what great managers really do!

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Presentation from the Fordyce Forum 2012, presented by Rob Mosley.

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Page 1: What Great Managers Really Do!

6/1/2012

1

WELCOME

Presented by Rob Mosley, Managing Partner

What Great Managers Really Do!

Recruiting Best Practices Online | Just-In-Time | Customized

+

Based on the insights and ideas of

Randall Murphy

and the groundbreaking research and global validation of

Acclivus R3 Solutions

© ACCLIVUS

All right reserved

3

Management

“The job of a manager is to turn one person’s particular talent into performance. Managers can succeed only when they can identify and deploy the differences among people, challenging each employee to excel in his or her own way.”

Leadership

“Great leaders discover what is universal and capitalize on it. Their job is to rally people toward a better future. Leaders can succeed only when they can cut through organizational differences and tap into the essential needs we all share.”

NextLevelExchange.com

BY DEFINITION…

Page 2: What Great Managers Really Do!

6/1/2012

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Management and Leadership

“Management and leadership are complimentary and often overlapping activities. Managing requires leadership skills and leading requires management skills.

Management skills will always be essential, but in responding and adapting to the changing realities of today’s markets, managers and even team leaders are increasingly called upon to be leaders as well.”

THE CONNECTION NextLevelExchange.com

5

“As a manager, you are called upon to work with people in many different capacities and your role as a coach is one such function of a larger management umbrella.”

“Coaching is an opportunity to contribute to another person’s development. It is a two way partnership where both parties share knowledge and experiences in order to maximize the person’s potential and help them achieve their goals.”

MANAGEMENT & COACHING NextLevelExchange.com

6

Select Short

List

Commit to

Contract

Need

“If you don’t know where you are going, any road will get you there.”

- Cheshire Cat, Alice in Wonderland

SELF ASSESSMENT NextLevelExchange.com

Page 3: What Great Managers Really Do!

6/1/2012

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Select Short

List

Commit to

Contract

Need

SELF ASSESSMENT NextLevelExchange.com

8

LISTENING

OBSERVING

Alignment

RESPONDING / FEEDBACK

QUESTIONING SEEKING

AGREEMENT

ESSENTIAL COACHING SKILLS NextLevelExchange.com

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• Actions DO speak louder than words. Your behavior counts!

• Contradictions between words and actions can be most damaging to a manager’s attempt to build trust with his people.

• How good are you at modeling the behavior that you want your recruiters to display with their clients and candidates?

Become the role model of these skill models

ROLE MODELS NextLevelExchange.com

Page 4: What Great Managers Really Do!

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• Observing is about a greater awareness of what is taking place in your office with the people around you.

• Early observation will enhance your ability to offer informed, relevant advice. You must observe the person’s behaviors both informally (management by walking around, desk side conversations) and formally. Identify strengths and weaknesses in two ways:

1) How is the person’s behavior impacting the team? 2) How is the person’s behavior affecting their ability

to achieve their goals?

OBSERVING / AWARENESS NextLevelExchange.com

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• What is the person doing or not doing effectively?

• Do they know that their performance is unsatisfactory?

• Do they really know what is supposed to be done and when?

• Are there any obstacles beyond this person’s control?

• What effect does the person’s behavior have on achieving

your team’s objectives?

• What effect does the behavior have on the office as a whole?

THE OBSERVATION PROCESS NextLevelExchange.com

12

Prescription before diagnosis is coaching malpractice!

Questioning is about gathering information and

determining:

• Indicators are everything that supports or conflicts with what we have heard

• Implications are the consequences of acting or not acting on what we have heard

• Insight is the result of determining the indicators /

implications of the information.

QUESTIONING NextLevelExchange.com

Page 5: What Great Managers Really Do!

6/1/2012

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© ACCLIVUS 13

Open Fact Finding Closed

What Who Have

How When Are

Why Which Is

Who Where Does

THE PROBING SPECTRUM NextLevelExchange.com

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Closed Probes:

Open Probes:

1. Will you go with me on this decision?

2. Do I have your commitment?

3. Will you have three interviews set by this Friday?

4. Can you determine potential with this account?

1. Who is responsible for making these decisions?

2. How do you feel about our game plan?

3. What’s keeping you from making your goals right now?

4. What do you think?

CLOSED VS. OPEN PROBES NextLevelExchange.com

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• Explain why you need the information when

appropriate

• Ask: “What has changed since the last time we

spoke?”

