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LearningProgram

CoachingForProfessionalPerformanceImprovement

Facilitated by Dennis Sergent 517-285-5500

Abstract

•  Whenweworkinteam,weneedconstantfocusonimprovingvaluetoourcustomersinsystem,services,andproducts.

•  Inthesecomplexinterdependencies,weneedtoengageeachotherinopen,honestand=melyflowofinforma=onandfeedback.

•  Thiskeepsthebenefitofhonest,objec=vecommunica=onsandcoaching.

•  Thisincludesgivingandreceivingfeedbackincoachingforprofessionaldevelopment..

[email protected]/09/2017-Page2

LearnerObjec<ves

1.  Understandthe6stepsintheDIRECTmodelofcoaching2.  Prac=ceusingtheDIRECTModel3.  GiveandgetDIRECTModelfeedback.4.  Experienceusingthemodel.5.  Understandtheresponsibilityofcoachinginengagement

forprofessionalperformancedevelopment.


LearningAgenda

•  20Minutes–  BenefitsofDIRECTModel

•  20Minutes–  DIRECTModelDiscussion

•  20Minutes–  PartnerFeedbackExercisesinDIRECTModel

•  20Minutes–  SharedFeedbackatTables

•  20Minutes–  SharedFeedbackAcrosstheRoom

•  20Minutes–  WrapUp


ProgramObjec<ves

Uponcomple=onofthisprogramyouwillbeableto:•  UnderstandtheDIRECTmodel•  Understandthescien=ficperspec=vesinthecri=calroleof

communica=onsandfeedbacktoyourleadershipanddevelopment•  DemonstrateDIRECTCoachingskillsandassociatedleadership

behaviorswithyourteam,yourpeersandyourmanagement.•  Demonstratedifferentapproachestobothmanageandleadteams.•  Beginyourtransforma=onwithanumberofprintedandonline

references


Today’sLearning•  OurThesis–Engagementisrequired

–  ItisNOTan“EitheroneORtheother”proposi=on–  Weneedengagementfororganiza=onstoperform–  Weallshouldhavesimilaraims–  Butwearedifferent

•  WelookathowtheDIRECTModelworks–  ShareYourExperienceinDialogue&Thinking–  Andexploreyourimpactsonpeople,theteam,systemandworkplace–  Throughprac=ceoftheDIRECTModelofcoaching–  ProvideModels,Research&Wri=ngsofGreatThinkers

•  Zenger,Folkman,Ackoff,Bennis,Deming,Joiner,Raelin,Scholtes


AnIntroduc<onthisLearningProgram

•  Learning,nottraining–  Thisisaboutyou,notthefacilitator

•  Dialogue,notalecture–  Wewillfacilitatethedialogueaboutthesubject

•  Wewillnotreadtheslidestoyou–  Wewillusethehandoutsasapointofreferencetodayandinthefuture

•  Youdonotneedtoreadalltheslides–  Butitmighthelpyoulearnmoreifthesubjectmaherstoyou

•  PartofanEmergingTransforma<onofQuality–  Management&LeadershipDevelopmentProgram–  GoodManagementPrac=ces–  Professional,QualityManagementFundamentals–  Effec=veOpera=ons–  QualityByDesign–  Lean,RapidImprovement,ProcessRedesign(NOTReengineering)


Toyota’sOpera<ngSystemFounda<on

Values•  Con=nualImprovementandRespectforPeople

Principles•  Philosophy

–  Makestrategicdecisionsbasedonlongtermphilosophy

•  PeopleandPartners–  Growleaderswholivethephilosophy–  Respect,developandchallengeyourpeople–  Respect,challengeandhelpyoursuppliers

•  ProblemSolving–  Learncon=nuallythroughsmall,rapidcyclesofimprovement–  Goseeforyourselftothoroughlyunderstandissues–  Makedecisionsaboutadjustmentscarefullywithfacts;implementrapidly

•  Process–  Moreonnextpage


Toyota’sOpera<ngSystem-Process

Process•  Createprocessflowtosurfaceproblems•  Usepullsystemstoavoidoverproduc=on•  Levelouttheworkload•  Stopwhenthereisaqualityproblem•  Standardizetasksforcon=nualimprovement•  Usevisualcontrolssonoproblemsarehidden•  Usereliabletechnology

ProcessIsImportantforLeadershipToo!•  Leadershipprocessesleadtodisciplineinmanagementand

opera=ons


ReasonsEmployeesLeave

Six Reasons Your Best Employees Quit You, Forbes 2013

1.  No Vision 2.  No Connection to Big Picture 3.  No Empathy 4.  No (Effective) Motivation 5.  No Future 6.  No Fun

66%ofalllostcustomerscanbetracedbacktoadisengaged/demo=vatedemployee!


Engagedvs.DisengagedEmployees

Source:TheGallupOrganiza=on,2011

DisengagedemployeescosttheU.S.economybetween$254billionand$363billionannually.


