How to Engage Line Managers in Performance Improvement TDF 2006

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How to Engage Line Managers in Performance
ImprovementTDF 2006

• Judith A. Hale, Ph.D, CPT
• 9s211 Graceland Street
• Downers Grove, IL 60516
• 630-427-1304 1306 fax
• haleassoci_at_aol.com
• www.HaleAssociates.com.

 
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Objectives Session 202

• Learn to explain what is required for human
  performance in ways that engage line managers
• Learn ways to support line managers so they are
  ready, willing, and able to support human
  performance.
• Show trainings role in supporting human
  performance

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Top Mgmt
Relationships
What little training or guidance is done for
these groups is rarely about performance
improvement
Middle Mgmt
1st Line Managers Supervisors
Individual Contributors
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Worthy work done efficiently, effectively,
ethically
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Goals, purpose, objectives Measures
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Information from job Self-correcting
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Tools, equip Systems Facilities
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Training Development
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Incentives Recognition
Adapted from a model by Brian Desautels
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Performance Requirements
Conditions of Performance
P (Direction Feedback Infrastructure
KSA) x RewardsEffort
Willingness ability to direct sustained
attention
Adapted from a model by Brian Desautels
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Performance Requirements
People know what to do
Ready
Willing
Able
People can do it
People have the desire to do it
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What Performance Requires
Direction Infrastructure
Clear consistent direction, appropriate useful
information, efficient effective information
communication systems, well designed processes,
equipment, tools, materials, facilities
Ready
Willing
Able
Performance Support
Performance Management
Training, job aids, performance support tools,
coaching, help desks
Clear expectations, timely appropriate
feedback, incentives that support the goals,
consequences to performing or not
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Relationship Progression
Ideal State
Experimentation
Shared Problem Solving
Idea Generation
Respect Trust
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Agreement
Advocacy
Awareness
Receptivity
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Relationship Progression
Ideal State
Experimentation
Shared Problem Solving
Idea Generation
Respect Trust
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Agreement
Advocacy
Awareness
Receptivity
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Building Respect Trust

• Respect is the Mindset of
• Choosing to
• Have Honorable Intentions
• Act in Clients Best Interest
• Honor Norms, Whether You Agree or Not
• Accept Clients Logic
• Be Factual
• Be Respectful of
• Clients Experience
• Clients Pressure

• Trust is Earned by
• Information Being
• Timely
• Accurate
• Deliver What Say Will Do
• Telling Client If Cant Meet a Commitment
• Maintain Confidences
• Not Sending Conflicting Signals

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Relationship Progression
Ideal State
Introduction
Psychological Movement
Engagement
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Engagement

• Clients Perspective
• Wonders Who Consultant Is
• Wonders Why should I spend time with this
  person?
• Debates Value of Putting Energy Into the
  Relationship

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Introduction

• Introduction IS
• Position Discipline as Product
• Discussion of Roles Responsibilities
• Provide Examples of Relevant Experience

• Introduction IS NOT
• My Way or Highway
• One Way Communication
• Discipline/Consulting Jargon

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Relationship Progression
Ideal State
Fact Finding
Introduction
Psychological Movement
Engagement
Awareness
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Awareness

• Clients Perspective
• My Role, Position, and Knowledge of Organization
  Better Be Recognized
• Wants Assurance the Consultant Brings Expertise,
  Insight, Help Relevant to Need

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Fact Finding

• Fact Finding IS
• Learning About the Clients Organization
• Listening For
• Probing
• Documenting
• Validating Clients Perspective
• Opportunity to Develop Positioning Approach

• Fact Finding IS NOT
• Promoting Departmental Objectives
• Promoting Personal Preferences
• Listening To
• Jumping to Conclusions
• Assuming Client Knows All and Will Tell All
• Talking About Your Past

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Relationship Progression
Ideal State
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Awareness
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Appreciation

