Inspired & Engaged Team Meeting

Supervisor Guide for Leaders without Results(Designed for all supervisors who did not receive I&E Survey results)

1

There are specific, critically important guidelines we all must abide by when communicating with all Union-represented employees. Most importantly, we must avoid doing or saying anything that could be construed as “direct dealing.” As you know, terms and conditions of employment with our Union partners are negotiated regularly. With that in mind, please be sure you a follow the guidelines below when holding I&E “Start, Stop, Continue” Team Meetings with all Union-represented employees.

We are required to bargain exclusively with the Union over wages, work rules, benefits, and other conditions of employment affecting our Union-represented employees. When discussing or taking actions related to engagement, be sure to not change any collective bargaining agreement term or condition – or give the impression that you are bargaining or negotiating changes to operations or terms and conditions of employment – because you/we are not. (e.g., avoid modifying contractual terms or work practices, such as overtime or vacation rules, work scheduling practices, etc. Also avoid creating new “working committees” with bargained-for employees without first contacting your Labor/HR/Legal support team.)

Do not change any collective bargaining agreement term or condition – or give the impression that you are bargaining or negotiating changes to operations or terms and conditions of employment – because we are not. (e.g., avoid modifying contractual terms or work practices, such as overtime or vacation rules, works scheduling practices, etc.)

Do not distribute actual survey results or say or do anything that could be construed as “direct dealing”. Do not change existing corporate policies or general practices. (e.g. do not create special exceptions to, or

departmental interpretations of, company policies such as the COBC, EEO policy, tuition plan, leaves of absence, etc.) Be clear in your communications; avoid leaving the impression that any practices or policies related to Union-

represented employees’ terms or conditions of employment are being changed as a direct result of the survey feedback.

While you can and should take positive actions to address survey results, recognize and respect the role the Union has in representing its members on matters that directly affect our labor agreements or other terms and conditions of employment.

Make it clear to our Union-represented employees that actions based on the survey results in no way substitute for grievances or existing complaint resolution processes.

If you are uncertain whether a particular action you’re contemplating crosses the line, check with your Labor/HR/Legal support team.

Dialogue, collaboration and open-communication with employees are keys to improving engagement – including engagement with our Union-represented employees. You may, therefore, have one-on-one coaching discussions where feedback is appropriately shared on process improvements. You also may work with existing employee-management teams that have Union participation to discuss and address survey action plans that may affect broader groups of employees. (e.g., “PMEI” groups, “Advisory” councils or boards, “Working Relations” committees, etc.)

Finally, to ensure we all abide by these guidelines and that there are no misunderstandings, continue to have your Labor/HR/Legal support team review all general employee communications regarding the survey or action plans prior to distribution to employees. Many organizations may wish to include Union-Represented team members in newly created committees or teams. Prior to doing so, please review these guidelines: Guidelines for involving non-management employees in action planning.

2

Guidelines for “Start, Stop, Continue” Team Meetings with Union-represented employees

Step 1: Pre-PlanA. Pre-plan for Online Action Planning: Review the Focus Area topics on page 4 and questions related to them then select

2-3 areas of focus that you know are really positive in your team/center and 2-3 areas of focus that are opportunities for improvement in your team/center.

a. If you are a new manager, talk with your supervisor prior to your initial planning and ask if there are specific areas that they know are in need of improvement.

B. Complete the Supervisor I&E training courses: These courses give you a strong foundation for I&E and what takes place once results are in. They demonstrate how to hold “start, stop, continue” meetings, and, what a strong Online Action Plan looks like.

I&E Survey for Supervisors – Part 1 Course # 61985205 I&E Survey for Supervisors – Part 1 Course # 61985206

Step 2: Holding your “Start, Stop, Continue” Team MeetingA. Meet with Your Team: It is very important for you to meet with your team and have personal discussions regarding

engagement. The meeting format should look something like this:a. Start the meeting by letting them know that this is a safe place for open discussion.b. Summarize the purpose of the meeting.c. State your areas of positive focus and ask for their input.

i. Use "Start, Stop, Continue" questions when asking for feedback ii. Ask team members for specific behaviors/details and use these in your action plan

d. State your opportunities for improvement and ask for their input.i. Use "Start, Stop, Continue" questions when asking for feedback

ii. Ask team members for specific behaviors/details and use these in your action plan e. Summarize and agree on actions you will take.f. Close the meeting with a genuine “thank you” for their participation.

During the discussion, remember feedback falls into three categories: Gifts: Comments are better than you anticipated. Use this feedback to leverage your strengths. Affirmations: Comments reflect exactly what you anticipated. Continue to probe and gain additional feedback

from your team on how to best improve in areas where you have the opportunity to do so. Surprises: Sometimes feedback is not always what you anticipate or what you want to hear. It is, however,

valuable. Remember, this is a safe place for your team, do not try to rationalize or discount this feedback; continue to probe and ask questions to determine opportunities for improvement.