“Trust but Verify”

ADDITIONAL POINTS NextLevelExchange.com

Page 6: What Great Managers Really Do!

6/1/2012

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• Hearing is not listening. Hearing is merely picking up sound vibrations. Listening is making sense out of what we hear. “Seek first to understand, then to be understood.”

• Active listening: the process of temporarily setting your world aside and concentrating on the other person’s message and meaning. Evaluations, decisions, and reactions can come later.

THE ART OF LISTENING NextLevelExchange.com

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• List 3-5 things that show we do not have patience

• Pick one and write it down on your page

• Commit to stopping that behavior

• Accountability partner

ACTIVE LISTENING EXERCISE NextLevelExchange.com

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• Listen without deciding

• Use a neutral tone of voice

• Maintain good eye contact and a relaxed posture

• Avoid listening autobiographically

• Ask more open-ended questions

• Reframe for clarity and understanding

• Don’t use listening to manipulate or persuade

• Get closure – “Trust but Verify”

• Go through the doors that they open

ACTIVE LISTENING GUIDELINES NextLevelExchange.com

Page 7: What Great Managers Really Do!

6/1/2012

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“Rob is always late with completing reference checks on candidates that I need at the end of our client interview process. He says it is because people in the office are constantly interrupting him.”

• Door 1: Rob. It sounds as though there might be an inefficient pattern

here. What do you think could be done to help Rob?

• Door 2: The client interview process. Why is it that Rob is having to wait until the end of the interview process to take a first round of reference checks?

• Door 3: Reference check delegation. Is there someone in addition to Rob that might be able to assist in getting the reference checks completed in a timely fashion?

• Door 4: The interruptions. It sounds as though Rob’s work area is very busy. What could be done to reduce his interruptions?

OPEN DOORS NextLevelExchange.com

© ACCLIVUS 20

1. Listen for what is being said and why – the words and the feelings. Listen for the possible need behind the statements or resistance.

2. Acknowledge to communicate that you are listening and want to understand. Acknowledging is not agreeing. Acknowledging meets the individual’s fundamental need for recognition.

3. Probe for Clarification to fully understand the reason for the resistance or concern before moving forward.

4. Expand by first acknowledging the individual’s direction and then suggesting an alternative direction or approach. Provide a rationale based on the person’s own goals, problems, or needs.

5. Listen/Probe for Acceptance of your suggested direction or approach.

RESPONDING / FEEDBACK / AGREEMENT

NextLevelExchange.com

© ACCLIVUS 21

The Spectrum of Performance NextLevelExchange.com

DEFICIENT

incomplete inadequate

unacceptable

CORRECT

COMPETENT

adequate sufficient

acceptable

BUILD

PROFICIENT

REINFORCE

advanced accomplished

expert

Page 8: What Great Managers Really Do!

6/1/2012

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© ACCLIVUS 22

• One of the hallmarks of every great coach is their

playbook. In our world of recruiting management, that

playbook is called Standards.

• Why is this play book so critical? We ALL have to know

exactly WHAT the plays are, the standards, or else it is

just about your style and opinion.

• If you want to provide credible feedback, you must start

with clear standards.

PERFORMANCE STANDARDS NextLevelExchange.com

© ACCLIVUS 23

Select Short

List

Commit to

Contract

Need

PRACTICE DIAGNOSTIC CHECKLIST

NextLevelExchange.com

© ACCLIVUS 24

• Marketing

• Recruiting

• Placement Process

• Marketing Communications

• Database

• Production

PRACTICE CHECKLIST EXERCISE

COMPETENT PROFICIENT DEFICIENT

NextLevelExchange.com

Page 9: What Great Managers Really Do!

6/1/2012

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Select Short

List

Commit to

Contract

Need

PROGRESS, ANALYSIS & REVIEW NextLevelExchange.com

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• Billing Numbers • Self Diagnosis

• Tracking Metrics (K.P.I.)