TheResultsofHighEmployeeEngagement

Businesseswithemployeeengagementscoresinthetophalfcomparedtothoseinthebohomhalf,have:

•  86%highercustomerra<ngs

•  70%be^erreten<onrates

•  70%higherproduc<vity

•  78%be^ersafetyrecords

88%ofemployeesleaveforreasonsotherthanmoney.

12%ofemployeesleaveformoremoney


BasicPrinciples

•  Consensusmeans“Icanlivewithit”•  FocusOntheSitua=on,IssueorBehavior,Notonthe

Personali=es.•  MaintainConstruc=veCommunica=onsandRela=onships.•  TakeIni=a=vetoActandMakeBeherResults.•  LeadbyPersonalExample.•  KeepFocusOnthePurpose•  GiveEveryIssueTime,InTimeandOnTime.•  Whatissharedinourlearning–confiden=alinforma=on

aboutourpersonsandorganiza=onsstaysconfiden=al

and

•  Wemakethegroundrules


Control or Autonomy (Commitment) The work of David Langford, Chris Argyris, Daniel Pink and Atul Gawande informs this “Teacher/Learner Quality” process.

TeacherControl

LearnerCommitment

LearnerWithoutControl

TeacherCommitment

LEVEL

OF

CONTROL

DO TO DO FOR DO WITH IMPROVE LEARNING

PROCESS OVER TIME

LEVEL

OF

TRUST

Learnertakesonresponsibilityfortheirownlearningprogressandbecomesac<velyengagedthroughtrustand

intrinsicmo<va<on.

Teacher and leader focusesonaim,improvingthelearningprocessandengagementincommunica<ons.


LessonOne:AnOverviewoftheDIRECTModel

20 Minutes


DIRECTFeedback&CoachingModel

D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline



DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline


BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar=cipa=on•  Askingopen-endedques=onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.


CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden=fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatahributetothemetric.

• Increase=mespentcoachingandguiding.

• Promoteaposi=veatmosphere—“Icanhelpyouwiththat!”


ExtraordinaryLeadership

•  Zenger&Folkmanwrote“TheExtraordinaryLeader”arerextensiveresearchonhowgoodmanagerscouldbecomegreatleaders.


Research Based Method & Book JohnZenger&JosephFolkmanusedover25leadershipinstrumentstoguideanalysisanddatacollec=on

–  2000Uniqueassessmentitems

–  Over200,000ques=onnairesabout20,000leaders–  Diverseindustriesandgeographies

•  Iden=fiedtop10%ofperformersandbohom10%thenaskedtheseques=ons:–  Whatseparatedthesetwogroups?–  Whatareleadershipcompetencies?


From Complexity Came Simplicity •  Whatseparatedthesetwogroups?

–  Theleadershipcompetencies

•  Whataretheleadershipcompetencies?–  Character–  PersonalCapability–  InterpersonalSkills–  LeadingChange–  FocusonResults


FiveAreasofFocus

•  Character•  PersonalCapability•  InterpersonalSkills•  LeadingChange•  FocusonResults

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

FOCUSONRESULTS:1.   LeadsforResults2.   EstablishesStretchGoals3.   TakesIni<a<ve

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance

PERSONALCAPABILITY:1.   Technical,ProfessionalExper<se2.   AnalyzesIssues&SolvesProblems3.   Innovates4.   Prac<cesSelf-Development


OurLeadershipShows

Leadershipshowsthrough:•  Conversa=ons-Theseareyourinterpersonalskills

InterpersonalSkillsAreaofModel:1.   CommunicatesPowerfullyandProlifically

2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork

4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHighPerformance

Rememberthe“BasicPrinciples”wecoveredearlier?


Scholtes’-ThePeopleSideofManagementUnderstandingPeople•  Inpar=cularhowpeoplelearn,develop,interactandcommunicate.•  Thisconnec=onandvaluedrela=onshipwithpeopleisrequiredofmanagers.•  Also-leadersneedtounderstandhowpoorleadershipcandemo=vate.•  ForPeterScholtesviewonmanagement–andleadership

–  “WithoutpersonalfacetofacerelaJonships,thereisnoleadership.”GivingMeaning,Direc<on,FocusandVisionBecomesLeadership•  Leadersmustbetotallyclearofthepurposeoftheirorganiza=onandwhatits

customersrequire.•  Theorganiza=on,throughgoodleadership,mustfocusitsefforts.•  Vision,Mission,Valuesetal,mustcomefromtheheart-notbemeaningless

sloganeeringandwordplay.•  Peopleneedtoknowwhattomeasureandhowtomeasureit


LessonTwo:ADialogueAboutInterpersonalSkills,BuiltThroughDIRECTFeedback

20Minutes


LessonTwoExercise:DIRECTModel

•  20MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  5Minutes–DIRECTModelReview–  5MinutesMakeNotesInEachStepoftheDIRECTModelThatYouThinkYouWillBeComfortableWith

