BuildingEmployeeOwnership forPerformanceandProviding ConstructiveFeedback

With Jeffrey Russell

2008, Photograph by Jeff Russell

WhatfactorsenableGREAT WhatfactorsenableGREAT employeeperformance? p y p

2008, Photograph by Jeff Russell

1. Discussthecharacteristicsofeffective and Discussthecharacteristicsofeffective ff ineffective performancereviews. 2. IntroducetheGreat PerformanceManagement IntroducetheGreat Cycle. 3. Explorethekeyoutcomeandprocessgoalsof Explorethekeyoutcomeandprocessgoalsof performancecoaching/reviews. 4. IntroducetheMutualLearningMindset. IntroducetheMutualLearningMindset. 5. Introduceaframeworkforconductingthe PerformanceCoachingConversation andthe PerformanceReview. P f PerformanceReview. R i
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Whatmakesaperformance reviewa good review reviewagoodreview? reviewagoodreview? review? Whatmakesthereviewa Whatmakesthereviewa badorevenanugly bad orevenan ugly one? one?
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1. Forward looking. 2. Moredevelopmental thanevaluative. Moredevelopmental 3. Focusedonimprovement in Focusedonimprovement performancebehaviorsandoutcomes. performancebehaviorsandoutcomes 4. AnchoredtoGreatPerformance outcomes andgoalsthataredefined earlyintheperformancecycle.
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5. Frequent conductedasoftenas 5 necessarytokeepperformanceontrack andgettingitbackontrackifandwhen problemsoccur. 6. Conversationalandinformal leadingtoa Conversationalandinformal sharedunderstanding. 7. BaseduponaMutual Learning Mindset vs aUnilateralControlMindset vs.aUnilateralControlMindset. vs.aUnilateralControlMindset. aUnilateralControlMindset
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8. Objectiveanddatabased using Objectiveanddata j g observableandcountablebehaviorsand resultsasitsfoundation. 9. Meaningful ...boththeperformerand thecoachhavelearnedsomethingabout themselvesandeachother. 10. Employeecentered. Employeecentered. l d

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Defining what Great Performance is for Customers, Co-Workers, and the Customers, Co-Workers, Company . . .
Define Great Performance Outcomes

Profoundly positive RESULTS People notice!

Develop Goals, Strategies, Goals, and Take Actions to Achieve Outcomes

Make Improvements

1. 2. 3. 4. 4

What worked? What didnt work? Why? What will I keep doing? Do differently?

e nc e a rm Cycl fo er ent P at em e Gr anag M

Provide Logical Consequences for Performance Outcomes

Provide Support

Evaluate Performance

Howcanwefacilitate employeeownershipof his/herownperformance? hi /h f ?

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Anopportunitytopositively Anopportunitytopositively influenceemployee behaviorsandperformance. Anopportunitytoincrease Anopportunitytoincrease employee i i l commitmenttothejobandtheorganization. Isframedbythesequestions:

Asaresultofthiscoachingconversation/review,whatdo Ihopetheemployeewilldo? Whatismygoalforthiscoachingconversation/review? WhatgoaldoIwanttheperformertosetforhimor herself?
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1. 2. 3. 4.

MaintainPerformanceStrengths Areaswhereyou MaintainPerformanceStrengths wanttheemployeetomaintain. wanttheemployeetomaintain. ImprovePerformance AreaswhereIwantthe employeetoimprove. employeetoimprove. AcceptNewResponsibilities AreaswhereIwantthe AcceptNewResponsibilities employeetoaccept newresponsibilities. employeetoaccept Grow/MovetheJobtoaNewLevel Grow/MovetheJobtoaNewLevel AreaswhereIwant theemployeetogrow ormoveperformancetoanew theemployeetogrow level.
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1. BuildGreaterEmployeeOwnership for BuildGreaterEmployeeOwnership performance. 2. BuildGreaterEmployeecommitment totheJob BuildGreaterEmployeecommitment andtheOrganization. g 3. StrengthenOurPerformancepartnership. StrengthenOurPerformancepartnership. 4. IdentifySystemBarriers/Challenges. IdentifySystemBarriers/Challenges.

