORMANCE

Elements of Performance

Examples:

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Examples:

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Examples:

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VALUES• The essence of who we are as individuals• Recurrent patterns of thoughts and behaviors• Cannot be taught as adults• Are NOT transferable from one person to another

SKILLS • The “how to” of a role• Can be taught if broken into bite-sized, specific pieces• Once learned can be applied across roles

and situations• Grow with attention and reinforcement• Are transferable

What Does It Take to Be SUCCESSFUL at BioMarin?

Once you’ve completed your

list, put a star next to the three most important values AND skills needed to be successful.

FACILITATOR

SCRIBE

PRESENTER

TIMEKEEPER

MY ROLE:What specific values and skills does it take to create success?

[BE SPECIFIC]

1. ________________________________________________

2. ________________________________________________

3. ________________________________________________

4. ________________________________________________

5. ________________________________________________

6. ________________________________________________

7. ________________________________________________

8. ________________________________________________

9. ________________________________________________

10. _______________________________________________

KNOWLEDGE

• Job or industry specific information which informs a role or position• Factual information (knowledge) vs. skill• Transferable from one role to another

1. ________________________________________________

2. ________________________________________________

3. ________________________________________________

4. ________________________________________________

5. ________________________________________________

6. ________________________________________________

7. ________________________________________________

8. ________________________________________________

9. ________________________________________________

10. _______________________________________________

[BE SPECIFIC][BE SPECIFIC]


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How do you want them to feel after your message?

Creating an inspiring message is as simple as following these steps:

What specifically do you want them to do to help you?

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Anyone Can Inspire...

My Team’s Most Important Goal Is:

What examples/analogies/quotes/stories/movies can you use from your own experience to help make your message clear?

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Invite them to help you and tell them how.__________________________________________________________________________________________________________

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Creating an inspiring message is as simple as following these steps:

Inspire Worksheet

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Inspire Worksheet

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Secrets to ENABLE: The Sandwich

The Sandwich• World’s easiest performance

management tool.

• Two-minute performance discussion.

LEADER

Prepare your feedback and provide it to your employee.

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[BE SPECIFIC]

OBSERVER

How’d they do?

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[BE SPECIFIC]

EMPLOYEE

How’d it feel?

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[BE SPECIFIC]

OBSERVER

Provide clear and specific feedback!

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[BE SPECIFIC]

When do I use The Sandwich feedback?

• Every day, every interaction is an opportunity

• In your one-on-ones; in your staff meetings• When you are reinforcing a positive

behavior as well as providing an opportunity for improvement


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How Do We Spend Our Time?

On most teams, on average there are:

_____________% “A” PLAYERS

_____________% “B” PLAYERS

_____________% “C” PLAYERS

What constitutes an “A” player?

• Consistent high standard of performance of job responsibilities

• Consistent outstanding attainment (or process to gain attainment) of goals

• Consistent positive and proactive attitude regarding customers (internal & external)

• Strong and proactive team player

• Strong, positive communicator

• Proactively and effectively connects goals with behaviors with an emphasis on constant improvement

• Proactive problem solver

• Consistently seeking opportunities to improve their performance and the performance of their team

What constitutes a “B” player?

• Consistent performance of job responsibilities

• Consistent work ethic

• Consistent positive attitude regarding customers and job duties

• Solid team player

• Follows direction well

• Delivers on expectations consistently and solidly

• Consistent technical skills

• Meets performance expectations

What constitutes a “C” player?

• Inconsistent performance of job responsibilities

• Inconsistent communication and/or understanding of expectations

• Inconsistent team player

• Unwillingness to build skills or work toward process improvement

• Inconsistently delivers on expectations

• Unclear on individual role in “big picture”

• Inconsistent technical skills

• Does not consistently meet performance expectations

Productivity can drop by almost 50% with

a “C” player on your team.

In a team, how do we avoid creating “C” players?

Have I done my job in…• Setting the expectations and communicating them?

• Providing the appropriate training (using the training cycle)?

• Providing the appropriate positive and constructive feedback?

• Serving as a positive and effective role model?


Secrets to ENABLE:Courageous Conversations

Focus on Behaviors/Skills vs. Values• Behaviors can be seen and measured.

• Values cannot be taught.

Focus on Providing Feedback vs. Judgment• Feedback is providing information to support performance improvement.

• Judgment is a conclusion and not helpful to performance.

• The behaviors and outcomes

• Providing crystal clear expectations and next steps

• Creating a dialogue of improvement

• Agreement as to outcomes

• The future…

Focus on:


Courageous ConversationsS.T.E.P.S

1. Specific

2. Timely

3. Effect

4. Performance Based

5. Success & Support

Be specific about what your planned outcome is in having the conversation.

Performance discussions happen in real (or close to real) time… not just once a year.

The behavior’s effect on outcomes, customers, peers, performance, etc.

Discussion is based on specific observed behaviors and NOT values.

Reach agreement as to what success looks like for the employee. Specifically what support YOU will provide; then outline agreement via email.


ENABLE Skill Practice #1Observer: Are they using STEPS? Give specific examples of where they did – or didn’t – use each step …

1. Specific What is my planned outcome for this conversation?

2. Timely Can I provide feedback effectively and privately right now?

3. Effect How does this behavior/barrier to performance directly impact others - peers, customers, you as the leader?

4. Performance Based What specific behaviors (not values) do I want to address and what examples will I use?

5. Success & Support Have I gained agreement as to what success looks like for the employee?

Leader: Plan your discussion


“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”

Sam Walton

When asked to prioritize a list of ten rewards including time with their leader, public recognition, etc… monetary rewards are consistently in the last three listed as a motivator by employees.

HIGH PERFORMANCE

FORMULA

ENGAGEClarity of goals +

behavioral expectations

INSPIREThe spark that ignites the fire

ENABLETo make possible

REWARDIt’s more than money


Leadership Essentials

ENGAGE

ENGAGE ______________________________

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REWARD ______________________________

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INSPIRE

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ENABLE______________________________

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My greatest takeaways for each element are:

ENABLE

HIGH PERFORMANCE

FORMULA


My New Leadership Activities/Plans Are…

I will ENGAGE my team by:

I will INSPIRE my team by:

I will ENABLE my team by:

I will REWARD my team by:

[BE SPECIFIC]

Ask yourself every morning – where can I improve my team’s performance today?

1. ______________________________________________BY WHEN? ____________

2. ______________________________________________BY WHEN? ____________

3. ______________________________________________BY WHEN? ____________

1. ______________________________________________BY WHEN? ____________

2. ______________________________________________BY WHEN? ____________

3. ______________________________________________BY WHEN? ____________

1. ______________________________________________BY WHEN? ____________

2. ______________________________________________BY WHEN? ____________

3. ______________________________________________BY WHEN? ____________

1. ______________________________________________BY WHEN? ____________

2. ______________________________________________BY WHEN? ____________

3. ______________________________________________BY WHEN? ____________

leadership essentials - amazon s3 · 2016-09-12 · how to use this workbook. thank you for...

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