1. Moving Organizational Performance
High, Middle and Low Performer Assessment and Conversations

2. Assessment: How would you describe a High Performer?
Elicit feedback from managers.

3. Definition of High Performer
Meeting Title Here (on Notes Master)
Great attitude
Problem solves
You relax when they are scheduled
Good influence
Use of peer interviews
Pillar ownership
Brings solutions
Definition H
Professionalism
Role models policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Teamwork
Demonstrates high commitment to making things better for their team and organization as a whole.
Knowledge & Competence
Eager to change for the good of the organization. Strives for continuous professional development.
Communication
Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.
Safety Awareness
Demonstrates the behaviors of safety awareness in all aspects of work.
From Hardwiring Excellence, Studer (2003)
© Studer Group 3

4. Assessment: How would you describe a Middle Performer?
Elicit feedback from managers.

5. Definition of Middle Performer
Meeting Title Here (on Notes Master)
Definition
Good attendance
Loyal most of time
Influenced by high and low performer
Wants to do a good job
Could just need more experience
Helps manager be aware of problems M
Professionalism
Usually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Teamwork
Committed to improving performance of their team and organization. May require coaching to fully execute.
Knowledge & Competence
Invested in own professional developments. May require some coaching to fully execute.
Communication
Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff.
Safety Awareness
Demonstrates the behaviors of safety awareness in all aspects of work.
© Studer Group 5

6. Assessment: How would you describe a Low Performer?
Elicit feedback from managers.

7. Definition of Low Performer
Meeting Title Here (on Notes Master)
Definition
Points out problems in a negative way
Positions leadership poorly
Master of “We/They”
Passive aggressive
Thinks they will outlast the leader
Says manager is the problem L
Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.
Professionalism
Teamwork
Demonstrates little commitment to their team and the organization.
Knowledge & Competence
Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.
Communication
Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.
Safety Awareness
Performs work with little regard to the behaviors of safety awareness.
© Studer Group 7

8. Meeting Title Here (on Notes Master)
The Beginning… H M L
From Hardwiring Excellence – Quint Studer 2003
© Studer Group 8

9. The Gap is Uncomfortable
Meeting Title Here (on Notes Master) H H M
Gap is
uncomfortable M L L
From Hardwiring Excellence – Quint Studer 2003
© Studer Group 9

10. Meeting Title Here (on Notes Master)
The Gap is Intolerable
Meeting Title Here (on Notes Master) H
The
Wall H M H M
Gap is
Intolerable M
Gap is
uncomfortable L L L
© Studer Group 10

11. Results Decline H H H M H M M M L L L L The Wall
Gap is
intolerable
Results
Decline M
Gap is
uncomfortable L L L L
From Hardwiring Excellence – Quint Studer 2003

12. Over the Wall H M H H M H M M L L L The Wall
Gap is
intolerable
Gap is
uncomfortable M L L L
From Hardwiring Excellence – Quint Studer 2003

13. High, Middle & Low Conversations
Notice the body language in these photos. Which scenario is best? Why?

14. What do we say at High Performer Meetings?
Elicit suggestions from the managers.

15. Moving the High Performers
Tell them where the organization is going
Thank them for their work
Outline why they are so important
Ask is there anything you can do for them
In pairs, role play a high performer conversation. Report back to the group.

16. What do we say at Middle Performer meetings?
Elicit suggestions.

17. Moving the Middle Performers
Meeting Title Here (on Notes Master)
Reassure individual goal is to retain
S : Support
Describe good qualities
C : Coach
Cover development opportunity
Reaffirm good qualities
Role play a middle performer conversation. Report back.
© Studer Group 17

18. What do we say at Low Performer meetings?
Elicit suggestions.

19. Low Performer Conversations
Meeting Title Here (on Notes Master)
Do not start meeting on a positive note
D : Describe
Describe what has been observed.
E : Evaluate
Evaluate how you feel.
S : Show
Show what needs to be done.
K : Know
Know consequences of continued same performance.
Follow up
Role play and report back.
© Studer Group 19

20. What Has Been Accomplished?
Meeting Title Here (on Notes Master)
Leader demonstrates concern and care for team member.
Leader demonstrates commitment to team member’s professional development.
Leader affirms and shows appreciation for high and middle. We re-recruit our best people.
Leader lets low performer know exactly where he/she stands and next steps for his/her performance.
© Studer Group 20

21. What Does a Strong, Vibrant Workplace Look Like?
Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
At work, do I have the opportunity to do what I do best every day?
In the last seven days, have I received recognition or praise for doing good work?
Does my supervisor, or someone at work, seem to care about me as a person?
Is there someone at work who encourages my development?
From “First, Break All the Rules” – Buckingham & Coffman 1999

22. What does a strong, vibrant workplace look like?
7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow.
From “First, Break All the Rules” – Buckingham & Coffman 1999

23. Key Concepts
“Tough love” works. Confront poor performance while keeping the relationship in tact.
Move quickly on low performers.
You might feel uncomfortable while doing the right thing.
From Difficult Conversations – Stone, Patton & Heen 2000

24. Over the Wall M H L
Gap is
uncomfortable
intolerable
The
Wall

25. A great _____, but a low performer
Terrell Owens – NFL wide receiver who has been traded 6 times since Turns out TO is a brilliant football player, but his actions on the off the field have led to many league fines as well as frequent penalties for his team. He is a low performer.

26. Your Challenge Rate your own staff. HML
Schedule HML Performer meetings.
Work with HR on plans to work with Low Performers.
Share your plan with Human Resources and your senior leader.
Give due dates and schedule follow up meetings to discuss each manager’s HML strategy.