–  5Minutes-“A”–UsetheDIRECTModelandYourNotestoFeedbackYourComforts/DiscomfortswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourComforts/DiscomfortswithYour“A”Partner


AreaofFocus–InterpersonalSkills


CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringfor

SuccessoftheCompanyandEmployees


LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamto

TheOutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyand

Prolifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance



Performance


LeadershipthroughEffec<veCommunica<on

Effec2vecommunica2onintheworkplacecanhelptheteam:

•  Receiveandshareinforma=onbeher

•  Defineandunderstandgoals

•  Avoidconflictandconfusion

•  Buildrapport

•  Enhancerela=onships

•  Promoteself-confidence

•  Haveaposi=veoveralleffectontheworkingenvironment


ProfessionalismandNon-verbalCommunica<on

•  Checkyourbodylanguage

•  Focusonthetoneofyourvoice

•  Avoidfidge=ngwhenyouspeak

•  Showinterest

•  Ac=velylisten

•  Mirrorthebodylanguageofothers

•  Respectthespaceofothers


ElementsofCommunica<on

•  Whatdoyouthinkarethemostimportantelementsofcommunica=onofthesethreeelements?

•  Words?•  Toneofvoice?•  BodyLanguage?•  Non-verbalelementsareveryimportanttocommunicatefeelingsand

aBtudes.•  Ifwordsdisagreewithtoneofvoiceandnon-verbals,peopletendto

believethetoneandnon-verbals,notthewords.

•  Thereisa7%-38%-55%rule–theMehrabianrule,namedforDr.AlbertMehrabianofUCLA.


Effec<veCommunica<on

•  BeanAc=veListener

•  FocusontheMessage

•  PayAhen=ontoNon-VerbalMessages

•  BePosi=ve

•  LanguageandconversaJonhaveagreaterimpactthanwethink,especiallyourtone,bodylanguage,andthewordswechoose.


SevenWaystoEnhanceCommunica<on

•  Smile

•  RecognizeandUseTheirName

•  EyeContact

•  OpenPosture

•  MaintainProperSpace

•  Nod

•  Appearance


TechniquesforBe^erCommunica<on

•  Feedbackonbehavior,notpersonality.•  Behavioriswhatyouseeandhear

•  Praiseaccomplishments,notpersonality.

•  Don’tmakethreats–presentconsequences.

•  Cri=queac=ons,neverfeelings.

•  Callpeoplebythenametheywanttobecalledby.

•  Don’tusesarcasm.

•  Listensocarefullywhenanotheristalkingtoyouthatyoucouldrepeattothatperson’ssa=sfac=on,whathe/shehassaid(reflec=velistening).


MoreonCommunica<onTechniques

•  Helpothersgettotheirposi=vefeelingsbyallowingthemtoexpresstheirnega=vefeelings.

•  Expressyourownthoughtsandfeelingswithoutahackingtheotherperson.

•  Use“I”messages.

•  Establisheyecontactwhenyoutalktoothers.

•  Usewordsofunderstanding,notwordsofadvice.


Non-VerbalMessages

•  Useopenbodylanguage.

•  Presentastraight,relaxed,confidentposture.

•  Maintaingoodeyecontactsothatyoulookpleasantandengaged.

•  Offerafirmhandshake.

•  Showsincerityinvoicetone.

•  Speakatasuitablepace.

•  Listenahen=velyandnodoccasionally.


TopTenRulesforEffec<veListening

•  Stoptalking.

•  Putthetalkeratease.

•  Showthetalkerthatyouwanttolisten.

•  Removedistrac=ons.

•  Empathize.

•  Bepa=ent.


TopTenRulesforEffec<veListening

•  Holdyourtemperincheck.

•  Goeasyonargumentandcri=cism–itisn’taboutwinning.

•  Seekclarifica=on.

•  Stoptalking!


Effec<veCommunica<onSkills

•  Ac=velistening

•  Speakclearly

•  Toneofvoice

•  Effec=vevocabulary

•  Tempoandvolumeofspeech


Posi<veLanguage

•  Thinkbeforeanswering.

•  Providecorrectinforma=on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Managersshouldfocusoncoachingwithposi=vepurpose.

•  ToHelptheTeamMember•  Youarenotaneffec=vemanagerorleaderifyouhaveto

threatenyourpeopletogetthemtodowhatyouwantthemtodo.

WordSelec<on

•  Neverusewordsorphrasesthataredisrespecxul,sendanintolerantmessage,ormayprovokeaperson.

•  Alwaystreatyourteammemberswithcourtesyandrespect,justlikeyouwouldtreatacustomerorshareowner.


Posi<veToneandPerspec<ve

•  Takeownership.

•  Expressregret.

•  Thinkbeforeanswering.

•  Providecorrectinforma=on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Useposi=velanguage.

•  Empathizewiththeteammemberorcustomer.

•  Recognizetheimpactofprofessionaltreatmentonyourteammembersandcustomers.


