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LeadershipDevelopmentProgram
Leader’sGuide
Abouttheprogram 3
Howtousetheforms 5
SampleAgenda 6
Lesson1:UnderstandingBurnout 7
PersonalEngagementGraph 9
Lesson2:FindingTheRootCause(s) 10
Lesson3:ALookInTheMirror 12
Lesson4:TheBusinessofBurnout– Part1 14
Lesson5:TheBusinessofBurnout– Part2 16
Lesson6:TheBusinessofBurnout– Part3 18
Lesson7:ALeader’sRoleinBurnout– Part1 20
Lesson8:ALeader’sRoleinBurnout– Part2 22
TheLastWord(finalmeeting) 24
BlankMeetingAgenda 26
AboutMattHeller 27
Table of Contents
©2017PerformanceOptimistConsulting
Congratulations!
Youhavejusttakenthefirststepinpreparingyourteamstoeliminateorovercomeburnoutinyourfacility!
Whyisovercomingburnoutimportant?
Theperformanceofyouremployeesistrulywhatdeterminesyoursuccess.Whentheyareburnedout,unproductive,unmotivatedandhardtoworkwith,theyhaveanegativeimpactonmorale,teamwork,guestserviceandultimatelyyourbottomline.
Howtousethisprogram:
Theprogramconsistsofthreepieces:• TheMythofEmployeeBurnoutbook(instructorandstudent)• LeadershipDevelopmentProgramLeader’sGuide(instructor)• LeadershipDevelopmentProgramParticipantWorkbook(student)
Whencombined,thesethreepiecescreateapowerfulresourceofinformation,facilitatedskillbuildingandpersonalreflectionthatteachesleadershowtoengageemployeesandovercomeoreliminateburnout.
Thebookisusedmuchlikeatextbookwouldbeusedinacollegecourse…chaptersareassignedthendiscussedatspecificintervals.Theworkbookisforstudentstocapturetheirthoughtsandimpressionsofthematerialasawaytospurconversationwhenthegroupmeets.Finally,theLeadershipDevelopmentprogramwalkstheinstructorthrough8pre-plannedmeetingstoreinforcethecontentandbuildskills.
The8sessionsareplannedinaspecificordertonotonlyfollowthebook,butalsotobuildoninformationastheprogramgoeson.Itmightbetemptingtojumptoacertainsection,butindoingsoyourisktryingtobuildaskillforwhichthestudentdoesnothavethenecessarybackgroundorcontexttofullyunderstandit’smeaning.
Foreachsession,thereisapre-formattedagendawiththetopic,questionsfordiscussionandactionitems.Theactionitemsarecritical!Withoutputtingtheinformationintopractice,itisuseless.
Itisrecommendedforthemeetingleaderstocompletethereadingsandworksheetsalongwiththeparticipantstobeabletoguidethediscussionsfrompersonalexperience.
Becausethisprogramishighlyinteractiveanddiscussionbased,itisalsoimportanttoestablisha“safezone”whereideascanbesharedwithoutthefearofrepercussions.
3 ©2017PerformanceOptimistConsulting
OneachformthereisalsoaspotforFollow-UpandRecognition.Theseareleftblanksotheinstructorcanfillthatinwithtimelyinformation.Forexample,thefollow-upsectionshouldbeusedforaskingabouttheactionitemsfromthepreviousmeetingorthingsthathappenedinthetimebetweenthemeetings.Thisshowsthattheyareimportantandthereisaccountabilityforcompletingthesteps.
Therecognitionsectionshouldbeusedtospecificallyrecognizeamemberoftheteamwhodidsomethingoutstandingrecently.Itcouldbesomethingwiththemapplyingwhattheylearnedthroughthisprogram,oranythingelsethatdeservesattention.Sincerecognitionissuchanimportantfactorinovercomingoreliminatingburnout,itshouldbepracticedandreinforcedateveryopportunity.
Logistics
Alsoincludedoneachagendaarelogisticssuchasmeetingleader,date,time,location,materialsneeded,etc. Theseareallcriticalcomponentsofthemeetingthatshouldnotbeleftuntilthelastminute.
Itcanalsobeagoodideatorotatethemeetingleaderstogivepeopletheopportunitytorunameetinglikethis(asadevelopmentopportunity)butalsotoseehowpeopledealwiththesesituations.Differentleadershavedifferentstyles,anditcanbebeneficialfortheattendeestobeexposedtothosestyles.
Timing
Sincethereare8meetingagendas,youcanspreadthisprogramoutover8weeks,or8months,dependingonwhatworksforyouroperation.Seasonaloperatorswouldbenefitfromtheshorterinterval,potentiallyevenstartingsomeofthesessionsbeforetheseasonstarts.Manycompaniesdoleadershiptrainingwiththeirseasonalleaderspriortoopeningday,sohavingsomeofthisbackgroundearlyonwouldhelpsetthemupforsuccess.
