Johari ’sJohari ’s WindowWindow  Known to self Unknown to self

Know

n to others U

nknown to others

OPEN GROWTH OPPORTUNITIES

HIDDEN PRIVATE

Known to both self and others

Unknown to self, but known to others

Unknown to both self and others

Known to self, but unknown to others

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The Morale Mandate

Low Morale Work Environment

High Morale Work Environment

“You can pay me for my back…you can pay me for my hands…but I volunteer my heart, and I volunteer my brain.” - Stephen Covey

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Where does workplace morale come from?

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The four main sources of workplace morale

Workplace Morale

15% The

__ __ __ __ __ __ __ __ __ __

25%

The __ __ __ __

40%

__ __ __ __ __ __ __ __ __ __

80% of exiting employees aren’t quitting their job…they’re quitting

their ___________.

20%

Your __ __ __ __ __ __ __ __ __

__

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The The Three Levels of Skil ls Three Levels of Skil ls

_____ ________

Skills

________________________ Skills

________________________

Skills

Flexibility, how we handle stress, teachability, being non-defensive, listening and

communicating effectively…

The ability to write a brief, give an IV, repair a computer, or play the piano…

Delegation skills, computer skills, public speaking, management skills…

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Behavioral-Based Adapative Skills: The 4 Stages of Development

 

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Great Listening Skills

(In 6 Component Parts)

The Behaviors 1. 2. 3. 4. 5. 6. The Internal Stuff

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The Top 15

(for building healthy organizations) 1. Show people C __________________ and R __________________

2. A__________________ for your employees and for the group

3. C______________, C______________, C______________,

(3 times for emphasis) 4. Be f __ __ __ & equ __ __ __ __ __ __ 5. Involve others in ______________________.

6. Give them aut __ __ __ __ __ & t __ __ __ __. 7. Ask for (and be open to) _____________________

8. Deal with & fix ______________________

9. Be ap __ __ __ __ __ __ __ __ __ __

10. Give r __ __ __ __ __ __ __ __ __ __ & t __ __ __ __ __.

11. Hold people a __ __ __ __ __ __ __ __ __ __ 12. Be a __ __ __ __ __ __ __ __ & r __ __ __ __ __ __ __ __ __

13. Follow __ __ __ __ __ __ __ & follow __ __ 14. Make your ____________________ clear 15. Provide r __ __ __ __ __ __ __ __ & t __ __ __ __ __ __ __.

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The Top 15

(for building healthy organizations) ME

1. Show people C __________________ and R __________________

2. A__________________ for your employees and for the group

3. C________________, C________________, C________________ (3 times for emphasis)

4. Be f __ __ __ & equ __ __ __ __ __ __

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5. Involve others in ________________________.

6. Give them aut __ __ __ __ __ & t __ __ __ __. 7. Ask for (and be open to) _____________________

8. Deal with & fix ______________________

9. Be ap __ __ __ __ __ __ __ __ __ __

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10. Give r __ __ __ __ __ __ __ __ __ __ & t __ __ __ __ __.

11. Hold people a __ __ __ __ __ __ __ __ __ __ 12. Be a __ __ __ __ __ __ __ __ & r __ __ __ __ __ __ __ __ __

13. Follow __ __ __ __ __ __ __ & follow __ __

14. Make your ____________________ clear 15. Provide r __ __ __ __ __ __ __ __ & t __ __ __ __ __ __ __.

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Understanding & Managing the

Power Differential

The “power differential” has 3 distinct ingredients: 1. The actual ____________________

Question: In what areas do you have power over your employees?

Question: How do adults feel about others having power over them?

2. The employees’ own _____________________

Question: Where does this “lens” come from?

What is the Power Differential? The four stages of dependency

Dependence

( )

_________dependence

( )

_______ dependence

( )

_________dependence

( )

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3. Your _____________________________ Question: What behaviors could exaggerate the power differential?

Question: What behaviors could mitigate the power differential?

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Excellent One-on-One Meetings with Employees Regularly scheduled one-on-one meetings are a way to:

• Offer caring and support. Though you should not pry into employees’ personal lives,a one-on-one meeting gives them an opportunity to tell you anything that might shedlight on their workplace performance.

• Provide accountability. This is a good way to follow up on action plans, set goals, andmonitor performance.