Asser<veCommunica<on

Whatisit?

•  Expressingyourneeds,wants,feelings,andopinionstoothersinadirectandhonestmanner

•  Seyngboundariesandcommunica=ngtheseboundariestoothers

WhatisitNOT?

•  Itisnotaggressivecommunica=on

•  Itisnotinten=onallyhurxul


Con<nualCoachingProcess

•  Itshouldneverend

•  Coachingupworksthesamewaytoo

1.CheckTrainingIn

Skill

2.PrepareforCoaching

3.CoachonBehaviors

4.TrackResults&Improvement

5.PlanforOngoingDevelopment

6.Adapt&Repeat


Feedback&ManagingPerformance

Gettothebehaviorsthatarebeneaththenumberstoiden=fyandfocusonthebehaviors–whatyouseeandhear!





Feedback&PerformanceManagement

•  Seethesimilari=estotheCoachingModel

MyTeamPerformance

Plan

PlanandSetGoals

Coachand

DevelopOthers

Reviewand

AssessTeam

RecognizeandCoach

Adapt&Repeat


Mo<va<onBasics

Defini<onofMo<va<on:Thewilltoact

Goal:Aligntheemployee’s“willtoact”withorganiza=on’sgoals

•  Mo=va=ngyouremployeesisanongoingprocess

•  Mo=va=onisNOTasubs=tuteforcoaching!

•  Theyarealreadyselfmo=vated


Leadership&Mo<va<on

“Managementcontrolspeoplebypushingthemintherightdirec=on;leadershipmo=vatesthembysa=sfyingbasic

humanneeds.”

JohnKoKer,HarvardBusinessSchool,inWhatLeadersReallyDo

Thesecrettomo=va=ngyourteam;stopdemo=va=ngthem.

–  WhatMo=vatesUs–ByRSAandDanielPink•  hhp://m.youtube.com/watch?

v=u6XAPnuFjJc&desktop_uri=%2Fwatch%3Fv%3Du6XAPnuFjJc


Iden<fyingKeyMo<vators

Youasaleader,caniden=fykeymo=vators:

•  Engageinconversa=onwithyouremployees.

•  Observeinterac=ons:•  Whendotheyseemfocusedandengaged?•  Triggersthatmakethemhappyorexcited.•  Personalitycharacteris=cs.

•  Determinetheirpar=cipa=onlevelinteaminterac=ons.


PsychologyofPeopleinSystemsLeadersmustunderstandpeopleandtheirinterac=ons•  Everypersonisdifferentthaneveryotherperson•  Peoplearebornwithanaturalinclina=ontolearn•  Peoplelearnindifferentwaysandatdifferentspeeds•  Peoplearebornwithaneedtobeinrela=onshipswithothers,needrespect

andesteembyothers•  Allpeoplearemo=vatedtoadifferentdegreebyextrinsicandintrinsic

factors•  Intrinsicandextrinsicsourcesmo=vateinmuchdifferentways•  Totalsubmissiontoextrinsicmo=va=on

–  Leadstodestruc=onoftheindividual–  Whichleadstodestruc=onofthesystemstheybelongto


LessonThree:PartnerFeedbackUsingtheDIRECTModel

20Minutes


LessonThreeExercise:DIRECTModel

•  20MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  5Minutes-MakeNotesInEachDIRECTStep

•  Towardsapersonwhoyouhaveprofessionalperformanceissueswith

–  5Minutes-“A”–UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“A”Partner

–  5Minutes–GiveFeedbacktoEachother–whatdidyouunderstandistheperformanceissue?



D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline



DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline


BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar=cipa=on•  Askingopen-endedques=onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.


CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden=fyandfocusonthebehaviors–whatyouseeandhear!





LessonFour:TableFeedbackonExtraordinaryLeadershipandtheDIRECTModel

20Minutes


LessonFourExercise:TableFeedback

•  20MinutesTotal–AtYourTable–  RoundRobin–aroundyourtable–  5Minutes-“A”–DiscusstheDIRECTModelandYourexperiencewithYourPerformanceExpecta=onswithYour“B”Partner

–  5Minutes–“B”-UsetheDIRECTModelandYourNotestoFeedbackYourPerformanceExpecta=onswithYour“A”Partner

–  5Minutes–GiveFeedbacktoEachother–whatdidyouunderstandistheusefulnessoftheDIRECTModelinpreparingtodiscusstheperformanceissue?

–  5Minutes-Preparetosharewiththeroom


LessonFive:RoomFeedbackonExtraordinaryLeadershipandDIRECTModel

20Minutes


LessonFiveExercise:RoomFeedback

•  20Minutes–EachTableintheRoom–  10Minutes–SummarizewhatyouunderstoodistheusefulnessoftheDIRECTModelinpreparingtodiscusstheperformanceissue?