Accountability
Theprogram,thebook,andtheworkbookaregreattools,butonlywhenusedtoimproveperformance.Leadershaveatremendousimpactontheirstaff,whohaveatremendousimpactonyourbusinessandbottomline.Itisrecommendedthatthosegoingthroughthisprogramareheldaccountabletotheexpectationsofparticipationandperformance,justastheyshouldbeforanyotherareaoftheirresponsibility.
4 ©2017PerformanceOptimistConsulting
Thefollowingitemswillhelpprepareforyoursessions:
Meetingleader:Themeetingleadercanrotatetodifferentpeoplewithintheteam.
Date:Beconscienceofotherthingsgoingonintheoperationthatcouldnegativelyeffectattendanceorattentiveness. Trytokeepitconsistentweektoweek(ormonthtomonth).
Time: Sameconsiderationsasmeetingdate.
Location:Themeetingspaceshouldbeanappropriatesizeforthegroup,withchairs,tables,goodlightingandminimaldistractions.Itshouldalsobeabletoaccommodatetheactivitiestakingplace,forexampleifyouneedtoshowavideo,powerpointorneedalargeopenspaceforagroupactivity.Thelocationcanchangefromtimetotimeforachangeofsceneryorasneedschange.
Duration:Similarconsiderationsasdateandtime.30-60minutesisgenerallygoodtopresentatopic,havesomediscussionanddiscussfollow-up.Whateveryousaythedurationisgoingtobe,besuretokeepyourmeetingatorunderthattimeframe.
Materialsneeded:Pens,books,papers…anythingthatyouneedtorunthemeeting,orwhatparticipantswillneedtobringwiththem.Thiscouldbephysicalmaterialsorideasyouhaveaskedthemtoconsiderbeforethemeetinghappens.
Invitees:Listofwhowillbeexpectedtoattend.
Thefollowingitemswillhelppreparethemeetingcontent:
DefineYourTopic• Whatdoyouwantthemtoknow?• Whatdoyouwantthemtodo?• Whatdoyouwantthemtofeel?• Whatgapinknowledgeorskillareyou
tryingtoaddress?• Whatshouldtheybedoingthattheyare
not?
DefineYourResource• ThiscouldbeavideofromYouTube,a
podcast,ablogpostoramovieclip• Makesureitemphasizesyour
maintopic• Ifpossible,allowemployeestoread/view
beforethesessiontogeneratediscussion
PlanYourQuestions• Thinkaboutyourtopicandwhatyouwantpeopleto
takeawayfromthetraining• Useopen-endedquestionstogeneratediscussion
• Anopen-endedquestioncannotbeansweredwithayesorno
• Example:Whatisthemostchallengingexperienceyouhavehadwithaguest?
DetermineActionItem• Assignonethingyouwouldlikeyourstafftotry
thisweek/month• Beflexibleenoughtotakesuggestionsbasedon
discussion• Letthemknowhow/whenyouwillfollow-up• FOLLOW-UP!
OvercomingBurnout:Howtousetheforms
5 ©2017PerformanceOptimistConsulting
LearningMeetingDetails
Date: Time: Location: Duration:
Materialsneeded: Invitees:
Resource:Pagesinbook,video orarticle
Notes:
Mostlypre-populated withnotesfromthebook,butalsoroomforyoutoincludethingsyouwanttotalkabout,i.e.,incidentsthatsupportedordetractedfromtheweeks’lesson.
Questions fordiscussion:
Mostlypre-populated withquestionsfoundattheendofthechapters,butalsowithroomtoaddyourownbeforethemeetingoraddmoreasthediscussiongoeson.
Assignment:What’snext?Specific stepsthatcanbetakentoturnideasintoaction
Pre-populated withsuggestions,butthereisalsoroomforyoutoassigndifferentactionitemsasneeded.
OvercomingBurnout:SAMPLE
MeetingLeader_____________________Jeff McNamara
6/23/16 8:00 am Training Room 30 min.
Flip charts, markers Rides Section 3 Sups
Follow-up:Ask aboutactionsteps– whodidthem?Whatwastheirexperience?(leftblankonsheet– tobefilledoutbeforethemeeting)
Recognition:Positiverecognitionforsomething goodthathappenedsincethelastmeeting.(leftblankonsheet– tobefilledoutbeforethemeeting)
Meetingtopic:Area ofdiscussionforthatmeeting
6 ©2017PerformanceOptimistConsulting
LearningMeetingDetails
Date: Time: Location: Duration:
Materialsneeded: Invitees:
Reading:TheMYTH ofEmployeeBurnout- Pages11-22
• Ourownengagementlevelinfluencesthebehaviorsandhabitsthatleadtoburnout.• Burnoutdoesn’thappenovernight.Inordertoaddressandeliminatetheburnoutbehaviorswesee
whentheyoccur,wehavetolookfortheinfluencesthatcreatedthehabitsinthefirstplace
Questions fordiscussion:• Whatdowetypicallythinkcausesburnout?• When doesburnoutgenerallystarttoshow?Inus?Inouremployees?• Whathavewetriedinthepasttoovercomeburnout?Hasitworked?
