Vital Conversations Art and Science to retain, develop or discipline Every Leader is a coach of his/her team of employees Vital Conversations – Tools to assess and coach on performance to achieve the goals
Coaching High Achievers Reward Recognize Retain
How Do You Treat Your High Achievers? Ignore them? Say thank you? Give them more work?
Ignore Them? High Achievers are 32% more likely than under achievers to look for a job in the next year: – Lack of recognition – Feeling under rewarded – Are the most unhappy – Even when unemployment is high, have a pent-up demand to leave
Thank Them? 55% said they were never or rarely thanked by their boss. Maritz Incentives, St. Louis 2003
Retaining the High Achiever Solicit their input and opinions Provide challenging assignments Find opportunities for exposure beyond current role Reward and recognize Manage up
Retaining the Solid Performer Give feedback on their performance Be candid—Where they excel and where they only meet standards Agree on the development area Spend time with them Reward and Recognize Engage in discussions re: future
Reality Check In surveys of 32,000 health care workers, the lowest scoring item in the database is how effectively you manage poor performers. BLI Cultural Excellence Inventory Database
Are All Under Achievers the Same? Move them up with coaching and skill development Right bus, but wrong seat Wrong bus
Human Performance (Technical Skill vs. Behavior) Unacceptable Behavior Acceptable Behavior More Than Acceptable Behavior Technically Proficient Focused attention and disciplinary process Coach/Mentor Development, delegation and advancement Technically Competent Coaching and disciplinary process Coach/Mentor Coaching and mentoring Technically Incompetent Disciplinary process; evaluation of employment Focused training Focused training; Assessment for transfer to more appropriate position Coach Up Coach Out
Coaching Framework for Under Achievers Act early Be very specific Ask for their input Agree on a plan Set specific consequences Review frequently Provide encouragement
Great Leaders Avoid Common Mistakes Lack of clarity in communicating expectations Procrastination Tolerance Failure to coach
Skill Practice Individually prepare for a vital conversation using the Vital Conversation Planner Quickly brief a pair partner on the situation and practice the conversation using the Planner Discuss what went well and what could have been done differently Switch roles and repeat process
Leader Tips for Vital Conversations Coach with an attitude of helping Pay attention to your impact Focus on behaviors the employee can change Recognize people’s desire to do the right thing Know your “coaching communication style” Ask great questions and listen attentively New habits take time…but not that much
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