courageous conversations · 2019. 12. 18. · courageous conversations. the starting point to...

UNCW Human Resources - Learning & Talent Development


Courageous ConversationsThe Starting Point to Continuous Engagement, Performance, Development,

and Retention of Our Employees.

is a Process—Not an Event.


Today’s Agenda & Suggested Full Cycle Performance Plan TimelineFive Topics Outcomes Timeline

SWOT Analysis (Team-leaders)

How to Efficiently and Effectively Facilitate a Team Discussion around Identifying Team Priorities

Wk 1

State of the Union Address (Teams--mix)

How to Influence Others through a Concise ‘State of the Union’ Address

Wk 2 & 3

Aligning Past with Future (Individuals)

How to Have a Productive Performance Plan Discussion Wk 4 & 5

Show ‘n Tell (Team-leadersor Individual leaders)

How to Lead Up! Sharing the Alignment and Rationale for Exceeding Expectations with those Above You

Wk 6

Set & Give Flight (Individuals)

How to Best Share the Final Approved Performance Plans with Your Employees—weights and all (SHRA)!

Wk 7

Help! There’s More! Friday Full Cycle Performance Labs Register at http://uncw.edu/d2la/FullCyclePerformance.html

http://uncw.edu/d2la/FullCyclePerformance.html


Sample Timeline Due date: 10/31

Date Full Cycle Performance Activity

9/9 Director and supervisors meet to establish unit goals that are aligned with the strategic plan and divisional goals. A SWOT analysis can be completed to identify priorities.

By 9/16

In a staff meeting, the supervisor shares overarching division/department priorities and his/her individual goals and talent development plan with the team. Supervisor gives employees 7 days to complete two fillable forms: Individual Goal & Talent Development Plan.

By 9/23

Employees submit self-assessment, goals (description, milestones, exceeding expectations), and talent development plan to supervisor.

By9/30

All supervisors in a unit collaboratively discuss their employees’ goals, milestones, and exceeding expectations with their director (Calibration Goal Setting Session).

By 10/14

Supervisor individually meets with employees to discuss and finalize goals, milestones, and exceeding expectations.

10/21 In a staff meeting, everyone shares goals openly and strategies that will be needed to ensure everyone is successful. Another team meeting is scheduled for December and February to focus on progress made towards goals.

10/28 Director double checks that all Performance Plans are signed and dated with finalized goals, milestones, and expectations.

https://www.mindtools.com/pages/article/newTMC_05.htm



Topic OneThe SWOT Analysis

Team of Leaders



Topic TwoThe State of the Union Address

Three Vital Ingredients1. Belief in What You Are

Saying and Do It2. Vision/Structure/Direction3. Trust in the Process/Person

Leader & Employees


Structure in 7 Slides1. Title (Our Future)

2. Problem (Results of WT of SWOT)

3. Solution (Results of SO of SWOT)

4. Business Model/Vision (Identified Priorities, Strategic Plan, and the New Performance Tool to Help Get Us There)

5. Underlying Magic (Increase 2-Way Communication and Accountability for Results)

6. Projections (What We Anticipate Gaining—increased engagement/ efficiency; employee development/productivity; stronger allies/relationships)

7. Status and Timeline(The Full Cycle Process: Self-Assessment, Goals/Milestones/Exceeding Expectations, Talent Development Plan; 3 Talent Conversations; 2 Team Meetings)


Slide 4: Business Model/Vision

Based on FY 2017 HR priorities, identify 3 goals that support:

1. Employee Work/Life Balance2. Identify Meaningful Metrics3. Leverage Technology4. Diversity/Inclusion Plan5. Data Integrity/Reporting

Standards

Based on HR values andStrategic Plan, demonstrate how your three goals are aligned:


UNCW Strategic Plan1. Attracting and Retaining high-quality, diverse students, faculty and staff, ensure

an inclusive campus culture that embraces a global mindset, and increase retention and graduation rates.

2. Enhancing educational programs and Advancing research and scholarly activities, including global learning programs and increased support for applied learning.

3. Enabling and Promoting a sense of place for students, faculty and staff by Fostering collaborative efforts to enhance academic advising and student support programs.

4. Organizing for effective engagement with the community and the world, and Communicating efforts broadly and effectively.

5. Funding initiatives by Building on strong relationships with governmental agencies, alumni, donors, foundations, corporations and other sponsors.


Slide 7: Status and Timeline(A recap email after the ‘state of the union’ is necessary)



Topic ThreeRe-aligning the Pastwith a Brighter Future

Crucial ConversationsChapter 5: Make It SafeChapter 7: State My PathChapter 8: Explore Others’ PathsChapter 11: Yeah, But… 15 Cases to ConsiderTalent Conversation #1a



Sample Agenda(a leadership best practice is to share what to expect out of a talent conversation in advance)

• Discuss Self Assessment Answers: Talent Development Plan, supervisor support, anticipated challenges/solutions, etc.

• Review Draft Goals—Ensure that individual goals are SMART-ER, meets the parameters, and that ‘Exceeds Expectations’ truly exceeds. Discuss what ‘exceeds’ looks like in institutional goals. Adjust where needed.

• Reiterate Full Cycle Performance Plan Process/Timeline, Anticipated follow-up date for final confirmation of this year’s performance plan; and the intent and purpose behind future talent conversations.