Assignment:StartTrackingEngagement
1. Onpage5of theMythofEmployeeBurnoutParticipantWorkbook,recordyourcurrentengagementlevel.Revisitthisateachmeeting,comparingyourlevelofengagementtothatofyouremployees.
2. Readchapter3,completepage6intheMythofEmployeeBurnoutParticipantWorkbook.
Lesson1:UnderstandingBurnout
MeetingLeader_____________________
Follow-up:
Recognition:
Meetingtopic:UnderstandingBurnout
7 ©2017PerformanceOptimistConsulting
Based onthereadingforthislesson,answerthequestionsbelowandbereadytodiscussinclass.
Whatisthe“myth”ofemployeeburnout?
Howmucheffortshouldweexpectfromouremployees?
Howcouldaleaders’engagementlevelimpactburnout?
Howlongdoesittakeforburnouttosetin?
ParticipantWorksheet
Lesson1:UnderstandingBurnout
Reading:Forward,Chapters1&2- pp11-22
8 ©2017PerformanceOptimistConsulting
Assignment:StartTrackingEngagement
1. Onpage5of theMythofEmployeeBurnoutParticipantWorkbook,recordyourcurrentengagementlevel.Revisitthisateachmeeting,comparingyourlevelofengagementtothatofyouremployees.
2. Readchapter3,completepage6inTheMythofEmployeeBurnoutParticipantWorkbook.
9 ©2017PerformanceOptimistConsulting
MyEngagementLevel:Eachweek,rateyourpersonalengagementlevel(1=low,6=high.)Comparethistotheengagementlevelofyouremployees.
Week1
Date:
Week2
Date:
Week3
Date:
Week4
Date:
Week5
Date:
Week6
Date:
Week7
Date:
Week 8
Date:
6
5
4
3
2
1
Documentyour reasoning fortheengagementratingabove
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week7
Week8
LearningMeetingDetails
Date: Time: Location: Duration:
Materialsneeded: Invitees:
Resource:TheMYTH ofEmployeeBurnout– chapter3- pp23-30
• Burnout:fatigue,frustration,orapathyresultingfromprolongedstress,overwork,orintenseactivity. –Dictionary.com
Questions fordiscussion:• Whatdofatigue,frustration,andapathylooklikeInyourworld?• Whatareyour“burnoutbehaviors?”• Whatcausesstressamongyouremployees?• Howdotheydefineoverwork?• Whatisyourversion of intenseactivity,andhowmuchis toomuch?• Howdoyouremove(orminimize)thesefactorsfromtheworkplace?• Whatisyourcurrentengagementlevel?
Assignment:Observeemployees
1. Watch forphysicalsignsoffatigueandfrustration.Trytoidentifythethingscausingprolongedstress.Defineintenseactivityinyourdepartment.Thinkaboutwaystominimizethosefactorsinyourarea.
2. Readchapter4,completepage7intheMythofEmployeeBurnoutParticipantWorkbook.
Lesson2:FindingtheRootCause(s)
MeetingLeader_____________________
Follow-up:
Recognition:
Meetingtopic:Findingtherootcauses ofburnout
10 ©2017PerformanceOptimistConsulting
Based onthereadingforthislesson,answerthequestionsbelowandbereadytodiscussinclass.
Whatisthedefinitionofburnout?
Whatdofatigue,frustration,andapathylooklikeInyourworld?Whatareyour“burnoutbehaviors?”
Whatcausesstressamongyouremployees?
Howdotheydefineoverwork?
Whatisyourversionofintenseactivity,andhowmuchistoomuch?
ParticipantWorksheet
Lesson2:FindingtheRootCause(s)
Reading:Chapter3 – pp23-30
11 ©2017PerformanceOptimistConsulting
Myengagementlevelthisweek:___________(1-6;plotthisvalueonthechartonpage5.)
Assignment:Observeemployees
1. Watch forphysicalsignsoffatigueandfrustration.Trytoidentifythethingscausingprolongedstress.Defineintenseactivityinyourdepartment.Thinkaboutwaystominimizethosefactorsinyourarea.