–  10Minutes–EachTableSharesYourThinkingandQues=onsAboutBenefitsofKnowingandUsingDIRECTCoaching


LessonSix:BenefitsoftheDIRECTModel

20Minutes


LessonSixExercise:ModelBenefits

•  20Minutes–  20Minutes-EachTableSharesYourThinkingAbouttheBenefitsofKnowingDIRECTCoaching

–  10Minutes–FacilitatorWrapUpandRequestsPlus-DeltaFeedback


ExtraResourcesForYou:ExtraordinaryLeadershipandManagementReferences


AreaofFocus–Character






TheOutsideWorld




Performance


CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees


TeamLeaders:InfluenceandTrust

•  Youhaveatremendousamountofinfluenceonyourteam.

•  Yourteamisyourprimarycircleofinfluence.

•  Yourcircleofinfluenceexpandswhenyoudosomethingposi=veaboutwhatyoucancontrol.

•  Youcontrolyourownac=ons.

•  Youinfluencetheac=onsofyourteam.


TeamLeaders:InfluenceandTrust(con<nued)

•  Yourcircleexpandsthemoreyourteamtrustsyou.

•  Trustcomesfromfollowingthrough.

•  Displayingintegrityandhonestycomesfromastrongcharacter.

•  Managersshouldfocusoncoachingwithheartandpureintent.

•  Youarenotaneffec=vemanagerorleaderifyouhavetothreatenyourpeopletogetthemtodowhatyouwantthemtodo.


AreaofFocus–PersonalCapability






TheOutsideWorld




Performance




AreaofFocus–LeadingChange






TheOutsideWorld




Performance


LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld


WhatisaManager’sJob?

•  Threemajoraims:–  Learnwhoisoutsidethesystemandneedsspecialhelp–  Improveconsistencyofperformanceofthepeopleinthesystem–  Improvethesystemcon=nually,soeveryonecandoabeherjobwithgreater

sa=sfac=on

•  Also–  Digtogettheknowledgeinthedataandfactsfromtheteam–  Understandthetheory&learnwhatisgoingoninthesystem–  Knowwhensta=s=calstabilityhasbeenreachedtomakereliablepredic=ons–  Knowthedifferencebetweenrandomorcommoncauseandspecialcauseof

varia=on–  Understandinspec=on,measurementsystemsandopera=onaldefini=ons–  Buildtrust,socontrolsystems&processeswork


WhatisaLeader’sJob?ACatalystAPhilosopherALeaderofChange•  Understandshowtheworkoftheteamfitswiththeaimsoftheorganiza=on•  Workswithsuppliersandcustomersintheprocess•  Enablespeopletodotheirjob•  Triestocreatejoyintheworkforthewholeteam•  Isacoachandcounsel,notajudge•  Usesfigurestohelpunderstandtheteamasindividuals•  Workstoimprovethesystemtheteamworksin•  Createstrust•  Doesnotexpectperfec=on•  Listensandlearns•  Teachesotherswhattheirtheoryis


AreaofFocus–FocusonResults






TheOutsideWorld




Performance




GoalsWithMethods

•  “Agoalwithoutamethodisnonsense.”–  W.EdwardsDeming,TheNewEconomics(1)p.122

•  “Leadershipisnotmerelytofindandrecordfailuresofmen,buttoremovethecausesoffailure:tohelppeopletodoabeherjob.–  WED

•  “Goalsmaycausesystema=cproblemsinorganiza=onsduetonarrowedfocus,unethicalbehavior,increasedrisktaking,decreasedcoopera=on,anddecreasedintrinsicmo=va=on.Usecarewhenapplyinggoalsinyourorganiza=on.”–  Ordonez,Schweitzer,GalinskyandBazerman,GoalsGoneWild:

TheSystema2cSideEffectsofOver-PrescribingGoalSeBng


WhatAreLeadershipGoals?

•  Supports“HOW”BusinessGoalsareachieved.

•  Focusesondevelopingpeople,improvingoveralleffec=venessoftheteaminterac=ons,anddevelopingindividualskills.

•  Asks,“WhatcanIdothisyearthatwillhelpsupportmeinachievingmyBusinessGoalsorleveragemyskills?”

•  AlignedtotheExtraordinaryLeadercompetencies.


ThreeChecksForAlignmentofGoals

ü  CheckOne:•  WhenIdiscussmygoals,doIwalkawaywithaclearunderstandingofexpecta=ons?(Specific)

ü  CheckTwo:•  CanIclearlyar=culatehowmygoalscontributetotheorganiza=on’ssuccessandsupportourorganiza=onalpriori=es?(Important)

ü  CheckThree:•  DoIknowwhatsuccesslookslikeinachievingmygoals?(Measurable)


SMARTGoalsSpecific

•  Aspecificgoalanswerstheques=ons-what,where,when,who,which,why.

Measurable•  Howthegoalwillbemeasuredwithconcretecriteria?

Aligned•  Goalsandexpecta=onsarelinkedtotargets.

Realis<c•  Whatdoestheemployeeneedtoachieveit?