• Give employees a voice. Employees can ask questions, offer suggestions and givefeedback and concerns. These meetings will “open the door” for more introvertedindividuals who don’t take advantage of your “open door policy.” Some people will waituntil things are at a crisis point before they knock on your door, and some won’t knockat all. An “open door policy” is not proactive. Regular meetings are.

• Train, mentor, and orient. These meetings can provide a consistent time for new andlonger-term employees to continue their training and orientation.

• Thanks, recognition and praise. These meetings can help you avoid the “Honey, Itold you I loved you when I married you – I’ll let you know if I change my mind”syndrome.

• Establish your working relationship. These regular conversations will cementsupervisory relationships and support clear lines of reporting/accountability.

• Give you important information. This is a wonderful way for managers to gaininsights into the health and functioning of the organization—an alternative to water-cooler talk that might not be productive or result in positive action.

• Allow you to give advice. You can provide coaching opportunities for employees whohave complaints about other employees.

Logistics: • If you have 8 or fewer employees, it’s best to have monthly meetings lasting between 20

and 30 minutes. If you have more than 8 direct reports, aim for every other month.• Meetings should take place in a quiet, confidential place. If there isn’t a spot on-site,

consider scouting out a nearby coffee shop.• Meetings should only be cancelled because of unavoidable circumstances. Strive to

have the meeting even if the employee asks to cancel it because s/he has nothing totalk about. Once the two of you are seated, it’s often surprising what comes up.

• Document (in the employee’s informal file) anything of note that is discussed so you canrefer to it in a subsequent meeting—action plans, changes of schedule, employeerequests or needs, results of brainstorming, etc.

• If any “to-do’s” come up for you as the supervisor, be sure to make note of these andfollow up with your employee in a timely manner. If, at the next meeting, you have notaccomplished your action items, it’s helpful to acknowledge this and set anew “by-when.”

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Excellent One-on-One Meeting Skills

Principles:

1. Try for a _________________________________ balance.

2. Asking great questions!

• Avoid ____________________________ questions.

• Include the ____________________________ in your questions.

• Do ask ____________________________ questions.

• Don’t ask ____________________________ questions.

• Do ask____________________________questions.

• Don’t play ____________________________.

• Consider ____________________________ the questions.

• The timing of “____________________” and “____________________” questions.

3. Don’t do too much _________________________.

4. Don’t start with ____________________________________.

5. Don’t ____________________________________.

6. Bring _______________________, not ______________________.

7. Save general ________________________________ for meetings.

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Excellent One-on-One Meeting Questions and Topics

Sample questions:

Other one-on-one meeting topics:

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Feedback PrinciplesReceiving Feedback

PRINCIPLE 1: Take it like you take a ______________. You don’t have to ultimately own it. But you have to at least:

_________________ it, _________________ it, ___________________________ about it.

PRINCIPLE 2: The Goal: __________ like you’re not feeling defensive….no matter how defensive you’re feeling!

Behaviors

1.

•

•

2.

•

•

•

3. The “______________________” statement

4. The choice point

•

•

•

5.

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Giving Feedback PRINCIPLE: Each step is designed to reduce the other person’s______________________

Don't Do

Before you begin:

1. _____________________, at least a little

2. Ask ____________________________

3. No “ ___________________” feedback

4. Don’t make people ________________

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The only three things you can give feedback about

The three things you cannot give feedback about

1)

2)

1)

2)

A few words about notes and email:

A few words about positive feedback:

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TRIANGULATINGTRIANGULATING WITHIN AN ORGANIZATION

(The “negative workplace” environment)

Trust and respect, both of which must be continually strengthened in order for an organization to be healthy and effective, are undermined when group members engage in “triangulating” among themselves.

“Triangulating,” simply put, refers to the communication of negative thoughts or feelings about someone to someone else. When this normal human tendency is allowed to go on habitually and unchecked in an organization, low morale is the result, which leads to mistrust between people, paranoid-like behaviors, anger outbursts, hurt feelings, high staff turn-over, misunderstandings and misinterpretations among people, inefficiency, ineffectiveness, and more.

What is Triangulation? In the following diagram, A through H represents people within (A through G) and outside (H) the organization.

H

A has a problem with B. This problem might be hurt feelings, annoyance, or frustration over something B said or did (or didn’t do); it might be anger toward B or a negative opinion of B or B’s work habits, personality, or communication style. Now, try to imagine this “problem” as actual physical energy that needs to go somewhere. Where does it go? Unfortunately it often goes to C, often in the guise of “needing someone to vent to” or “trying to get an objective person’s view point.”