B. Meet with Your Supervisor: Discuss the feedback from your team meeting with your supervisor. Set goals and agree on your action plan.

Step 3: Act On Your ResultsA. Utilizing the action plan that you discussed with your supervisor, now it's time to prepare your Online Action Plan (OAP)

a. Utilize the SIMple method when building your actions—make them specific, important, and measurable.b. Utilize I&E Best Practices for ideas.

B. Once your manager approves, begin implementing your plan a. Hold “Start, Stop, Continue” Team Meetings on a quarterly basis. b. Update your OAP as needed and be sure to complete the 2 progress check-ins by the dates listed in your plan.

3

Getting Started – Team Meetings & Action Planning

Leader Engagement Index (LEI) measures the percentage of employees who are engaged by their direct leader through trust, communication, feedback, recognition and support. Using these five engagement drivers, we have developed three Focus Areas with discussion questions for you to utilize during your team meeting. These Focus Area discussion questions encompass the LEI principles and are worded in a format to ensure we are not conflicting with the labor agreements we currently have in place. We have included the correlating LEI question so that you can start to understand how the overall I&E process works, as it relates to feedback from our annual survey. PLEASE DO NOT ASK THE LEI CORRELATING SURVEY QUESTION DURING YOUR MEETING.

For this discussion it will be easiest to start with the “Continue” type questions. Below each continue, we have added a “Start” and “Stop” type question where applicable.COMMUNICATION & TRUST

FOCUS AREA DISCUSSION QUESTIONS LEI CORRELATING SURVEY QUESTIONThink about our work environment. What are some things that motivate you to come to work? What are some things that make you tell your friends to come to work here? What are things that we could start doing? What are some things we should look into stopping?

My work environment is positive and motivates me to do my best.

We have an open-door policy when it comes to talking to management. Do you feel comfortable talking to any and all levels of management in our organization? What could make that comfort level even better?

I feel free and open to communicate with my supervisor’s manager.

We communicate a lot of different ways in the center. What are some of the ways that are most effective for you? What would you like to see more of? What would you like to see less of?

My supervisor communicates effectively.

Do you agree that trust is important on our team? If so, let’s talk about why it is important.

My supervisor is someone I can trust.

FEEDBACK & COACHINGFOCUS AREA DISCUSSION QUESTIONS LEI CORRELATING SURVEY QUESTIONCoaching & feedback are the most important items when trying to get better at something. Thinking about work specifically, what type of feedback and coaching really helps you improve? What are some tactics that we could start using to make it even better? Any tactics that don’t seem to work at all?

The feedback and coaching my supervisor provides me helps me improve my performance.

When we have coaching sessions, what are the types of examples that work best to help you? What type of examples would you like to see more of?

My supervisor uses specific work examples while coaching me.

We celebrate successes in a number of way in the center. What are some of the ways you like most? What would you like to see more of? What would you like to see less of?

I am satisfied with the recognition I receive from my supervisor for my achievements.

CAREER & PERSONAL DEVELOPMENTYOU WILL NEED TO PREPARE ANSWERS FOR THESE QUESTIONSFOCUS AREA DISCUSSION QUESTIONS LEI CORRELATING SURVEY QUESTIONLooking at the work we do today, do you understand how our work ties into our overall goals as a company?

I see how my work connects to our company goals.

Thinking about our path to 2020, do you feel you have the knowledge of the tools and resources available to all employees for you to work on career & personal development?Speaking of our path to 2020, do you feel you have a strong understanding of what that even means and how the job we are doing today ties into that?

My supervisor wants me to be successful. My supervisor is committed to supporting my professional growth and the career goals that I have set.

4

Focus Areas

Using the Focus Area questions from page 4, complete the pre-planning steps below in preparation of your upcoming team meeting and online action planning. As you review the questions within each Focus Area consider selecting topics that will leverage your strengths to get the conversation going, then pick a few topics to weave into the dialogue that you know are opportunities for improvement.

Areas of Strength:

Opportunity Areas:

5

Pre-Planning for your Team Meeting & Online Action Plan

CAREER & PERSONAL DEVELOPMENT

FEEDBACK & COACHING

COMMUNICATION & TRUST

UNICATION & TRUST

C

CAREER & PERSONAL DEVELOPMENT

FEEDBACK & COACHING

COMMUNICATION & TRUST

UNICATION & TRUST

C

Now that you have captured your potential questions, schedule and conduct your team meeting. During the meeting, use the pre-planning document from page 5 and the “Start, Stop, Continue” model below to gather input from your team; this model will help when you begin developing your Online Action Plan.

Focus Area #1

Focus Area #2

Focus Area # 3

6

START

STOP

CONTINUE

Team Meeting- Start, Stop, Continue Guide

START

STOP

CONTINUE

START

STOP

CONTINUE