1. A Model Workplace: Critical Conversations August 6, 2013

2. Mission Driven DOI: Protects and manages the Nation’s natural resources and cultural heritage; provides scientific and other information about those resources; and honors its trust responsibilities or special commitments. BLM: Sustains the health, diversity, and productivity of the public land for the use and enjoyment of present and future generations.

3. A Model Workplace at the BLM Stresses factors such as openness, information sharing, respect, and objectivity: – Clear terms of reference and standards – Effective communication processes and tools – Ground rules for dealing with interpersonal conflict A highly skilled workforce that reflects the diversity of the Nation,... and an effective and efficient management/employee relationships. Allows us to get to root causes of issues; address not just behavior, but factors driving behavior.

4. Management Responsibility Create a professional, healthy, and caring climate. Promote sincere, open communication among management and employees; and, Create a safe working environment to allow for effective communications as the other party may be more receptive.

5. Managing in A Model Workplace The 80/20 Rule. Managers are accountable to address issues, but employees are responsible for the outcome of issues. Focus on employee problems and not problem employees.

6. Managing in a Model Workplace (Continued) Be open, honest and consistent. Set expectations early, and keep them fresh and clear. Encourage positive, timely feedback. Focus on outcomes not personalities. Address not just behavior, but factors driving behavior – root causes.

7. Employee Responsibilities in A Model Workplace Abide by laws, regulations, rules, & policies. Choose to perform job and contribute to team. Responsibility to be a “Part of the Solution” vs “Part of the Problem.” Choose to accept responsibility and change behavior or face consequences.

8. Communicating with Employees Listening is more important than talking. Effective Communication is critical in building trust and mutual respect. Open and honest communication is the most effective form of communication. Employees may forget what you said, but they will not forget how you made them feel.

9. Options in Conducting Critical Conversations Many conversations turn critical because of misunderstandings and different perceptions about the message being sent. When we face potential critical conversations, we can (1) avoid them, (2) face them and handle them poorly, or (3) face them and handle them well.

10. When Do We Have Critical Conversations? Every day on topics such as: – Employee interactions – Manager-employee interactions – Work distribution – Work deadlines – Department interdependencies – Employee conduct – Employee performance

11. Key Components of Critical Conversations The skill of the Initiator. The receptiveness of the Other Party. The creation of a moderately Safe Environment to have the conversation.

12. Sources of Conflict Chris Moore’s The Mediation Process RelationshipMiscommunication, stereotyping, power struggle, strong emotions DataLack of info, misinformation, interpretations, views on relevancy InterestPerceived or actual competition, procedural interests, psychological needs StructuralTime constrains, resources, processes, policies ValueWhat you personally hold important, personality differences

13. Setting Up the Conversation Select the right place – quiet, private, where you can hear and be heard. Allow yourself ample time for the conversation. If necessary, write down what the problem is, which policy it violates, and why it can’t be tolerated.

14. Conducting the Coversation NEVER conduct a meeting when your emotions are still raw. State the problem and why it’s a problem. Be respectful – talk about the problem not the person. Speak for yourself – not your Director. Invite cooperation – “How can we fix this”.

15. Uncovering Issues Issues SecurityBelongingSelf-EsteemIssuesWell-beingDignity Respect

16. Recording the Conversation At the conclusion, ensure that understanding is achieved. Encourage the employee to meet the desired standard. Inform the employee that you will commit the meeting to writing (Memorandum for Record). Allow the employee an opportunity to speak.

17. Manager’s Took Kit Discussion Letter of Warning Letter of Counseling Performance Counseling Leave Restriction PIP Letter of Reprimand Suspension Indefinite Suspension Demotion Removal

18. Memo For the Record (MFR) Date, from, subject. Identify the participants and the event. Summarize the conversation. Include the policy issue, if appropriate. Write the results. Include the counseling completed by the manager to the employees. Sign when completed.

19. Recap Manager: Say what you mean and mean what you say. Be direct and honest. Don't dance around the issue or play games. Encourage feedback to ensure the message was accurately received. Employee: Face the message sender and maintain eye contact. Nod, smile, or occasionally make affirmative vocalizations or other responses that tell the sender you're paying attention. Wait for the person to complete a thought without interrupting to express your own ideas. If you're not sure you understand the message, ask questions and seek clarification. Paraphrase what you heard so the sender can be sure you got the right idea.