• Clients Perspective
• Consultant Should Clearly Demonstrate
  Understanding of Clients Needs and Concerns,
  His/Her Realities
• Consultant Should Provide Relevant Organizational
  Information in Context of Clients
  Needs/Realities
• Consultant Should Provide Broader Perspective of
  Organizational Fit of Clients Needs/Realities

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Demonstrate Understanding

• Demonstrating
• Understanding IS
• Paraphrasing Clients Perspective
• Pointing Out Relationships, Complexities of the
  Situation
• Acknowledging the History, Culture, Demands,
  Constraints, Opportunities

• Demonstrating
• Understanding IS NOT
• Ignoring Subtleties
• Discounting Traditions, History, Norms, Culture.
• Dismissing Constraints, Pressures

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Relationship Progression
Ideal State
Idea Generation
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Awareness
Receptivity
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Receptivity

• Clients Perspective
• How do I balance being open to new ideas and
  still consider any risk to my reputation or the
  success of the project

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Idea Generation

• Idea Generation IS
• Being Open to Each Others Ideas
• Testing Clients Openness
• Healthy Skepticism
• Constructive Criticism/ Challenge

• Idea Generation IS NOT
• Right/Wrong or Good/Bad Ideas
• Blind Acceptance of Ideas
• Using Absolutes Always, Should, Must, Etc.

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Relationship Progression
Ideal State
Shared Problem Solving
Idea Generation
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Agreement
Awareness
Receptivity
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Agreement

• Clients Perspective
• Am I Willing to Follow Through in Support of Our
  or Consultants Ideas/Solutions
• How Can I Fit This Into My Work Given What Else
  Is on My Plate

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Shared Problem Solving

• Shared Problem
• Solving IS
• Mutual Risk-taking
• Exploration
• Openness to Different Ideas
• Developing/Comparing Alternatives

• Shared Problem
• Solving IS NOT
• Telling the Client the Solution
• Declaring the Solution or Process As the Only Way
• Viewing Clients Objections as Unwillingness to
  Work with Consultant

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Relationship Progression
Ideal State
Experimentation
Shared Problem Solving
Idea Generation
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Agreement
Awareness
Receptivity
Advocacy
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Advocacy

• Clients Perspective
• What are the tradeoffs if I fully commit to the
  actions/solutions we agreed on
• What are the implications if I do or do not
  defend the consultants role

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Experimentation

• Experimentation IS
• Being open to new solutions
• Considering possibilities beyond clients own
  experience
• Highest level of trust, respect, understanding,
  and risk-taking

• Experimentation IS NOT
• Ignoring trade-offs
• Failing to weigh or balance the risks against
  potential rewards

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Relationship Progression
Ideal State
Experimentation
Shared Problem Solving
Idea Generation
Respect Trust
Understanding
Fact Finding
Introduction
Psychological Movement
Engagement
Appreciation
Agreement
Advocacy
Awareness
Receptivity
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Summary - Do

• Assume respect for clients intention
• Overly acknowledge clients position/concerns
• Speak clients language
• Anticipate clients ability/willingness to learn
  and move
• Confirm clients on-going understanding and
  position through each step of progression
• Be open to being wrong and learning from the
  experience

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Summary Do Not

• Assume client is not knowledgeable
• Focus on being the expert instead of consultant
• Use consulting jargon
• Move too fast
• Play power games
• Trump or one-up

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Where To Learn More

• Read books by
• Beich
• Hale
• Robinsons
• Ukens

• Check the book store

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Judith A. Hale, Ph.D., CPT

• Judith is the author of Performance Based
  Evaluation,
• Performance-Based Certification, Performance
• Consultants Fieldbook, Performance-Based
  Management
• (Jossey-Bass). Her new book is Outsourcing
  Training and
• Development. She is the architect of the CPT
  certification
• offered by ISPI. She has been a consultant to
  management
• for over 25 years. She specializes in
  certification and
• performance improvement.