August 17, 2009

Learning 4 Performance:
Thought Leadership in T&D

Issue Focus:  Employee Accountability

(Approximate reading time: 3 and a half minutes)

In This issue:

  1. Feature Article I: Accountability - There's A Lot YOU Can Do
  2. Feature Article II: Performance Coaching - How to Have Employees Raise Performance
    (and Thank You for the FeedBack)
  3. Free Facilitator's Tool: FeedBack simulation
  4. One-time only free DiSC 360 tool

Let's simplify.  For you as a leader to be successful, your people must do their jobs well, day in and day out.  If your people are successful, then you are successful too.

So to ensure that your people do their jobs on time, right, the first time and every time, you really only have to do three tasks well:

  1. Hire the right people for the positions;
  2. Provide needed support; and
  3. Hold them accountable.

While it is no more complex than this, we are not saying that any of these processes are necessarily easy. Each of the three elements of the "Management Triumvirate" can be performed well or poorly, and each can benefit by the application of reality-based technologies (systematic thinking and doing processes which are used by the most successful managers).

In this issue, we focus on the third element, Holding Employees Accountable.






The Management Triumvirate


Feature Article: Employee Accountability - There's a LOT You Can Do

I own my behavior and my results. While I might work in less-than-optimal circumstances, with less-than-perfect people, the "buck" for my performance stops with me. This is what I will do to raise performance and meet or exceed expectations ...

How many of us would like to hear this from our employees? How many believe this to be impossible, akin to the flying pig? This sentiment is the winning atttitude. Not only is it possible, it is shared, in one version or another, by every successful performer, in every field of endeavor. It recognizes that ultimately, only the individual can determine his or her performance. While systems can (and should) be arranged that are more supportive of success, these systems must support an employee who has determined that he or she will accept responsibility for his or her own actions and the results that flow from those actions.

The good news: most people WANT to do a good job. Have you, or has anyone you've known, EVER awakened with the thought "Today is the day that I will fail"?

Thanks. How does that help me with my "problem performer?"

Understanding a) that each individual determines his or her own results, and b) that people want to do good work simplifies your task. Your job is to help your "problem performer" realize both of these truths. And it's all done through FeedBack.

While many leaders intuitively know that the giving and receiving of honest FeedBack is necessary to improve performance, many frequently avoid confronting poor performance. Performance discussions are either not held in a timely fashion, are sidetracked, or become confrontational. What was intended to be a positive conversation focused on performance improvement frequently becomes an unproductive energy drain. From that point forward, the supervisor and the employee tend to avoid regular, meaningful performance conversations, relegating them to the once a year, so called "Performance Review."

How do you avoid this scenario and have your employee take accountability for his or her behavior? First, realize that ...

Continue Article Here


Free Weekly Web Seminars - Special Encore Performances of the 4 Part "Performance FeedBack / Employee Accountability" Series

Every Thursday at 10:00 AM Central time, we broadcast the web seminar Performance Builders Live!  Real Tools, Right Now! with tips, strategies and tools that you can use right now to improve individual and organizational performance.  Beginning Thursday August 20, we will re-air the four shows in the Performance FeedBack series. Each seminar includes a PowerPoint slideshow - download these in our Seminar archive (free registration required).

Feature Article: Performance Coaching, or How to Have Your Employees Raise Performance (and Thank You for the FeedBack)

The Performance Coaching Process is simple to understand, easy to use, and works (i.e., gets understanding and commitment to change) with employees across the Performance Spectrum.

Note that performance coaching is a process. Like any other process, it uses particular inputs - in this case, your knowledge of the employee and their work situation, the information you've gathered about his or her performance, and your understanding of how this impacts you, your team and the organization - and focuses these towards employee-directed change. Like other processes, there are particular steps to follow in a particular order; unlike other processes, the Performance Coaching process relies heavily on the skill of asking good questions.

There are 5 steps in the Performance Coaching process:

Continue Article Here

Performance FeedBack Tools

Upcoming Performance FeedBack and other Public Workshops

Advance Management Skills: Performance Coaching & FeedBack is a powerful, two-day workshop that will teach you how to provide positive, critical information to your employees so that they hear the message and CHOOSE to improve their own performance.  Get your people focused on results!  The next Advanced Management Skills workshop is October 22-23, 2009 in Atlanta , GA.   Combine it with Trouble Shooting Logic for significant savings.  Click here for more information or register here

Trouble Shooting Logic (TSL) workshops are set for September 15-17 in Jackson , MS and October 19-21 in Atlanta, GA.   TSL is the premiere training for issue resolution skills.  Download our brochure or visit the websiteReserve your spot.

Register for the Experiential Expertise Train-the-Trainer, December 1-5, 2009.  Learn how to incorporate the power of experience-based training into your human relations or team development training.  Download the brochureRead more and register on the website.

Free Facilitator's Tool: FeedBack Simulation

As part of Absolute Safety, 365SM training, we teach participants the very crucial responsibility of taking accountability for one another, to the point that each person will provide impromptu FeedBack whenever they notice either safe or at-risk behavior, to anyone in the organization. For the trainees to experience success, we then teach them how to give FeedBack, and we often start off with this activity to set the stage.

OBJECTIVE: To experience different feedback "styles" and get a feel for the effects that they have upon the receiver. The lesson that you're trying to drive is that specific feedback delivered in a positive manner really does impact someone's safety (or other) performance.

TIME FRAME: 15 Minutes

Continue Article here

No-Charge, Limited Time, One Time Only, for the first three organizations who contact us (there, do I have your attention?)

Free DiSC 360 Leadership Tool for up to 15 leaders in your organization

Inscape Publishing, the publisher of the original DiSC instrument, is working with selected partners to beta-test their new Everything DiSC Leadership Profile. This forthcoming addition to the Everything DiSC Application Library helps people become more effective leaders by building on their unique leadership styles. This new profile is an online 360-degree rating instrument: up to 15 leaders from your organization may participate, and each leader will need to receive feedback from a minimum of three peers, three direct reports, and a manager. Field test profiles and materials are provided at no charge.

We have been invited to submit the names from three organizations. These submissions are due to Inscape within the next seven days. This is a powerful, one-time, no-risk opportunity. If you are interested in participating, email us directly. We will supply you with links to the latest information.


Preview of Next Issue

The Performance Coaching process (described in this newsletter) is a powerful process which, when followed, enables most employees to realize that their performance is important and that they need to do take accountability for doing things differently. When this skill set is rolled out across the entire organization, focused on particular goals (e.g., safety), and supported by upper management, it can truly change the entire culture.

A few employees may not get the picture. When that is the case, you will have to modify your approach to get their understanding and commitment. In our next newsletter, we’ll explain the remaining two Performance FeedBack variations: Performance Accountability and Performance Compliance. Structured on the same principles, these tools gives you additional levels of control so that you can successfully help the “problem employee” turn around.

Thanks for reading along.  Our newsletter is focused on helping business leaders and human performance professionals succeed in raising workplace performance, and we feel a real responsibility to provide our readers with valuable information in each edition.  If you ever have any questions or suggestions about Learning 4 Performance, please let us know.

To Greater Success,

First Steps' CEO and Syndicated Talk Show Host Rob Benson

Rob Benson

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First Steps Training & Development, Inc.
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(800) 211-0871

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