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Performance Review Problems

One-way communication Focus on the past Appraisal, evaluation, and judgment Focus on financial implications Focus on filling-in forms and checking boxes filling in Assumes that the manager knows and sees all Focus on the performance review p as an event Over-reliance on some measurements while ignoring others Being overly influenced by recent events overly-influenced or personal characteristics

A Proposed Higher Purpose

Two-way dialogue Improvement for the future Learning and development Learning and development Developing understanding Both parties to the review have knowledge and insight to share Performance management as a process P f t Using an holistic approach to performance measurement Using objective data when analyzing and assessing performance

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Whatisgoingwell withthejob? Whatisgoingwell Whatisnt Whatisnt goingwellinthejob? Why isitgoingwellandwhyisntitgoingwell? Whatchanges Whatchanges orimprovementscouldyoumake toimprovethings t b ild toimprovethings ortobuildsuccessareas? t i thi ? 5. HowmightIhelp youtobemoresuccessful? HowmightIhelp 6. Isthereaneedfornew 6 Isthereaneedfornew responsibilitiesandfuture growthinperformance? 7. Howwouldyouassessyouroverall performance? Howwouldyouassessyouroverall
1. 2. 3. 4.
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PerformanceCoachingConversationPreparations handout: Coachgivesthispreparationshandouttothe performerinadvanceofaPerformanceCoaching performerinadvanceofaPerformanceCoaching Conversation orPerformanceReview. orPerformanceReview. f Askstheemployee Askstheemployee toreflectuponpast performanceandtheimplicationsforfuture performance. f Servesasaconversationroadmap...Wherethe employeeleadstheway!
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Thinkofthetraditionalperformance review... Whatarethegoals Whatarethegoals ofthetraditional review/appraisal? Howmightthesegoalsundermine h Howmightthesegoalsundermine the i h h l d i coachingconversation? Whatarethebarriers th tth Whataretheb i Wh t th barriers thatthe b traditionalreviewpresentstoahealthy coachingconversation?
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1. Unbundletheprocess breakthereviewoff Unbundletheprocess

fromthecoachingconversation. fromthecoachingconversation. 2. Useanewframework/mindsetforthinking Useanewframework/mindsetforthinking abouttheemployeeandhis/herperformance p y p andforapproachingthereview/coaching conversation.

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Separateprocessesfordifferentpurposes: PerformanceCoachingConversation f g PerformanceCoachingConversation for frequent,ongoingcoachingfeedbackand support. pp FormalPerformanceReview forthe FormalPerformanceReview formalannualorsemi formalannualorsemiannualassessment oftheemployeesperformance.
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Maximizingemployeeperformance. f Facilitatingemployeecommitmenttothejob andorganization. Creatingperformanceimprovementplans. gp p p Developinggrowthanddevelopmentplans. Identifyingemployeesupportrequirements. Id if i l i Identifyingsystembarrierstoperformance.

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Buildingastrongperformance partnershipthroughopenand partnershipthroughopenand frequentcommunicationbetween frequentcommunicationbetween thecoachandtheperformer. Anemployee Anemployeecenteredprocess wheretheemployeeisexpectedto p y p takethelead.

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Review/appraisal form completed. Review/appraisalformcompleted. Ratingsgivenofoverallperformanceand individualperformancedimensions. individualperformancedimensions Documentingperformanceoutcomes. Documentingperformanceimprovement D ti f i t plans. Ratingsusedfordeterminingpayadjustments, R ti df d t i i dj t t promotions,sanctions,andadministrativeand otherHRoutcomes. otherHRoutcomes
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2010,RussellConsulting,Inc. Helpingleadersbuildandsustaingreatorganizations!

Quality is impossible if people are afraid to tell the truth.

W.