• Job Orders / Recruited Candidates

• Placement Process “Inverted Funnel” • “B” Relationships – “A” Relationships - Placements

P.A.R. (Progress, Analysis and Review)

Serving the same purpose as a company balance sheet, the P.A.R. is a snap shot of the person’s pipeline at that moment in time.

WEEKLY COACHING NextLevelExchange.com

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• What are the right KPIs?

• What factors influence KPIs?

Industry / Practice area

Average placement fee

Individual ability / tenure

Manager’s belief

KEY PERFORMANCE INDICATORS (KPI)

NextLevelExchange.com

Page 10: What Great Managers Really Do!

6/1/2012

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• Market Connect Time – 4 hours or 100 attempts per day

• Names Gathered – 5 per day

• Reference Checks – 1 per day

• Marketing Presentations (documented conversations with potential clients – 5 per day

• Job Orders (with signed fee agreements) – 3 per week

• Recruiting Presentations (documented conversations with prospective candidates) – 15 per day

• Recruited Candidates (with resumes or candidate data sheets) – 2 per day

• Candidate Presentations (to clients) – 4 per week

• 1st time face to face interviews – 2 per week

• Placements – 2 per month

EXAMPLES OF KPIs NextLevelExchange.com

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80% Competent 10% High 10% Low

“You can’t put in what God left out”

THE COACHING MEETING NextLevelExchange.com

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When should coaching take place?

• Coaching is ongoing and occurs as the need or opportunity

arises. Sometimes you schedule coaching sessions about

particular situations. More often, you coach informally as

you interact with the direct reports and peers in person, by

phone, or through e-mail.

THE COACHING MEETING NextLevelExchange.com

Page 11: What Great Managers Really Do!

6/1/2012

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DIRECTIVE continuum SUPPORTIVE

Directive Coaching involves showing or telling the other person what to do; it is most helpful when working with people whose inexperienced or whose performance requires immediate improvement.

Supportive Coaching involves guidance and facilitation; it is important for those individuals who meet current standards of performance but need to prepare to take on new or greater responsibilities.

COACHING: TWO APPROACHES NextLevelExchange.com

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Three Steps of the Coaching Call:

1. Planning (setting expectations) 2. Reviewing (inspecting what you expect) 3. Feedback (resetting expectations)

Establishing Standards for Coaching Meetings:

• Daily • Weekly • Monthly / Quarterly • Annually

The process of conducting a coaching meeting (whether directive or supportive) around a specific call, topic, event, or behavior involves three important steps.

THE COACHING MEETING NextLevelExchange.com

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Planning:

Setting expectations (3-5 minutes). This should happen at the beginning of each day to ensure they:

• Are effectively planned

• Have an MPC to market if appropriate

• Have clarity on which search assignments to recruit for

• Have 2-3 quantifiable objectives for the day (S.M.A.R.T. goals)

• Have an area of Focus (ex: Closing)

“Don’t boil the ocean”

THREE STEP COACHING NextLevelExchange.com

Page 12: What Great Managers Really Do!

6/1/2012

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“Key Point”

The purpose of planning the coaching call is to increase

the probability on THIS OPPORTUNITY rather than a

future opportunity!

THREE STEP COACHING NextLevelExchange.com

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Reviewing:

Inspecting what you expect (10-15 minutes). This should happen at the end of each day to cover the following:

• How do you feel about the day? What worked best about the day what would you change about the day?

• Did you achieve your marketing plan? How many presentations? What action steps? What job orders?

• Did you achieve your recruiting plan? How many presentations? What action steps? What candidates recruited?

• Did you achieve your placement (deal running) objectives? Which candidates did you present to the client? What interviews are scheduled?

• How was your focus and your energy today? What was market connect time? How many attempts were made today?

THREE STEP COACHING NextLevelExchange.com

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1. Learn the person’s perspective

2. Assist them in thinking through and defining that perspective

“Key Point”

Reviewing always comes before feedback. Reviewing the

coaching call is about ASKING rather than telling with the

purpose being to:

THREE STEP COACHING NextLevelExchange.com

Page 13: What Great Managers Really Do!

6/1/2012

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• Refer to a specific behavior or example

• Communicate the positive impact

• Recommend next steps / future action

Feedback:

This is not “constructive criticism” which is an oxymoron. It is

all about the way a manager presents it to the person.

