managing disruptive employee behaviors
DESCRIPTION
Most managers can easily identify an employee performance issue, but what is difficult is effectively communicating this information. From the employee's perspective when their manager does initiate a discussion it can come across as finger-pointing and disciplinary. Naturally this approach causes most people to react defensively, leading to a confrontational exchange and a strained relationship. It can seem easier to avoid these conversations altogether, particularly when the issue relates to difficult to quantify and discuss behavior based issues. This session will teach an intuitive process for crafting hearable sayable performance feedback talking points to drive the change you are seeking while avoiding the difficulties that usually accompany these exchanges.Gain practical skills to confidently take on those seemingly awkward yet critical exchanges in a far less stressful way.TRANSCRIPT
Sponsored by:A Service
Of:
Managing Disruptive Employee Behaviors
Jamie Resker
May 9, 2012
Sponsored by:A Service
Of:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
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Of:
Affordable collaborative data
management in the cloud.
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Today’s Speaker
Jamie ReskerFounder and Practice Leader
Employee Performance Solutions Hosting:
Sam Frank, Synthesis PartnershipAssisting with chat questions: April Hunt, Nonprofit Webinars
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Employee Performance Management:
Managing Disruptive Behavior
Facilitator:
Jamie Resker
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Learning Objectives
When is behavior disruptive?
When should we address it?
What if it’s been going on for a long time?
How to Craft Hearable Sayable Performance Message
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Employee Performance Continuum
7
Tanya
Paul
The What
The How
Paul
jerk: an unlikable person; especially :
one who is cruel, rude, or small-minded
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pes·si·mism (p s -m z m). n. 1. A tendency
to stress the negative or unfavorable or to
take the gloomiest possible view
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slack·er/ˈslakər/Noun
1. A person who avoids work or effort.
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Intervention Timing
No Change
Pattern Persists
Apparent Pattern
Single Incident
Performing: Reinforcing Feedback
Level 3: Formal Intervention
Level 2: Awareness Intervention
Level 1: Informal Intervention
Level 4: Disciplinary Intervention
Source:
Vanderbilt
University
Medical
Center
Poll Question: When do Most Managers
Intervene?
a.) Informal Intervention; Early-on.
b.) When a Known Pattern has Taken
Hold.
c.) When Ready to Fire the Employee.
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Known or in the Blind Spot?
Arena Blind
Spot
Things I Know Things I Don’t Know
Things
They
Know
Unspoken?
Things They Know
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Uncensored Perceptions
Truth?
Near Truth?
Un-sayable (probably)
- Examples
- What are some of your uncensored
perceptions?
Before and After…
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Employee Before Your
Well Intended Feedback
Employee After Your
Well Intended Feedback
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
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1. Performance Continuum
2. Uncensored Perceptions
3. Supporting Examples
4. Analyze Examples/Confirm Perception
5. Impact
6. Introduce Feedback
7. Turn Around
8. Specifics:
- What I mean by that is…
- Can we talk about…
9. Importance
Examples showing that not enough
clinical knowledge and data were being
used during sales calls
Increase the amount of clinical
knowledge and data used during
sales calls
A:
Dia
gn
os
isB
: M
essa
ge/T
alk
ing
Po
ints
9 Step Process
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
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Introducing Feedback…
Improve…
Get better…
Stop…
Weakness…
You never…
You don’t…
You shouldn’t…
YOU’RE DEFICIENT
Develop the ability to…
Work on…
Focus on…
Put your energy into…
I need for you to…
FUTURE FOCUSED
Possibilities
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©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
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Turn Around
Makes Mistakes
- Stop making so many
mistakes
Develop more accuracy
Let’s talk about what
that would look like…
- On the month end
reports…
- For payroll…
- Etc….
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Turn Around Examples
Too conciliatory- Defend your position and opinions.
Makes rude comments about others- When you have a thought about someone else that isn’t entirely
positive I’d like you to hold your thoughts.
Not resourceful; doesn’t dig to find answers- Develop greater resourcefulness by digging to find answers.
Condescending to those who are less experienced- Use your experience and knowledge to helpfully and patiently
mentor those with less experience or knowledge in x area.
Doesn’t put in enough effort- Develop a greater sense of urgency and attentiveness to your
work.
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
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Turn Around
Does not engage in the difficult client conversations
Doesn’t take responsibility for…
Takes no ownership for…
Can’t let others finish their thoughts…
Can’t find their way out of a wet paper bag…
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Performance Inhibitors
APPROACH
Move out of current
role
Watch Out Factor
Resist scaling back
the job to create
artificial success by
eliminating key
responsibilities.
APPROACH
Describe importance
Explain
consequences
What’s in it for them
APPROACH
Clarify expectations
Check for understanding
“So, what is your take away
from our conversation?”
Set SMART goals
Monitor and provide
feedback on progress
APPROACH
Develop through:
OJT
Role playing
Modeling
Coaching
Post coaching feedback &
more coaching
Don’t have the
capability
Don’t want to
Don’t know
they are
supposed to
Doesn’t know
how
©2012 Jamie Resker, Employée Performance Solutions, LLC www.EmployeePerformanceSolutions.com
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
Questions/Resources:
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Jamie Resker
781-210-2049
www.EmployeePerformanceSolutions/Resources.com
The 10 Most Common Reactions to Feedback
and What to Do About Them
Three Keys to Reducing Defensive Reactions to Feedback
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com
Questions/Resources:
25
Jamie Resker
Employee Performance Solutions
781-210-2049
www.EmployeePerformanceSolutions/Resources.com
The 10 Most Common Reactions to Feedback
and What to Do About Them
Three Keys to Reducing Defensive Reactions to Feedback
Sponsored by:A Service
Of:
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