Chapter 6: Principle 4 Assessing your Team High/Medium/Low LDI2

Today’s Goals… Understand WHY we have HML conversations Understand how to identify HML performance Learn to have effective mentoring/coaching The McNair Group

It’s difficult to juggle all that we’re asked to handle Goals Students/Patients Tasks

People’s Personalities The McNair Group Goals Students/ Patients Tasks

Definition Of High, Middle and Low Performers Come to work on time Good attitude Problem solve You relax when you know they are on the job Good influence Use for peer interview H Good employees Need a little development Make or break your workforce Behave like high performers, but not as consistently M L Negative influence Take up lots of time Refuse to adapt to change Can appear as informal leader

Movement of H-M-L Performers Gap is intolerable M H EXCELLENCE Gap is uncomfortable M L L L

Goal: Move The Entire Performance Curve

Wild guess – what % of the team in your area would you say is HIGH performing? Less than 5% 6 – 10% 11 – 20% 21 – 40% 41 – 60% Over 61%

Wild guess – what % of the team in your area would you say is HIGH performing? Less than 5% 6 – 10% 11 – 20% 21 – 40% 41 – 60% Over 61%

How would you honestly rate your performance? HIGH Medium Low

How does your area match? Usual percent breakdown of HML staff: High: 30% Middle: 60% Low: 10% 75% of LPs move to MPs after having HML conversation 25% of LPs leave the organization

So why do we need this?

Some are COMFORTABLE with where things are now…

Prior to MUSC Excellence Yet only 2 of 10 Key Performance Indicators were met! Prior to MUSC Excellence

Impact after MUSC Excellence

Most tend to take High Performers for granted “According to a new study by Leadership IQ, almost 1 in 2 high performers are actively looking for other jobs (they’re posting and submitting resumes, and even going on interviews).

Performance-based Leadership Ignore negative behavior and it will increase Ignore positive behavior and it will decrease

Impact of Low Performers They Make Us: Exhausted Frustrated De-motivated Embarrassed They Make Our Co-workers & Customers: Angry Complaining Non-supportive …Go elsewhere

What is your primary reason for putting off LOW performance coaching? Not easy for me to be the bad guy I feel like he/she is trying/making an effort I’m expecting him/her to be defensive Other

Stop a “No, But’s” Culture “ But they are good at their job” “But they’re really making an effort” “ But I need them right now!” BUT…BUT…BUT…BUT…

Four Components Define Identify Coach Take Action Use 90-Day Plans!

What is High Performance? Four Components #1 Define What is High Performance?

Utilize your definitions Four Components Utilize your definitions #2 Identify

IDENTIFY Complete Tracking Log

Learning effective coaching Four Components #3 Coach Learning effective coaching

Mixed Signals

Feedback Styles YOU The Receiver Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Feedback Styles … too much at once Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Feedback Styles … coddlers Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

The Principles of Effective Communication Focus on the ideal that you want, not on the person that’s not doing it. Maintain the self-esteem of others. Use “I” language…Avoid “You” and “But” Discuss specifics to make things better The McNair Group Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Rule of Thumb It shouldn’t take you any longer than 30 seconds to state the reason for your feedback (and then ask a question) If it does, you are talking too much, or you are trying to cover too many things. The McNair Group Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Feedback Steps… D E S K Describe the ideal behavior you seek, and share your specific observations. End with a question of how they see things. Explain the impact of their behavior. Show/Tell exactly what needs to be done. Know the consequences if changes do not occur. The McNair Group Pitfalls: Confusing feedback with “getting it off your chest.” Too much at once Make it business related so they can see the impact of their actions on others. Not listening because you want to jump to your ideas. Providing excuses for them. Filling in the silences. 6. Skipping this step.

Review Skill Practice Sheet Effective Coaching Review Skill Practice Sheet USING KEY WORDS!

Four Components Talk to HR Follow 90-day Plan Set goals #4 Take Action

Develop the Skill to Talk with LOW Performers Get support - talk with someone Use Human Resources Role-play before actual discussion Keep in mind the damage LPs do Envision how it will be without them

How prepared are you to begin coaching HML? Very comfortable Pretty good Need to practice, but have the tools Need more training

Practice, Practice, Practice Role Playing Divide into teams of three: Mgr & Employee and Observer Rotate the roles The McNair Group Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Concurrent Sessions Rounding Measurements Putting MUSC Excellence into our Context More HML Coaching The McNair Group Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Linkage Grid & Evaluations Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________