Time-bound•  Establishspecific=melinetoinsureasenseofurgency.


TwoTypesofGoals

•  BusinessGoals•  WHAT

•  LeadershipGoals•  HOW


BusinessGoals

•  Quality.

•  Produc=vity.

•  Revenue.

•  CustomerService.

•  ProjectManagement.

•  ClientSupport.


LeadershipGoals

LeadershipGoalsfocuson:

•  Developingpeople.

•  Leadinglearninganddevelopment.

•  Improvingoveralleffec=venessoftheworkgroup.

•  Individualskilldevelopment.


AnalyzingResultsMetrics

UnderstandinghowtocollectandanalyzeKeyMeasurement/ServiceIndicator(KMIorKSI)resultswillimproveyourabilityto:

•  Accuratelyiden=fyKMIperformanceissues.

•  Spotunsa=sfactoryKMItrends.

•  Iden=fytheunderlyingreason,orrootcauses,forservice,quality,processeffec=veness,andperformanceproblems.

•  Developeffec=vecorrec=veac=onplanstoimproveperformance.


UsingKMIDatatoUnderstandTeamBehavior

Effec=veKMIdataandresultsanalysisprocesswill:

•  Encouragedailyengagementandinvolvementintheprocessbyallemployees.

•  Leademployeebehaviorappropriatetomee=ngobjec=ve(s).

•  Establishresponsibilityatthelowestorganiza=onallevel.

•  Relatetoeachemployee’sworkac=vi=esinawaythatismeaningfulandunderstandable.


Effec<veLinkageofKMIDatatoBehavior

•  A KMI is successfully linked to the process and the employee only when;

1.  it encourages effective engagement from all employees, 2.  leads appropriate behavior, 3.  establishes accountability & responsibility, 4.  is understandable to everyone involved in the process or work

activity being measured


ReliabilityandSpoongTrendsinKMIData

•  KMIsAreObtainedfromVariousSystems

•  CollectKMIData

•  EnsuringDataReliability

•  Scorecards

•  RankingPerformersNeedsDependsontheCategoryandtheIndividual

•  GraphicalAnalysisofKMIData

•  EstablishingTrendsinDailyData

•  ExtendingWeeklyDataintoMonthlyTrend


WhereDoWeStartasLeaders?•  Start with a theory •  Use PDSA – Plan - Do - Study - Act •  Abandon “Flavor of the Month” •  Learn about:

–  Constancy of purpose –  Adopt the new philosophy –  Improve constantly and forever –  Institute learning and self-improvement for all –  Leadership by training people – through example –  Break down barriers –  Drive out fear (build trust)

•  This enables your transformation •  Which enables the organizational transformation!


Transforma<onofSelfFirst,ThenCulture


P-D-S-AorPlan-Do-Study-Act•  WePLANwhatwewanttoaccomplishoveraperiodof<meandwhatwewilldotogetthere.•  WeDOsomethingthatfurthersthestrategiesandgoalsdevelopedinourplan.

Ac<on Plan

DoStudy

WeCHECK(Study)theresultsofourac<onstomakesureweachievewhatweplan.WeACTbydevelopingprocedurestoensureourplanscon<nuetobesuccessfulandbychangingwhatisneededtoachievetheini<algoals.

>Plantheobjec<ve.>Askques<ons,makepredic<ons>Planwhat,where,whenandwhotoimplementthecycle

RonMoen’sar<clewithCliffNormanontheDemingCyclehasexpandedourviewsofthePDSAlearningandimprovementcycle.

>Carryouttheplan.>Documentproblemsandunexpectedobserva<ons>Begindataanalysis

>Analyzethedatacompletely.

>Comparedatato

predic<ons

>Summarizelearning

>Adoptthechange.

>Adaptthechange

>Beginthenextcycle


WhatisYourAim?

UseyourPDSACycleandAsk:

•  Whatarewetryingtoaccomplish?

•  Howwillweknowthatachangeisanimprovement?•  Whatchangescanwemakethatwillresultinan

improvement?Act Plan

Do Study


HowtoTakeAc<on?

TheFour-StepM.E.E.T.ModelM—Make<metodiscussMakethe=metodiscussthesitua=on

E—ExploreDifferencesMakesurethateveryonehasanopportunitytobeheard

E—EncourageRespectEnsurethepeoplearecommunica=nginawaythatencouragesrespect

T—TakeResponsibilityTakepersonalresponsibilityformakingsurethingsarehandledrightaway


TKI–ThomasKilmannConflictModel

•  Notwoindividualshavethesameexpecta=onsanddesires.Understandingthatconflictisanaturalpartofourinterac=onswithothershelpsusresolveconflictswithdifferentstylesthatareproduc=veindifferentsitua=ons.