THREE STEP COACHING NextLevelExchange.com

© ACCLIVUS 38

Feedback: • Refer to a specific behavior or example: “Let’s discuss how well you

listened on this call with the HR Director. Specifically, when you and the Director became adversarial with each other over the interview process; how well do you think you listened at that point? It sounds as though neither one of you was hearing what the other was saying…did you have that sense?”

• Communicate the positive impact: “I understand how you feel. It can be aggravating and the Director is not the decision maker, even though, she is going to be involved and the positive effect of a good relationship will make your job easier.”

• Recommend next steps / future action: “I want you to keep your emotions in check. As difficult as that may be, I want you to come up with some ways to restore your relationship with the Director.. And I would like to hear your plan in that area the first thing in the morning.”

THREE STEP COACHING NextLevelExchange.com

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“I am committed to your your success, and here is some information about your performance that should help in that endeavor. ”

“Key Point”

Feedback for a deficiency need not be any less positive than

feedback for a proficiency.

THREE STEP COACHING NextLevelExchange.com

Page 14: What Great Managers Really Do!

6/1/2012

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Select Short

List

Commit to

Contract

Need

PROGRESS, ANALYSIS & REVIEW NextLevelExchange.com

41

COMMITMENTS & GOALS NextLevelExchange.com

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• Commitment and Goal Spreadsheet

• Regularly scheduled monthly and/or quarterly meetings

allow for review and comparison of the person’s

“commitments” and “goals” to their actual achievements

over an extended period.

MONTHLY / QUARTERLY COACHING

NextLevelExchange.com

Page 15: What Great Managers Really Do!

6/1/2012

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A “critical conversation” is a discussion between two or

more people whereby the topic being discussed is of an

urgent nature and emotions run high.

“When dealing with people, remember you are not dealing with

creatures of logic, but creatures of emotion.”

- Dale Carnegie

CRITICAL CONVERSATIONS NextLevelExchange.com

© ACCLIVUS 44

• “What to keep” - What did the coach do really well during

the conversation? Be as specific as possible. What

behaviors did he/she exhibit?

• “What to change/do different” – What would you have

said or done differently in the conversation, or perhaps

added or omitted?

COACHING FEEDBACK NextLevelExchange.com

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Case Study # 1:

• You have an associate who is no longer a rookie and has a

guaranteed compensation. Neither their billings nor their

phone time is up to standards. How do you approach the

conversation?

• Desired Outcome: To reengage this producer.

CRITICAL CONVERSATIONS NextLevelExchange.com

Page 16: What Great Managers Really Do!

6/1/2012

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Case Study # 2:

• You hired a 50 year old professional with a solid sales track record. For the first 4 weeks he hits numbers and has a great attitude. In month two, this person starts to miss both numbers and work for a variety of reasons; a terminally ill spouse, doctor’s appointments, unexpected family matters, etc. This behavior continues and you have a conversation but do not create a written plan or follow through with your expectation of future performance. You are now at four months with little performance and little change in behavior. What does your next conversation sound like?

• Desired Outcome: Manage this person up or out.

CRITICAL CONVERSATIONS NextLevelExchange.com

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Case Study # 3:

• You have a mandatory meeting every week for all

associates. Your perennial biller habitually misses this

meeting which has gone noticed by other strong

employees who want to know if they can skip the same

meeting. How do you approach this conversation with the

big biller?

• Desired Outcome: Seek agreement on behavioral change

moving forward.

CRITICAL CONVERSATIONS NextLevelExchange.com

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Establishing a coaching culture requires a behavior-based coaching approach. Today, implementing a successful coaching culture is the result of coaching systems that are able to change behavior as well as processes.

At the heart of a coaching culture is a shift of mind --from seeing ourselves as separate from the world to connected to the world, from seeing problems as caused by someone or something "out there" to seeing how our own actions create the problems we experience.

Only behavioral change is real change!

CREATING A COACHING CULTURE NextLevelExchange.com

Page 17: What Great Managers Really Do!

6/1/2012

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Rob Mosley Managing Partner

[email protected]

214.556.8015

www.nextlevelexchange.com

CONTACT NextLevelExchange.com