Manage performance march2012

T h e C h a z in G r o u p

Achieve Optimal
Performance

The Chazin Group. © 2011. www.TheChazinGroup.com

About ME

 BA in Comms (MBA Mktg)
 20 Years In Corp. America
 Started Career as Recruiter
 Downsized 8X
 Mktg/Sales Background
Launched Biz Consultancy in ‘09

Contact me:
T: (201) 683-3399
EM: Ethan@TheChazinGroup.com

 J ob S e a rc h
S t r a t e g ie s
Me
 In t e r v ie w in g &
N e t w o r k in g
 C a r e e r C o a c h in g
 L if e / W o r k B a la n c e
 B u s in e s s O w n e r
C o a c h in g
 H u m a n C a p it a l
D e v e lo p m e n t
 P r o f e s s io n a l
D e v e lo p m e n t
 S a la r y
N e g o t ia t io n s

Your People
Matter
Most

4

Today, more than ever, organizations
MUST find new ways to harness the
untapped talents and creative
energies of their employees, for their
survival!

5

Employees Matter Most
• Only 21% (1 in 5) of the employees
surveyed are “engaged” in their work, and
38% admitted being partly to fully
disengaged.
• Engagement was defined as employees
willing to go the extra mile to help their
company succeed.

Towers Perrin March, 2008 Global Workforce Study.

6


“…at a time when companies
are looking for every source
of potential advantage, the
workforce itself represents
the largest reservoir of
untapped potential.”

Julie Gebauer
Towers Perrin Managing Director
7

• 88% of U.S. workers consider themselves
creative BUT only 63% said their positions
were creative.
• 75% of survey respondents thought their
employers valued creativity.
• One in five said they would change jobs,
even if it meant LESS money to be MORE
creative.

Survey conducted by IPSOS Research in 2007 to 564 adults commissioned by the Fairfax
County, VA Economic Development Authority for the 2007 National Conference on the
Creative Economy.
8

• In a 2008 study by Resources Global, 80%
of global HR leaders believe the “war on
talent” is a key & enduring business issue in
the next ten years.

9

Leadership Versus
Management!

Leadership: It’s In You
 Management is detrimental; leadership
is critical – HERE’S WHY…
MANAGEMENT LEADERSHIP
“Management” (from Old French • Possess a VISION
• A person who builds consensus,
ménagement “the art of conducting, guides, or inspires others
directing”, from Latin manu agere “to • Generally refers to the position or
lead by the hand”) characterizes the office of an authority figure
process of leading and directing all or • The ability to get people to follow
part of an organization, often a willingly
• About behavior first, skills second
business, through the deployment • Creates “buy in”
and manipulation of resources
(human, financial, material,
intellectual or intangible)…

Definitions Abound
• Possess a VISION
• A person who builds consensus,
guides, or inspires others
• Generally refers to the position or office
of an authority figure
• The ability to get people to follow
willingly
• About behavior first, skills second
• Creating buy in

What Makes a Leader
• “They may forget what you said, but they will
never forget how you make them feel.” Carol
Buchner
• “Many of life's failures are people who did not
realize how close they were to success when
they gave up.” Thomas Edison
• “A leader is one who knows the way, goes the
way, and shows the way.” John C. Maxwell
• “Too many people overvalue what they are not
and undervalue what they are.” Malcolm
Forbes

T h h eC C h a izto G o o u p
T e How ni nG Become
ha z r rup a Leader
• Check Yourself…Who Are You?
– People Have to WANT to Follow You
• Possess Self Knowledge
– Your Strengths & Weaknesses
– Seek Opinions / Criticisms
• Become a Role Model
• Make Your Words Your Actions
– Your Actions Should Mirror Your Words

14

T h e C h a zto G r o u p
How i n Become a Leader
Your Five Step Plan
• Plan
• Have A Vision
• Share Your Vision
• Takes Charge
• Inspire Through Example!

