How Caribbean Executives Can Raise Their Standards
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Francis Wade presented at HRMATT's 9th Biennial Conference on raising standards for Caribbean executives. He advocated for using role-playing exercises with video feedback to practice important interpersonal skills. Participants engage as protagonists in realistic scenarios and receive immediate feedback on their behaviors after reviewing videos of their performances. With steady practice of these behaviors over time, executives can improve problematic interactions and close performance gaps, ultimately raising standards throughout the organization.
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How Caribbean Executives Can Raise Their Standards
- 1. How Caribbean Executives Can Raise Their Standards Francis Wade HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 13-4, 2013 Hear the audio by following the link in the description
- 2. We want high accomplishments HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2
- 3. More than individual standouts HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 3
- 4. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 4
- 5. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 5
- 6. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 6
- 7. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7
- 8. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 8 History
- 9. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 9
- 10. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 10 You
- 11. A Caribbean Solution HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 11
- 12. My case HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 12 2 partners
- 13. With a partner, pick one interpersonal situation that you want to improve. Take 2 minutes. What problems could be resolved? Who would work well with whom? What new standard could be set and achieved? What stresses would disappear? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 13
- 14. How to Close the Gap? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
- 15. 1. Develop a hypothesis HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 15
- 16. What are the Causes of a Problem? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 16 Problem Cause #1 Cause #2 Behaviours
- 17. Example: Sales Behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 17 Poor Sales Lack of leads Not asking for leads Not adding prospects to database Weak closing Poor closing techniques
- 18. Why Behaviours? They are essential for change to occur They are often ill-defined or unknown They come after every other approach has been tried HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 18
- 19. Assumption 1 Consistent, deli berate practice impacts performance HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 19
- 20. Behaviours that are: Observable Coachable Visible Video-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 20
- 21. For the problem you chose before… What are the underlying behaviors you want to stop or start? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21 With a partner, choose one behaviour to focus on. Take 3 minutes.
- 22. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22
- 23. Case Study A client in 3 Caribbean countries (T&T, Barbados and Jamaica) Change coaching behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23
- 24. Diagnosis and Design: Embed behaviours into 2 person interactive cases with a Protagonist and an Actor HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24
- 25. How? Custom-Built Cases Involved interviewed with multiple executives Looked for realistic situations Used real language / jargon Exaggerated to emphasize an acute problem HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 25
- 26. For Example Unknown to him, the employee has received another job offer (for the same pay) and is in the final stages of making a decision. This interaction will help her decide. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26 An IT manager must convince a seemingly lazy employee to improve her timeliness. She has started to arrive late to every single meeting.
- 27. Protagonist The focus of the training in each role-play Tries his best to meet a pre-set goal Receives a description of the case from his perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27
- 28. Actor Follows a scripted role Attempts to give the protagonist a challenge Receives a description of the case from her perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28
- 29. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 29 2. Throw people in
- 30. Quiz: What’s the best way to start this kind of training session? a) Teach people the correct best practices in the behaviour before doing the video-taping b) Start video-taping right away c) Give a brief outline of the best practices then start taping d) It doesn’t matter HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 30
- 31. The Answer: Each training session began with a short outline of the principles to be used Experience shows that what is outlined makes little/no difference The real action starts when the video tape starts rolling – everyone wakes up The principles are introduced during the debriefing HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 31
- 32. Capture the interaction HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32
- 33. 3. Going for Immediate Improvement HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33 Bad Performance
- 34. Debrief the video-tape slowly HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 34
- 35. Twin Objectives Feedback for the protagonist Clearly defined best-in-class behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 35
- 36. Further practice Ask the Protagonist to repeat the role-play using the advice received (no cameras required) HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 36
- 37. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 37 Why did that work?Why did I fail? Why didn’t my experience match the result?
- 38. Behaviour Traps: Trinidadians Friendly and so indirect that the actor would have no clue the shoe was about to drop HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 38
- 39. Behaviour Traps: Barbadians A Bajan General Manager spoke for the entire 7 minute roleplay, then defended the need to do so. Others were publicly deferential… to a fault HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39
- 40. Behaviour Traps: Jamaicans Either indirect and vague, or in school-teacher lecturing mode. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 40
- 41. No one-size-fits-all; each individual needs enough practice to get better HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 41 Culture Change!
- 42. Summary High standards require new individual skills All organizational improvements require collaboration and feedback The best feedback is often the hardest to give Steady, deliberate practice is the only tactic that works HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 42
- 43. Special Reports 1. Lights! Camera! Action! Method 2. Lights! Camera! Action! Case Study HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 43
- 44. To Receive My Special Report HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 44 Minnie Mouse minnie@disney.com John Smith-Ramlogan john@tstt.net Add your contact information to my list /join us!
Notas do Editor
- Title: ……How Trinidadian Executives Can Raise Their Standards Date and Time: …………To be decided/assigned……………………………………... Abstract: (200 words) “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world's capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver's Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions, and as its descendants we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk however. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region's professionals are loathe to give feedback, but also that it's easy to correct the problem with the right intervention using customized cases and video-taped feedback. Come and learn the nuances of changing a core behaviour that plagues Trinidadian companies.
- Strong Start
- We have a history of cultural confrontations gone bad
- Historically – British confrontation
- You know - Only way to high standards as a group is fast, effective confrontationDilemma – how do you resolve our need for harmony with our desire for results?
- Point A
- Dilemma – how do you resolve our need for harmony with our desire for results?Point B
- I had to fire two partners. It took an hour of tense coaching to have a decent 5 minute conversation. McKinsey experience
- With little preparation, ask them to play roles in the cases
- With little preparation, ask them to play roles in the cases
- Take feedback using a standard model from all observers
- Shows the immediate value of a suggestion- some suggestions won’t work- others can participateTe protagonist can be surprised by what works and how it feels
- As new generations enter the workplace, more practice is needed
- Lights! Camera! Action!