manage performance march2012

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Achieve Optimal Achieve Optimal PerformancePerformance

The Chazin Group

About ME

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

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

Me Job Search Strategies Interviewing & Networking Career Coaching Life / Work Balance Business Owner Coaching Human Capital Development Professional Development Salary Negotiations

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Your PeopleMatter

MostMost

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Today, more than ever, organizations MUST find new ways to harness the

untapped talents and creative energies of their employees, for their

survival!

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• 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.

Employees Matter Most

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

the largest reservoir of untapped potential.”

Julie GebauerTowers Perrin Managing Director

Employees Matter Most

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• 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.

Employees Matter Most

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

Employees Matter Most

Leadership Versus Leadership Versus Management!Management!

Management is detrimental; leadership is leadership is criticalcritical – HERE’S WHY…HERE’S WHY…

Leadership: It’s In You

MANAGEMENTMANAGEMENT LEADERSHIPLEADERSHIP

“Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible)…

• 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• Creates “buy in”

• 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

Definitions Abound

• “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 

What Makes a Leader

14

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• 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

The Chazin Group How to Become a Leader

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Your Five Step Plan• Plan• Have A Vision• Share Your Vision• Takes Charge• Inspire Through Example!

The Chazin Group How to Become a Leader

16

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• Be A leader in Your Own Image• Hire Well• Speak Well• Fire Fast• Develop “learning agilitylearning agility”

The Chazin Group How to Become a Leader

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

How to Become a Leader

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People Are Following. Now What?

• Serve People’s Needs• Listen HARD!• Keep Earning Their Trust• Pursue Change• Share Leadership• Build Teams• Leadership & Development

How to Become a Leader

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• 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_leadership

Good Resources

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• 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=PA51&dq=leadership+height+correlation&ots=wax9CapiFp&sig=I85XEmyymiwfeCDYGNjwwoOrsLU#v=onepage&q=leadership%20height%20correlation&f=false

Good Resources

21

“If I have seen further,

it is by standing onthe shoulders of

giants.”

Sir Isaac Newton

It’s About The People you Lead

Conduct aConduct aHuman Capital AuditHuman Capital Audit

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How It Works Human Capital Audit

Employee Jessica RiveraJob Function Customer Service

Job Title Customer Svc. Mgr.

Responsibilities Competencies Use? Action Timeframe ContingenciesResolve client

issues Customer care Limited Partner with sales < 30 days

Dsicuss product features Product knowledge Limited

Enroll in product training

30-45 days Course availability

Resolve client issues Up/cross-sell NO

Coach other Team members Leadership NO

Assign coach/ment

or< 30 days Individual

available

Client enters

• Develop with DIRECT input from employees, their peers, and other Managers they support.

• Quantify...quantify…QUANTIFY!• Make all goals STRETCHSTRETCH goals.• Revisit on a regular basis, not ANNUALLY.• Make all your goals SMART SMART goals…

The Chazin Group The Chazin GroupGoal-Setting

• 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.

The Chazin Group The Chazin GroupSMART Goal-Setting

Coaching & MentoringCoaching & 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

The Chazin Group The Chazin GroupCoaching & 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

The Chazin Group The Chazin GroupCoaching & 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.

The Chazin Group The Chazin GroupCoaching & Mentoring

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• “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.

Good Resources

Facilitate Optimal Facilitate Optimal RelationshipsRelationships

• 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.

The Chazin Group The Chazin GroupEnsure Optimal Relationships

Reward & RecognizeReward & Recognize

• 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.

The Chazin Group The Chazin GroupReward/Recognize

• 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

The Chazin Group The Chazin GroupSurvey your people

• 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)

The Chazin Group The Chazin GroupReward Program

• 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

The Chazin Group The Chazin GroupReward Program

• 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.html

The Chazin Group The Chazin GroupResources

Training & DevelopmentTraining & Development

• 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.

The Chazin Group The Chazin GroupTraining & Development

• 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

The Chazin Group The Chazin GroupTraining Resources

Obtain Employee InputObtain Employee 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.

The Chazin Group The Chazin GroupEmployee Input

Giving & Getting Giving & Getting FeedbackFeedback

• Formal feedback on a weekly one-on-one basis.• Informal feedback on a daily basis.

The Chazin Group The Chazin GroupGiving & Getting Feedback

Communicate for Communicate for SuccessSuccess

• 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.

The Chazin Group The Chazin GroupCommunicate for Success

How Are YOUYOU Goingto Get HRHR On Board

to ImplementThese Ideas?

A Final Thought…

Periodically Periodically Check InCheck In With YourselfWith Yourself!!