Managing Performance Through Accountability Conversations

Managing Performance Through Accountability Conversations

Lenny Pollack, Ph.D.

Lenny Pollack is Professor of Practice in Penn State’s Department of Labor Studies and Employment Relations. Dr. Pollack develops and teaches online and residential courses in leadership, human resources, and leadership communications.Throughout his career, Lenny has been committed to improving the performance of individuals and organizations. He is a certified executive coach and has expertise in areas of leadership, performance management, survey design and administration, organizational development, group facilitation, change management, and strategic planning.

Before joining Penn State’s College of the Liberal Arts, Dr. Pollack served as the Director of the University’s Human Resource Development Center and Strategic Services and led workshops in leadership, management, planning, communications, and leading change. Lenny has also served as adjunct faculty in the University’s College of Education. Dr. Pollack has developed and delivered educational products for a variety of professionals representing several industries. Instructional programs and performance assessment tools authored by Dr. Pollack have been delivered via classroom instruction, print materials, conferences, self-study, clinical instruction in the workplace, audiotape, and instructional video. Lenny has a Ph.D. in Learning and Performance Systems and an M.Ed. in Counselor Education from The Pennsylvania State University, and a B.A. in Psychology from Indiana University of Pennsylvania.

Lenny Pollack, PhDLeadership Development & Executive

Coaching

• HRTMS is a Talent Management software company, based in North Carolina that includes:– : an on-line job description

management tool that allows you to maintain accurate &

up-to-date job descriptions

– : an automated system to accurately evaluate employee performance in your unique environment

– : web-based compensation solution that uses your Excel workbooks


Coaching

Lenny Pollack, PhD

Executive Coach Professor of Practice, Penn State

June 28, 2012

Managing Performance Through Accountability

Conversations

Today’s Agenda:Managing Performance through Accountability Conversations• Exploring the Scope of

Performance Management• Establishing Accountability

through Performance Standards

• Sustaining Accountability through Feedback

• Ensuring Accountability by Addressing Shortfalls in Performance


Coaching

Scope of Performance Management

• Organizational goals• Job responsibilities• Competencies• Standards• Feedback and notes• Annual review• Development goals• Consequences: Pay-for-performance / employment

status


Coaching

The Role of Performance Standards in Performance Reviews

• Assess progress toward standards of excellence.• Reinforce positive aspects of performance that

exceed standards.• Encourage continued development in areas that

fall short of established standards.


Coaching

Overview of Performance Standards

• Derived from organizational goals • Specific expectations for individual employee

responsibilities • Tool for shaping successful employee performance• Criteria for evaluating individual and group

performance


Coaching

Example of Links between Goals, Responsibilities, and Standards


Coaching

Company goal Improve customer service

Receptionist responsibility

Greet visitors

Performance standard

Greet all visitors with a friendly smile, offer them a beverage, and inform them how long he or she is likely to wait before being seen by a representative.

Using Standards to Foster Accountability• Inform followers up front of the standards that will

be used to assess performance• Establish benchmarks for desired performance • Increase followers' accountability for meeting

standards and achieving outcomes• Put followers in position to monitor their progress• Basis for employee development: Training,

coaching, and developmental feedback• Criteria for future performance reviews: Did

performance meet expectations?


Coaching

All quarterly reports will be up-to-date, submitted by the specified deadline, accurate, and error-

free.

Examples of Performance Standards• Each rest room will be spotless and fully-stocked

with supplies after cleaning.

• Each client will be greeted politely, offered a hot or cold beverage, and told approximately how long they are likely to wait before being seen by a representative.

• The new project filing system will be fully-implemented by July 1; and files will be searchable by date, client name, and project title with online help available to all users so that all staff are able to use the system without the need for training.


Coaching

More Examples of Performance Standards

• All project team meetings will begin with a review of the meeting’s goal and major discussion topics, adjourn the meeting within 5 minutes of the scheduled time, and conclude with a review of action items that describe individual tasks with due target dates.

• Monthly payroll action forms will be error-free and submitted for the manager’s approval at least two work days before each payroll deadline.