ASSERTIVENESSFocusonmyneeds,

desiredoutcomesandagenda

COOPERATIVENESSFocusonother’sneeds,andmutualrela<onships

HIGH

HIGHLO

CompeJng• Win-LosePowerStruggles• ZeroSumOrienta<on

Avoiding• MaintainNeutrality• WithdrawFromSitua<on

CollaboraJon• ExpandRangeofPossibility• AchieveWin/WinOutcomes

AccomodaJng• AccedetotheOtherParty• MaintainHarmony

Compromising• MinimallyAcceptabletoAll• Rela<onshipsUndamaged


2C-AreaofFocus–InterpersonalSkills






TheOutsideWorld




Performance



Performance


WarrenBennisonLeaders

•  KnowYourSelf–  Knowwhatworksandwhatdoesn’t–  Thisallowsyoutobuildonstrengthsanddealwithweaknesses

•  KnowYourWorld–  Becuriousandseektofillthegapsinknowledge–  Wedon'tknowwhatwedon'tknow

•  DeployYourself–  Engagestrategicallywithtenacity–  Leadersmustleadwherethepeopleare–  Leadersmustbeatthe=meandplacetoinfluencetheteam

•  GetPeopleonYourSide–  Wecannotgetbyonourown–  Bringthespiritandcrea=vityoftheteamtothesitua=on–  Engagepeople,encouragethemtoownthefinaloutcomeweseek


Deming’sViewsonLeadership

•  Leadershiprequiresanaimandconstantpurpose•  Ourbesteffortswithoutguidanceleadtofailure•  Onlytopmanagementcanassurequality•  Themethodofleadershipbringsimprovement•  14pointsrequiredformanagementareaguide•  Thereisnosubs=tuteforknowledgeandunderstanding•  Sta=s=calvaria=onmustbeunderstoodtopredictafuture

direc=on


Deming’sFourteenPointsKeytounderstandingthe14PointsisvariaJon.Morespecialcausevaria<onequalsmorewaste.

Deming’s14pointsareparaphrasedhere:

1.   Createconstancyofpurposetowardsimprovement.•  Replaceshort-termreac<onwithlong-termplanning.

2.   Adoptthenewphilosophy.•  Managementshouldwalkthetalk.

3.   Ceasedependenceoninspec<on.•  Managedvaria<oneliminatesneedtoinspectfordefects.

4.   Movetowardsasinglesupplierforanyoneitem.•  Mul<plesuppliersmeanvaria<onbetweenfeedstocks.

5.   Improveconstantlyandforever.•  Constantlystrivetounderstandandmanagevaria<on.

6.   Ins<tutetrainingonthejob.•  Adequatelytrainedstaffwillallworkthesameway,andreducevaria<on.

7.   Ins<tuteleadership.•  Meresupervisionisquota-andtarget-based

8.   Driveoutfear.•  Longterm,itpreventsworkersfromac<ngintheorganiza<on'sbestinterests.

9.   Breakdownbarriersbetweendepartments.•  Usethe'internalcustomer',thateachdepartmentservesotherdepartmentsthatuseitsoutput.

10.   Eliminateslogans.•  It'snotpeoplewhomakemostmistakes-it'stheprocesstheyareworkingwithin.

11.   Eliminate“managementbyobjec<ves".•  Demingsawproduc<ontargetsasencouragingthedeliveryofpoor-qualitygoods.

12.   Removebarrierstoprideofworkmanship.•  Manyoftheotherproblemsoutlinedreduceworkersa<sfac<on.

13.   Ins<tuteeduca<onandself-improvement.•  Harassingtheworkforcewithoutimprovingtheprocessestheyuseiscounter-produc<ve.

14.   Thetransforma<oniseveryone'sjob.•  “Youdonothavetodothis.Survivalisnotcompulsory.”


Leadership’sJob

•  Sponsorandenergizethedetermina=onoftheaim

•  Clarifytheaimforeveryoneintheorganiza=on•  Directtheeffortsofallcomponentstowardthe

aimofthesystem

•  Focusonasystemofquality•  Managethesystem•  Achievethebestresultsforeverybody—

everybodywin

•  Managechangesbroughtby=me•  Predict,asfaraspossible,changesthat=mewill

bring

•  Bereadytochangetheboundaryofthesystemtobeherservetheaim

•  Bereadytoredefinethecomponentsofthesystem

•  Imagina=on•  Governtheirownfutureandnotbevic=msof

circumstance•  Changethecourseofthecompanyandthe

industrybyan=cipa=onofneedsofcustomers

•  Learnthatinordertocompete,theteammustlearntocooperate

•  Beguidedbytheory,notfigures•  Recognizeandmanagetheinterdependence

betweencomponents•  Resolveconflictsandremovebarriersto

coopera=on•  Improvequalitywithoutrunningequipmentand

employeestoexhaus=on

W.EdwardsDeming


MasaakiImaionManagement&Leadership•  Makeleanthecompanystrategy.•  Bethehandsonleaderandlean“zealot”.•  Makeclearthatallemployeesmustadopttheimprovementculture.•  Actquicklyanddecisivelytogetimprovementini=a=vesunderway

immediately.•  Personallygotothegembaandshowemployeesatalllevelswhathasto

bedone.•  Bereadytochangeeverythingacompanyhasdoneinthepast,evenif

thereisconsiderableresistanceandmanyreasonswhythiscan’twork“inourbusiness”.

