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Why Me?
You were in the right place @ the right time You are technically savvy You are reliable & trustworthy You are good with people
What areas have been most difficult for you in managing a team?
3.
Think through what are important values to you for your team and their outputs
How will I earn the respect and trust of my team? Adjustments required? Decide how you will communicate these expectations
Meetings
One on One
Noticing
Training
Systems Procedures
Maintaining Expectations
Notice specifics and communicate often Use KPIs as an indicator to how it is running Praise publically and criticise privately Model your expectations A problem ignored is a problem accepted Build them into the teams stories
Maintaining Expectations
Maps
Purpose/Goals Customers Inductions Position Descriptions Rosters Plans
Systems
Procedures Templates Inductions
2.
3.
4.
Check: Are my expectations realistic? Ask questions before telling Always follow up after managing performance Incorporate the learning into everyday operations
Say Do
Write
Do you understand?
Never assume that yes means yes
See Do Hear
Effective Instructions
Active Listeni ng
Rounding
Effective Instructions
Feedback
Allow natural consequences
A little often.
Feedback
Follow Up Keep it specific
Feedback
Behaviours to Encourage: 1. Be genuine 2. Be specific Use the 7 to 1 Rule
Behaviours to Change
Feedback: Down
The PIGS Method:
Present the unsatisfactory situation Buy-in: Ask the team member what could happen as a result their actions Staff solution: Ask What would be a better way to do this? Focus on the Customer: Work together to find a better way that overcomes everyones challenges and gives your customers the best service possible.
Feedback: Down
I noticed when you took that coffee out that it had a drip down the side and coffee in the saucer
Feedback: Down
Explain in behavioural terms how you see the situation Elicit from the other person their thoughts and ideas
Show that youve heard whats been said Specify what changes you want to see
CONSEQUENCES
Link the desired behaviours to consequences (positive or negative depending on the situation)
Rounding
39% of employees leave their position because of a poor relationship with their supervisor Studer has found Rounding for Outcomes is the single best way to raise employee satisfaction, loyalty, and ultimately attract and retain high performing employees.
It's a practice that helps employees feel: they have purpose are doing worthwhile work are making a difference And it increases employee retention by providing that which is important to them.
Build relationships
How is your family? How was your daughters graduate last week?
Harvest "wins" to learn what is going well, what is working, and who has been helpful
Repair and monitor systems to ensure chronic issues have been resolved
Do you have the tools and equipment to do your job? How long did it take you to find an IV pump today?
Ensure that key behaviour standards in the organisation are "hardwired" (or are being consistently executed) to reward those who are following the standards and coach those who are not.
Rounding Clients
Positively cueing clients. Instead of focusing on the negative by saying, "Are you having any problems?" say, Please let me know if there's anything you need. I have time."
Help clients understand the quality of the products and services they are receiving by introducing staff skill sets and "managing up colleagues and professionals
Hello Mr. Abu. I'm Tom Brown, and I am your customer service technician. Ive been working in this area for the past 5 years and have been specially trained on this particular machine.
Rounding Clients
Ask the client for names of staff who have been helpful to them so you can collect and deliver these compliments personally.
I remember speaking to one nurse about a patient who had nothing but complaints. She persevered by asking, "Isn't there anyone I might recognise who did a good job for you?" and was rewarded with the name of an employee who was particularly kind. This is how we help create good memories for our patients.
Set expectations. Tell clients during rounding when you will return and do so.
A side note: Studer Group has found that effective rounding on patients will decrease call lights by two-thirds, creating more time for staff to deal with real emergencies.
Team Killers
Undiscussed issues Inconsistent rules and treatment Poor role models from leaders
Lack of accountability
Attend to the little things Follow up, check in, notice actions
Showing Personal Integrity Words = Reality; loyalty; team gossip Apologise sincerely when you make a withdrawal Quickly, from the heart, but avoid regular apologies
Managing the Friend & Manager Thing... What would you do if:
Your old school friend is not performing to the standards expected at work you know she is going through a difficult divorce You and your team are all attending a work conference together. You all arrive for a big night at Draculas as part of the programme
You have just been promoted to supervisor of a team you have worked in for many years its your first day
Your friend, within your team, is stealing. If you report them, they will be sacked
My Takeaways:
Tailored and accredited training for supervisors and managers Strategic business development HR Consulting in performance, culture and improvement