15

T h h eC C h a izto G o o u p
T e How ni nG Become
ha z r rup a Leader
• Be A leader in Your Own Image
• Hire Well
• Speak Well
• Fire Fast
• Develop “learning agility”
agility

16

How to Become a Leader

• Decisiveness Over Inclusivity
• Know Just Enough Tech
• Manage Time
• Work Long Hours
• Create a Positive Environment

17

How to Become a Leader
People Are Following. Now What?
• Serve People’s Needs
• Listen HARD!
• Keep Earning Their Trust
• Pursue Change
• Share Leadership
• Build Teams
• Leadership & Development

18

Good Resources
• www.leadershipnow.com
• http://leadershipskillcenter.com
• www.leadingtoday.org
• www.hbs.edu/leadership/database
• www.emergingleader.com
• www.leader-values.com
• www.franklincoveycoaching.com/4_roles_of_lea
dership

19

Good Resources

• www.gladwell.com/blink/blink_excerpt2.html
• www.resample.com/content/examples/tallmen.
shtml
• http://books.google.com/books?
hl=en&lr=&id=NES5RDKjkFQC&oi=fnd&pg=PA5
1&dq=leadership+height+correlation&ots=wax
9CapiFp&sig=I85XEmyymiwfeCDYGNjwwoOrsL
U#v=onepage&q=leadership%20height
%20correlation&f=false

20

It’s About The People you Lead

“If I have seen
further,
it is by standing on
the shoulders of
giants.”
Sir Isaac Newton

21

How It Works
Human Capital Audit

Employee Jessica Rivera
Client enters
Job Function Customer Service
Job Title Customer Svc. Mgr.

Responsibilities Competencies Use? Action Timeframe Contingencies
Resolve client Partner
Customer care Limited < 30 days
issues with sales
Enroll in
Dsicuss product
Product knowledge Limited product 30-45 days Course availability
features
training
Resolve client
Up/cross-sell NO
issues
Assign
Coach other Team Individual
Leadership NO coach/ment < 30 days
members available
or

23

Te h a z n Goal-Setting
T h h eC C h a iz i nG G o o u p
r rup

• Develop with DIRECT input from employees,
their peers, and other Managers they support.
• Quantify...quantify…QUANTIFY!
• Make all goals STRETCH goals.
• Revisit on a regular basis, not ANNUALLY.
• Make all your goals SMART goals…

T h h eC C SMART o u p
Te r r Goal-Setting
h h a iz i nG G o u p
az n

• Specific: Well-defined to inform employees what is
expected, when and how much. Specific goals enable
managers to measure progress toward completion.
• Measurable: Provide milestones to track progress and
motivate employees to achievement.
• Attainable: Success needs to be achievable with effort
by an average employee, but not too low.
• Relevant: Focus on the greatest impact to the overall
NY Hospital goals.
Time-bound: Give enough time to achieve the goal, but
not too much time to undermine performance. Goals
without deadlines fall to day-to-day crises.

Coaching p r ru &
Te ha z n Mentoring
• Develop formal programs to align senior with
junior staff.
• Ensure buy in from all.
• Incentivize for participation and engagement.
• Create incentives
• Make it a commitment
• Encourage feedback

Coaching p r ru &
Te ha z n Mentoring
• Metrics to Determine Success:
– Implement ideas to improve processes, improve
efficiencies, streamline operations, reduce time to
market, new products/services, and other revenue
generating or cost-reduction strategies to best
leverage YOUR COMPANY for future success
– Establish revenue objectives if applicable

Coaching p r ru &
Te ha z n Mentoring
• Goals and Objectives:
– Create a process to gather ideas from all areas of the
Hospital.
– Develop a pre-funded program to back ideas for
short and long-term marketplace competitive
advantage.
– Develop cross-functional Team to review, process,
streamline and facilitate the implementation of those
ideas that will have an impact on the organization.
– Develop intellectual capital.
– Long-term retain employees that might leave to
pursue opportunities to leverage ideas for new
products, services, or businesses.

Good Resources

• “A Mentoring Program to Reduce Turnover,”
Mark Noble, Best Practices in Aging Services.
• “Coaching, Counseling, & Mentoring: How to
Choose & Use the Right Technique to Boost
Employee Performance,” Florence M. Stone.