Results of Triangulating Within an Organization Ø C is in danger of having his own opinions of B negatively and unfairly influenced.Ø C may now wonder, “What is A saying about me behind my back?” Trust is damaged and fear is created.Ø C may share some version (however skewed) of the “problem” with D, who may share it with E.Ø Inevitably, B finds out that people are talking about her, and may hear some convoluted version of what was actually

said, which can be devastating and only serves to alienate B from those she should be able to trust and respect.

Soon the negative communication can look like this diagram (or worse), and trust and respect between people plummets:

H The negative workplace environment!

G F

A D

C B E

G F

D

A C E

B

B E

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The Alternatives to Triangulating There are five healthy ways for A to avoid the destructiveness that always comes from triangulating.

1. Go

2. “G ”

3. Go

4. Go

5. Engage in

When you’re the boss When an employee comes to you with concerns, hurt feelings, anger, or frustrations about a co-worker, you have many options from which to decide:

Ø Option 1 – Decline: Explain to A that you’re not going to do anything, and help him to see that the issuesreally shouldn’t be on their radar, either. It’s a “no big deal” issue, and A needs to “let it go.”

Ø Option 2 – Coaching: Talk A through the situation and coach her in going directly to B. You can alsoencourage her to come back and report to you how it worked out.

Ø Option 3 – Mediate or arbitrate: Meet together with A and B to problem-solve, do conflict resolution, helpclarify role clarity confusion, review policies, etc.

Ø Option 4 – Own the problem: Let them know that you will deal with the problem – then deal with it! Becareful not to jump to this option unless the problem, for whatever reason, appears to be beyond that whichcan or should be solved directly between persons A and B.

When you’re person C (someone who is being triangulated into a situation) When a co-worker comes to you with negative feelings/statements regarding another co-worker:

1.

2.

3.

4.

5.

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Copyright © 2002 Michael Nash. All rights reserved Revised 7/04

DECISION MAKING PRINCIPLES FOR PARTICIPATORY MANAGEMENT

LEADER  DECIDES   GROUP  DECIDES  

Decide and Tell Collaborative Group Decision Delegation

STYLE #1

Decide & announce your decision

Ask for a paraphrase to make sure you have

been clear

STYLE #2

Make a tentative or partial decision, get

ideas from the group, then decide.

STYLE #4

Vote Leader has one vote &

gives up veto power

STYLE #6

Delegate the decision Be clear about parameters

of freedom

STYLE #3

Solicit ideas and recommendations;

then decide.

STYLE #5

Consensus Each person has had a chance to influence the decision, and all have

agreed to support the final decision

PRINCIPLES 1. Leader decides how to decide

2. Leader states which style is being used… Make style choice clear to all involved

3. Tell the truth about the style you are using

4. If the leader doesn’t state which style is being used...ask!

5. Honor the group’s role of using their influence with you

6. Honor leader's role in leading and making decisions

7. All styles are effective in different situations… Develop your flexibility

8. Give the leader feedback regarding his/her decision making choices

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Corrective actions made easier

Proactive Steps:

Th

e

be

ha

vio

r

MENU ITEMS: (not a recipe!) Verbal

Warning Written

Warning Oth

er s

teps

Terminate

Conversations: 1.

2.

3.

4.

Group Interventions: 5.

6.

7.

8.

9.

10.

11.

12.

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Coaching Preparation Worksheet

Employee____________________________________________________ Date___________

BehaviorWhat is the performance problem that concerns you? Describe the problem in terms of behaviors only. What is the employee doing or not doing that concerns you? Be as specific and concrete as possible, including examples.

ImpactWhat is the impact of the performance problem? Why does this concern you? What is the impact on the team, customers, quality of service? What is the potential impact of a lack of change on the employee’s part?

Replacement behaviorsWhat do you want to see the employee doing from now on? (Otherwise known as “coaching.”) Be so clear in your description of “replacement behaviors” that there is no doubt about the expectations from this point forward.

ConsequencesWhat will you do next if you see no improvement? (Optional) What might be the next step if the behavior fails to change? Are there any consequences you want to discuss if improvement isn’t satisfactory? (And include time frames, if any.)

How you’re going to help How do you plan to support this employee in his/her efforts? Will you have regular meetings for three months to discuss progress? Does the employee need more training or mentoring? An altered schedule?

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Ø NOW ADD:

Q

A

P

E

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