Edwards Deming

2008, Photograph by Jeff Russell

FromaUnilateralControlMindset whichis FromaUnilateralControlMindset focusedoncontrol,beingincharge,making thedecision,directingtheemployee... ToaMutualLearningMindset ToaMutualLearningMindset whichis g focusedonlearning,listening,understanding, collaborativeproblemsolving,andfind win/winoutcomes.

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2010,RussellConsulting,Inc. Helpingleadersbuildandsustaingreatorganizations!

ValidInformation Allrelevantinformationissharedso ValidInformation thateveryoneunderstandswhattheyneedtoknow FreeandInformedChoice Peoplemaketheir FreeandInformedChoice independentdecisionsbaseduponvalidinformation,not onpressure InternalCommitmenttoDecisions Individualstake InternalCommitmenttoDecisions responsibilityforthedecisionsthattheyparticipatein Transparency Individualsfeelcomfortablewithopen, honest,anddirectcommunicationwithnohidden agendas orundiscussables agendasorundiscussables Empathy Individualshavecompassionforothersand differingviewpointsandagenuineinterestin understandinganothersperspective.
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1. Shareallrelevantinformation. Shareallrelevantinformation. 2. Identifyandtestassumptionsand Identifyandtestassumptionsand inferences inferences. 3. Suspendjudgment. Suspendjudgment. 4. Shareyourreasoningandintentandinquire Shareyourreasoningandintentandinquire intoothersreasoning,intentions, perspective,knowledge,andexperience. i k l d d i 5 5. Listen forunderstanding. g
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6. Focusoninterests,notpositions. Focusoninterests,notpositions. 7. 7 Developsharedmeaningofkeywords, Developsharedmeaningofkeywords, sharedmeaningofkeywords ofkeywords concepts,ideas,etc.

8. Sharedecisionmakingandactionplanning. Sharedecisionmakingandactionplanning. h d i i ki d i l i 9. Seetheparts,understandthewhole. Seetheparts,understandthewhole. 10. Usecriticalreflectiontoexaminedeeply Usecriticalreflectiontoexaminedeeply heldbeliefs,andbehavioralpatterns heldbeliefs andbehavioralpatterns
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The truth shall make you free . . . but first h ll k f it shall make you miserable! bl Carl Rogers
American psychologist b. 1902, d. 1987

Whyisgivingfeedbackdifficult?
Strongemotionsonbothsides. Toomuchofafocusonpersonscharacter vs.behaviors/outcomes. Toomuchofafocusonpersonscharacter Alackofclarityonwhatneedstochange. Alackofclarityonreplacement behaviors/outcomes. Alackofclarityonreplacement y p

ReadtheTwelveTips
Whichtipsaremostuseful? p Whichtipsmightbehardesttoimplement? Whatquestionsdoyouhaveaboutanyofthem? q y y
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1. Eachemployeeisresponsibleforhisherown p performance. 2. Thisincludesconductingaselfassessmentofhisor Thisincludesconductingaself herownperformance. 3. 3 Thecoachindependentlyconductshisorherown analysisoftheemployeesperformance. 4. Thecoachaskstheemployeetoconsiderthe f ll i following:

1. 2. 3. 4. Whatsgoingwellinyourjob? Whatisntgoingwell? Wh i /i i i ll? Whyis/isntitgoingwell? Whatchanges/improvementscouldyoumakeinyourjobtoenhance yourjobperformance? 5. HowcanIbesthelpyouachieveyourperformancegoals?

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5. Thecoachinvitestheemployeeto Thecoachinvitestheemployeeto presenthis/heranalysisfirst. presenthis/heranalysisfirst. hi /h l i fi fi 6. 6 Thecoachcompletesthefinal performancereviewformfollowing performancereviewformfollowing theperformancereview. p

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NinePlusOneCommonCausesof NinePlus PerformanceProblems PerformanceProblems Diagnosingthe causesofperformanceproblems.

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Photograph 2008, Linda Russell

Sendmeane Sendmeanemailifyouhavequestions... ForacopyofthesePPTslides,visitour website:www.RussellConsultingInc.com website:www.RussellConsultingInc.com

Photograph 2008, Jeffrey Russell