2. Readchapter4,completepage7intheMythofEmployeeBurnoutParticipantWorkbook.
LearningMeetingDetails
Date: Time: Location: Duration:
Materialsneeded: Invitees:
Resource:TheMYTH ofEmployeeBurnout– chapter4
• Wemaynotbeasself-awareaswethinkweare.Whenitcomestowhetherornotyouthinkyouarethecauseofyouremployees’burnout,donottakeyourownwordforit. Askyouremployees,peers,managers,andcoworkersfortheirinput.
Questions fordiscussion:• Whatareyoudoingthatwouldcauseprolongedstress,overwork,andintenseactivityamongyour
employees?• Howcouldyouchangethewayyouinfluenceyourstafftoeliminatesomeofthestress,overwork,
andintenseactivity?• Whatisyourcurrentengagementlevel?
Assignment:Takenoteofthingsyoumightbedoingtocauseburnout
1. Inventoryyour actionsandinteractionswithemployees.Howmanyofthoseactionscould,ifrepeated,causeanemployeetolosemotivation?Examinewhatyoucandodifferently.
2. ReadtheRecruiting,HiringandTrainingportionsofchapter5(pp36-54),completepage8oftheMythofEmployeeBurnoutParticipantWorkbook.
Lesson3:ALookInTheMirror
MeetingLeader_____________________
Follow-up:
Recognition:
Meetingtopic:Findingtherootcauses ofburnout– Alookinthemirror- pp31-35
12 ©2017PerformanceOptimistConsulting
Based onthereadingforthislesson,answerthequestionsbelowandbereadytodiscussinclass.
Whohasthesinglegreatestinfluenceontheenvironmentyouremployeesoccupywhileatwork?
Whydowethinkthatother(outside)influencesplayagreaterroleinemployeeburnoutthanwedo?
Whatareyoudoingthatwouldcauseprolongedstress,overworkandintenseactivityamongyouremployees?
Howcouldyouchangethewayyouinfluenceyourstafftoeliminatesomeofthestress,overworkandintenseactivity?
ParticipantWorksheet
Lesson3:ALookInTheMirror
Reading:Chapter4 – pp31-35
13 ©2017PerformanceOptimistConsulting
Myengagementlevelthisweek:___________(1-6;plotthisvalueonthechartonpage5.)
Assignment:Takenoteofthingsyoumightbedoingtocauseburnout
1. Inventoryyour actionsandinteractionswithemployees.Howmanyofthoseactionscould,ifrepeated,causeanemployeetolosemotivation?Examinewhatyoucandodifferently.
2. ReadtheRecruiting,HiringandTrainingportionsofchapter5(pp36-54),completepage8oftheMythofEmployeeBurnoutParticipantWorkbook.
About Matt Heller
MattHellerhasspentalmost30yearsintheamusement/themeparkindustry.StartingasarideoperatoratCanobieLakeParkjustoutofhighschool,MatthasenjoyedarobustcareeraroundtheindustrywithleadershippositionsatCanobie,Knott’sCampSnoopy,ValleyfairandSmilesEntertainmentCenter.Pullingfromhispreviousleadershipexperience,in2003MattjoinedUniversalOrlandoResortastheSeniorTrainerofLeadershipDevelopment.MatthasalsoservedontheIAAPAEducationCommittee,andastheChairoftheIAAPAHumanResourcesCommitteefrom2009-2012.
In2011,MattreducedhisroleatUniversaltopursueadditionalindependenttrainingandconsultingopportunities.HecreatedPerformanceOptimistConsulting,andnowhelpsleadersacrosstheworldmakesuretheyaregettingthemostoutofthemselvesandtheirteams.Hedoesthisthroughone-on-onecoaching,interactivekeynotesandcustomizedtrainingsessions.
Asatrainerandfacilitator,Matthasadevelopedaproventrackrecordforbeingabletorelatetoanyaudienceandgivethemsolidtoolstheycanuseimmediately.Hisengagingpresentationsnotonlycaptivatethelearner’sattention,butalsoencouragethemtogetinvolvedandparticipate.
In2013,Mattreleasedhisfirstbook,TheMythofEmployeeBurnout.Init,hedescribeshisquesttofindoutwhyemployeesstartoffstrongbuteventuallylosemotivation.Thebookincludesstrategiesforleaderstokeepemployeesengagedandmotivatedthroughouttheentire“employeelifecycle”.
In2014,MattpartneredwithfellowfacilitatorandthemeparkfanScottBrowntocreateLESSONSINFUN.Thisimmersivebusinessbuildingworkshophelpsleadersidentifyandadaptbestpracticestohelpimprovetheirleadershipabilityandbusinessperformance.
[email protected]:@PrfrmnceOptmstLinkedIn:linkedin.com/in/mattheller407-435-8084
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