31

Facilitate Optimal
Relationships

T EnsureizOptimal
h h eC C h a ni nG G o o u p
Te ha z r rup Relationships
• Facilitate cross-functional teams.
• Doctors come down from the Mountain Top.
• Mediate BEFORE conflicts arise.
• ZERO tolerance for abusive behavior.
• Make team-building an ongoing strategic
imperative.
• Prevent a “Us Versus Them” (Nurses, Doctors,
administrators, staff) culture.

Te Reward/Recognize
ha z n r rup

• Praise often and openly, discipline privately.
• Recognize specific actions/accomplishments.
• Quarterly or bi-annual reward & recognition
programs.
• Build a recognition-based culture throughout
the hospital.
• Not just TOP-DOWN: direct reports should be
able to nominate managers and peers.
• Tie ALL rewards to performance metrics.

T h h eC C h a iz i nG G o oyour
Te Survey u u p
ha z n r r p people
• To gauge overall employee satisfaction with the
level of recognition you provide, ask them:
– “To what extent do you agree or disagree with the
following statement, ‘My direct supervisor or
manager does a good job recognizing my
accomplishments.’
• Strongly Agree
• Somewhat Agree
• Neither agree not disagree
• Somewhat disagree
• Strongly

Te Reward Program
ha z n r rup

• Program guiding principles:
– Rewards should be given for achieving significant
outstanding performance
– Most effective when the gifts are meaningful to the
individual
– Take care in communicating and distributing rewards
so they are not viewed as entitlements
– Not a substitute for competitive salary structure
– Rewards are not adjustments to base salary,
supplemental compensation or variable pay
programs (*such as commission)

Te Reward Program
ha z n r rup

• Monetary Versus Non-Monetary Rewards:
– Personally congratulating employees when they do a
good job
– Writing personal notes about good performance
– Using performance as a basis for promotion
– Publicly recognizing employee for good performance
– Holding moral building meetings to celebrate
successes

T h h eC C h a iz i nGResources
Te h a z n Go o u p
r rup

• National Assn. for Employee Recognition.
www.recognition.org
• Adrian Gostick & Chester Elton. A Carrot a
Day.
• Jim Clemmer. How To Make Effort Rewarding.
www.clemmernet/exerpts/effort_rearding.shtml
• World at Work 1999 Survey & Performance-
Based Work Life Programs. www.acaonline.org/
research/generic/html/worklife_survey_name.h
tml

T h h eTraining o& uDevelopment
T e C C h a iz i nG G r o p p
ha z n r u

• Promote the trainer within.
• Everyone benefits when Hospital staff conducts
the training.
• Implement across the ENTIRE Hospital, not just
certain Departments to avoid aura of
exclusivity.
• Explore ALL options including in-person and
distance based as well as instructor-moderated
and self-paced.

T h h eC C h a iz i nG G o o u Resources
Te Trainingp p
ha z n r ru

• Dr. Jack Phillips. Return on Investment in Training &
Development Improvement Programs.
• Don Kirkpatrick. Measuring & Benchmarking Training.
• Tom Davenport. Thinking for a Living. How to get
Better Performance and Results from Knowledge
Workers by Harvard Business School Press.
• Leigh Branham. The 7 Hidden Reasons Employees
Leave.
• Human Capital www.HumanCapitalmag.com
• www.shrm.org
• HR Magazine
• www.astd.org

T h h eC C h a Employee
Te h a z iz i nG G o o u p
n r rup Input
• The people CLOSEST to your clients, systems,
processes, and procedures should be the ones
developing, improving, and changing them to
achieve optimal performance.
• Implement an IDEA GENERATION program.

T h h eC C h a iz i nG GGetting
T eGiving & r o o u p
ha z n rup Feedback
• Formal feedback on a weekly one-on-one basis.
• Informal feedback on a daily basis.

T h h Communicate
T e eC C h a iz i nG G o o u p
ha z n r rup for Success
• You can never communicate too much.
• Treat all correspondence like you’re doing
patient intake or documenting patient medical
history.
• Communicate anticipated issues before they
escalate.
• Demand clarity, ask probing questions, use
clarifying statements.
• Consider HOW & WHEN to use written, oral, or
combination of both.

How Are YOU Going
to Get HR On Board
to Implement
These Ideas?

Periodically Check In
With Yourself!

Manage performance march2012

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