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Critical Supervisory Skills
Lou Ann BrubakerBrubaker [email protected]
Copyright 2017. Brubaker Consulting. All rights reserved
1
You have to do 4 things really well.
• Seek out & leverage ____________ opportunities.
• Provide descriptive (not evaluative) _________________.
• Write _________________ performance objectives.• Address sub-par performance when required.
• and why the ___________________ progressive discipline process really may not be the best answer
Why invest in coaching?
Great Coaching
•Targets reinforcement of ____________________•vs focus on catching people doing things ________
•this is INCREDIBLY valuable in health care given theregulatory environment
•Prevents need for later _________________________•because it nips things in the bud
Copyright 2017. Brubaker Consulting. All rights reserved
2
Great Coaching
•Identifies ___________ in staff knowledge• so they can be addressed to increase competence
•Keeps __________ front & center• so staff are never confused about what’s important
Coaching Discussions
•Have a more ___________ tone•Don’t carry the ‘stigma’ of ___________•Employees feel less _____________-•Can be presented as “good advice”
• “I’ve noticed recently that you’re not consistent in filling out this area of your documentation. It seems to happen later in the day --it’s important you pay more attention to it.”
•Sets the stage for routine feedback.
It’s about descriptive (not evaluative)
Copyright 2017. Brubaker Consulting. All rights reserved
3
Positive Feedback is a Reward
•There are two kinds of rewards you can use with staff:•____________: money, time off, etc.•_______________: positive feedback, notes, etc.
•People more frequently quit because of a lack of the latter, not the former.
Use Descriptive Feedback
•Think first about why you’re giving it:•_______________________________________
•What is the person saying or doing?•When and how often?
•How does it affect their (or others’) _____?
Use Descriptive Feedback
•Versus the ‘________________-’ kind:•Not, “You need to work harder.”• Instead, “You are not completing this documentation
according to its deadline.”
Copyright 2017. Brubaker Consulting. All rights reserved
4
Use Descriptive Feedback
•Evaluative:•“You don’t come
across very friendly when you’re speaking to a resident.”
•Make it descriptive:
Setting PerformanceObjectives
Common Mistakes in Setting Performance Objectives
•Setting them ________- to inspire, challenge
•_______________ expectations of people doing the same job
•Not writing them in a way that is truly _____________•Not discussing them with staff to assure their
__________________ of the expectation•including understanding if staff believe them to be
unachievable
Copyright 2017. Brubaker Consulting. All rights reserved
5
Easy vs Hard Objectives
•Easy to write ones usually describe things like•documentation•low _______•punctuality/_________________
•Harder ones are more subjective•_______________- with co-workers
•demonstrates ____________-
•creatively solves problems
•supports great _______________________-
Objectives Are the ONLY Standard
•All objectives contain four elements:•_____ -- is it you want to achieve?•_________ -- where should it be accomplished?•____________ -- what’s the QUALITY you desire?
•_____ -- should it be completed?
•It doesn’t matter WHY you’re writing it. •It doesn’t changes in format.
NEVER to the negative.
WHAT The employee ____________ to work
WHERE late
HOW WELL for _____________
WHEN starting tomorrow.
Copyright 2017. Brubaker Consulting. All rights reserved
6
To the positive.
WHAT The employee will ______________
WHERE on time
HOW WLL for _______ of scheduled shifts
WHEN starting tomorrow.
Soft Skill Objectives
•Working with one other person, write 1 soft skill objective that addresses a staff member who you think is inappropriate ________________________•Make certain that ALL four parts of the objective are included:
•WHAT
•WHERE
•HOW WELL
•WHEN
Strategies to Improve
Performance
Copyright 2017. Brubaker Consulting. All rights reserved
7
There are only 3 kinds of problems.
• ALL performance falls into 3 categories:•_______________•_______________•____________/_________
The Traditional “One More Time” Approach
•The employee is counseled/warned• ____________ and told if it happens ONE MORE TIME within some
specific time period discipline will be increased
• IF it happens ONE MORE TIME within that specific period a _______ ____________ is placed in the personnel file
• IF it recurs ONE MORE TIME after that the employee is _______________
• IF it recurs ONE MORE TIME after that the employee is ________
Copyright 2017. Brubaker Consulting. All rights reserved
8
And _______ _______in EACH repetition distracts from more
valuable efforts.
What research shows
•Supervisors often • are reluctant to BEGIN this process because they’re ______________• respond more harshly/over-react/confront because they
________________________.•Employees
•sometimes feel its a personal attack--since the supervisor ignored earlier stuff.
The Problems With This
•Too often the conversation is driven by the supervisor telling employees what ____________________________•placing the burden on the ___________, not the _____________
•And when the supervisor’s ‘________________’ doesn’t work, the employee says
“See, ___________________________ and it DIDN’T WORK.”
Copyright 2017. Brubaker Consulting. All rights reserved
9
You cannot EVER WIN in the “_____, ___” conversation
Marcie, you need to begin �work on time.
____, ____I’ve got four kids and they neverwant to get up and it makes me late.
Then maybe you need to get them up earlier.
____, ____once they’re up it takes a lot of time for them to pick out their clothes and decide what they want in their lunch bags.
Maybe you and they could pick out their clothes and pack their lunches the night before.
____, ____half the time they change their minds in the morning about what they want to wear and eat that day.
Maybe your husband can help you in the morning to get things � organized.
____, ____he works a lot of double shifts in his job and he’s asleep when they get ready in the morning.
Maybe the kids could leavenotes about what they want in their lunches and he couldpack them before he goes to bed.
____, ____that’s not something he’s very good at doing and he thinks that’s my jobsince he works so much and just wants to go to bed when he gets home.
Agree with the objection & then turn it around to who OWNS the problem.
“Marcie, you’re right. That is a ____________-.
Tell me how YOU'RE going to deal with that so you can meet
your responsibility of starting work on time every day.” “Gosh, I don’t
know.”
“Well, Marcie, you need to ________________________, because I need someone in your job who can be here on time every day
and I ____ ____ that person is you.”
Have the BETTER CONVERSATION:One of Personal Responsibility
The Employee _____ The ____/__________
Why the goal/standard is important to the organization
What extent it’s being missed and the __________________
What ___ __________ does the EMPLOYEE need to make to _______ ____ ___________ for him- or herself?
The ____
Copyright 2017. Brubaker Consulting. All rights reserved
10
Keeping Yourself on Track.
P___________
I____________
C____________
I__________
Lastly, Your Homework
•Starting tomorrow -- catch staff _____________________and provide them with coaching through descriptive feedback.
•Try to catch 10 people a day for the 1st week• and 20 people a day starting week two
•You’ll avoid LOTS of other ____ __________ discussions if you commit yourselves to this• and your staff will perform at higher levels!
Thanks for listening