•  Avoidmeasurementsystemsthatoveranalyzethepast,andinstead,focusonsimple,objec=vecriteriathatdefineapathtowardbeherperformance.

•  Engagethebestleanexper=seavailable,andcon=nuallylearnfromothers.


Scholtes’ViewsonManagement&Leadership

•  PeterScholteswrotetwoexcep=onalbooksonleadingteams–andtheywereawardwinningbookstoo.–  TheTeamHandbookandTheLeader’sHandbookhavebeenhuge

sellersandwerecommendthemtoanyoneseriousaboutlearninghowtobealeaderorteammember!

•  Asapointofentrytoday,let’stakeadeeperlookathowPeterdefinedleadershipawayfromaposiJonalstyleof“commandandcontrol”intoanewfuncJonalstyleofinspiringleadership.


Scholtes’ViewsonSystems

SystemsThinking•  Leadersneedtounderstandtheirorganiza=onasasystem:All

interac=onsandprocessesresultintheachievementorfailureoftheorganiza=on’spurpose.

•  Thesystemiseverythingandeverythingispartofasystem.•  AccordingtoScholtes,morethan95%ofourorganiza=onsproblems

derivefromoursystems.•  Leadersmustunderstandthatchangingthesystemwillchangewhat

peopledo…notviceversa.•  Leadershipisaboutbreakingdownbarriersandfosteringcollabora=on

andcoopera=on.•  Leadershipisaprocess.


Scholtes’ViewsonVaria<on

UnderstandingVaria<onandtheVariabilityofWorkInPlanningandProblemSolving•  Managersmustunderstandhowtopredictfutureperformanceand

resultsbasedonpastperformance.•  Inpar=cularthedifferencesbetweencommoncausevaria=onandspecial

causevaria=on.•  Failureofmanagerstodothismeanstrendsareseenthataren’ttrends

(andvice-versa)–  Italsomeanspeoplearepunishedorrewardedbychance,performance

cannotbeanalyzed,planscannotbemadeandsystemscannotbeimprovedandchangeswillnotnecessarilybeimprovements

•  Scholtesassertsthat95%oforganiza=onalchangedoesnotleadtoimprovement.


Par<ngThoughts

•  W.EdwardsDeming–  Bycominghere,youhavetakenonasolemnresponsibility-and

youcan’twriggleoutofit.–  We’vegotsomebigchangestomake,andyou’regoingtohaveto

makethem.Whoelsewilldoit?

•  Mar<nLutherKing,Jr.–  Wearewitnessingthebirthofanewageandwemustfacethe

responsibili=esthatcomealongwithit.–  Shallwesaytheoddsaretoogreat?Shallwetellthemthe

struggleistoohard?Orwilltherebeanothermessage,oflonging,ofhope,ofcommitment?Thechoiceisours.


References&Resources•  TheExtraordinaryLeader–TurningGoodManagersintoGreatLeadersJohnH.ZengerandJosephFolkman•  FourthGeneraJonManagement-BrianJoiner•  GoodtoGreat–JimCollins•  GembaKaizen–ACommonSenseApproachtoaConJnuousImprovementStrategy&Kaizen:TheKeytoJapan’s

CompeJJveSuccess-byMasaakiImai

•  TheJapaneseWay-byKaoruIshikawa•  TheLeader’sHandbook–PeterR.Scholtes•  TheNewEconomics,2ndEdiJon,OutoftheCrisis-byW.EdwardsDeming

•  OnPurposefulSystems–RussellAckoff•  OntheProfessionofManagement–byPeterDrucker•  OvercomingOrganizaJonalDefenses-byChrisArgyris•  TheSeven(7)HabitsofHighlyEffecJvePeople–StephenR.Covey•  TheTeamHandbook–PeterR.Scholtes,BrianJoiner,BarbaraStreibel•  CirclingBack–ClearingupmythsabouttheDemingCycleandseeinghowitkeepsevolving-byRonaldD.Moenand

CliffordL.Norman

•  Design&ControlofQuality-byIanBradbury(PDF)•  HowToDeliveronAGreatPlan-Neilson,Mar=n,Powers

•  SecretstoSuccessfulStrategyExecuJon-HarvardBusinessReview•  WeNeedtoM.E.E.T.,ManagingforRespectintheWorkplace-Sollah Interactive, LLC.


ACTIONWHENWELEAVETODAY

DISCUSSANDDOCUMENT:•  WHATAREOURNEXTACTIONSTEPS?

–  WhatdidIlearnhere?

–  Whatdoweneedtodiscussnext?

–  Whatwillwedowiththislearning?

–  Whatinthematerialswillweuse?

•  TakethestudyguideasaRESOURCE


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