Coaching

Managing Performance through Accountability Conversations

• Exploring the Scope of Performance Management• Establishing Accountability through

Performance Standards


Coaching



Three-Step Process for Using Standards to Manage Performance

Plan and prepare in advance to communicate your expectations.

Delegate the task by communicating your specific expectations.

Follow-up by providing feedback to shape successful performance.

1. Plan 2. Delegate 3. Follow-up

Use performance standards that reinforce expectations when you plan to assign tasks, when you delegate, and when you

follow-up with feedback.

Step 1: Plan and Prepare in Advance

• Right person to do the job?• Room on their plate?• Realistic timeline?• Resources, guidance, and support?


Coaching

Step 2: Delegate the Task• Describe the expected outcome.

– Use SMART goals.– Define performance standards.– Specify a completion date.

• Inspire success.– Link the task to the employee’s unique

motivators.– Summarize benefits.– Express your confidence.

• Request commitment. • Emphasize consequences.

Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability. Lenny Pollack, PhD

Leadership Development & Executive Coaching

Step 3: Follow-up with Feedback

• Monitor and measure progress. • Give frequent feedback.• Coach for success.• Celebrate accomplishments.• Address shortfalls.

Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability.


Coaching


• Exploring the Scope of Performance Management

• Establishing Accountability through Performance Standards




Coaching

Possible Goals for Performance Feedback

• To inform followers of their effectiveness • To encourage improvement• To reinforce positive behaviors• To reward progressive improvement• To correct negative behaviors• To minimize future surprises• To increase employee engagement


Coaching

Characteristics of Constructive Feedback

• Helpful• Behavioral • Descriptive • Specific • Immediate • Continuous • Direct • Discussed • Constructive


Coaching

Skill Points for Giving Positive Feedback

• Describe the behavior.• Review the relevant performance standard. • Explain the upside of the positive behavior.• Discuss the employee’s perspective.• Express confidence in the employee.• Thank the employee for their good work.


Coaching

Skill Points for Giving Corrective Feedback

• Select an appropriate time and place.• Express your interest in the employee’s success.• Review the relevant performance standard.• Identify the behavior to be improved.• Explain the downside of the negative behavior.• Describe what acceptable performance looks like.• Discuss the employee’s perspective.• Agree on corrective actions.• Ask how you can help.• Express confidence in the employee.


Coaching


• Exploring the Scope of Performance Management

• Establishing Accountability through Performance Standards


Coaching



The Accountability Conversation: ERROR

• Expectation State the Expectation • Results Summarize the Result • Recover Describe how to Recover • Own Own it & Offer an apology • Recurrence Explain how to prevent a

Recurrence


Coaching

The Other-Directed Accountability ConversationExpectation What was your understanding of the

commitment you had made?

Results What do you see as the negative consequences of not getting this done?

Recover What will you to minimize the negative impact and make it right?

Own What do you see as your responsibility in this?

Recurrence What will you do to make sure this doesn’t happen again?


Coaching

The Self-Initiated Accountability ConversationExpectation I know that I had made a commitment

to…

Results I realize my failure to deliver has the following negative consequences…

Recover Here’s what I will do to minimize the negative impact and make it right…

Own I’m sorry that I dropped the ball and let you down…

Recurrence Here’s what I will do to make sure that it doesn’t happen again…


Coaching

Building the Foundation for Employee Accountability

When you make commitments to others, model personal accountability and set an example for direct reports by using the process below. • State the expected outcome, deadline, and

standards.• Own it.• Invite others to check-in.• Give advance notice of shortfalls.


Coaching

Key Points for Managing Performance through Accountability Conversations• Link standards to goals to increase engagement.• Use standards as a developmental tool.• Utilize standards as review criteria in performance

appraisals. • Follow the three-step process for using standards

to manage performance: Plan, delegate, follow-up.• Follow proven guidelines for giving constructive

positive and corrective feedback.• Remember “ERROR” when addressing shortfalls in

performance.


Coaching

Questions

Managing Performance Through Accountability

Conversations

Lenny [email protected]

Bill [email protected]

919.351.JOBS (5627)


Coaching

Business

Managing Performance Through Accountability Conversations