Chapter 5: Make It Safe

1. Apologize when you have made a mistake that has negatively effected others. This means giving up saving face, being right, or winning.

2. Contrast to repair misunderstandings.• Don’t address other’s concerns that

you don’t respect them.• Do confirm your respect and clarify

your purpose.

3. CRIB to get to Mutual Purpose.Worst at dialogue: Ignore the problem, push ahead or give in to another person to hopefully solve… one day.

Good at dialogue: Compromise.

How to Rebuild Mutual Purpose or Mutual Respect


How to CRIBBoth Parties Understand and Agree to:

• Commit to seek mutual purpose.Verbally agree to arriving at a solution that is mutually acceptable.

• Recognize the purpose behind the strategy.We confuse what we’re asking for (strategy) with what we want (purpose). Focus on real purposes.

• Invent a mutual purpose.If you can’t agree on a mutual purpose, invent one that has a higher more encompassing long-term goal. Transcend short-term compromise.

• Brainstorm new strategies.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiqpIi7kv7OAhXFYyYKHeJJAZMQjRwIBw&url=http://www.biopoliticaltimes.org/article.php?id%3D8704&bvm=bv.131783435,d.dmo&psig=AFQjCNEBppvQvuhJ5REipsGqf54AHpxJVg&ust=1473368155610198

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiqpIi7kv7OAhXFYyYKHeJJAZMQjRwIBw&url=http://www.biopoliticaltimes.org/article.php?id%3D8704&bvm=bv.131783435,d.dmo&psig=AFQjCNEBppvQvuhJ5REipsGqf54AHpxJVg&ust=1473368155610198


Chapter 7: STATE My Path

1. Share your facts

2. Tell Your Story

3. Ask for Others’ Paths

4. Talk Tentatively

5. Encourage Testing

• Facts before conclusions.“The facts alone are rarely worth mentioning. It’s the facts plus the conclusion that call for a face-to-face discussion.” (p. 128)• What does the other person know?• What are their facts?• What are the other person’s intentions?• What does the other person really want?• Tell your story as a story rather than reality or as

fact.“The only limit to how strongly you can express your opinion is your willingness to be equally vigorous in encouraging others to challenge it.” (p. 134)

An Acronym to Remember When Talking about Sensitive Topics


Chapter 8: Explore Others’ Paths

1. Ask them to tell their stories

2. Mirror to confirm feelings

3. Paraphrase to acknowledge their story

4. Prime when you’re getting nowhere

• Prime: When you feel like you’re getting no where, say what you think they are most likely thinking.

Use the ABC’s only if the other tools haven’t worked:• Agree where you can• Build if others leave something out, agree

where you do, then build• Compare when you do differ significantly, don’t

suggest others are wrong. Compare your two views.

AMPP: How to Listen When Others Blow Up or Clam Up

Listen… Reflect… Respond…


Chapter 11: Yeah, But… Advice for Tough Cases

TEAM GREEN• Failure to Live Up to Agreements• Deference to Authority• Failed Trust• Won’t Talk about Anything

Serious• Vague buy Annoying• Shows No Initiative• Shows a Pattern of Problem

Behavior• I Need Time to Calm Down

TEAM BLUE• Endless Excuses• Insubordination (or over-the-line

disrespect)• Regretting Saying Something

Horrible• Touchy and Personal• Word Games• No Warning that There Has Been

a Problem• Dealing with Someone Who

Breaks All the Rules



Topic FourLeading Up! Show ‘n Tell

Three Vital Ingredients1. Vision/Direction2. Confidence/Courage3. Influence/Persuasion

One on One with Sr. Admin


The 6 Principlesof Influence

1. The Principle of Expose your expertise

2. The Principle of Use peer power whenever available

3. The Principle of Give what you want to receive

4. The Principle ofUncover real similarities and offer genuine praise

5. The Principle of Make their commitments active, public, and voluntary

6. The Principle of Highlight unique benefits and exclusive information

Influence: Science and Practice, Robert Cialdini, University of Arizona



Topic FiveSet & Give FlightWhy Not?

Three Vital Ingredients1. Direct & Honest Feedback2. Confirmation of Direction & What

Exceeds Expectations Looks Like3. Set Dates & Agenda for Next Talent

Conversation

Talent Conversation #1b


What will your TIMELINE look like?

Five Topics Outcomes Timeline

SWOT Analysis (Team-leaders)

How to Efficiently and Effectively Facilitate a Team Discussion around Identifying Team Priorities

Wk 1

State of the Union Address (Teams--mix)

How to Influence Others through a Concise ‘State of the Union’ Address

Wk 2 & 3

Aligning Past with Future (Individuals)

How to Have a Productive Performance Plan Discussion Wk 4 & 5

Show ‘n Tell (Team-leadersor Individual leaders)

How to Lead Up! Sharing the Alignment and Rationale for Exceeding Expectations with those Above You

Wk 6

Set & Give Flight (Individuals)

How to Best Share the Final Approved Performance Plans with Your Employees—weights and all (SHRA)!

Wk 7


I NEED MORE HELP!There’s More! Friday Full Cycle Performance Labs Register at http://uncw.edu/d2la/FullCyclePerformance.html

http://uncw.edu/d2la/FullCyclePerformance.html

courageous conversations · 2019. 12. 18. · courageous conversations. the starting point to...

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