PERFORMANCE MANAGEMENT Manager’s Manager s Role in Communication & Recognition GEORGIA PERIMETER COLLEGE
Module 3
Enhancing Performance through Interpersonal Skills
Agenda 2
1 Management Communications 1. • Critical Role of Team Communications • Developing Communication Plan 2. Managerial Communications in Practice • Protocols, Tips & Best Practices • Direct/Indirect Communications 3 Effective Recognition/Ways to Show Appreciation 3. • Optimism & Emotional Intelligence • Fun ways to Motivate Employees
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At
the end of today's session, please complete the Survey before leaving.
(The survey will also be used for attendance)
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Performance Management Training and Competencies Performance Conversations High Performing Teams Performance Management Continuous Improvement and Learning Planning and Implementation
Supervisor’s Role in Team Communication and E l Employee Recognition R ii Transparency Inclusiveness Performance Management Communication
Performance Management Overview
Goal Setting and Accountability Performance Management Planning and Implementation Innovative Solutions Organization Accountability
Improving Problem Performance Performance Management High Performing Teams Planning and Implementation Diplomacy
Performance Management Training 5
Performance Management From The Encyclopedia: 6
GPC Performance Management Overview
Performance Management refers to the ongoing process of setting goals, self-assessment, manager assessment, assessment coaching, coaching development planning, and evaluation.
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Section One One Management Communications
Message g Relay: y Listening g Activityy 8
GPC Strategic Goals 9
GPC Performance Management Overview
•We will e will strengthen strengthen student success •We will e will enhance enhance the economic, social and cultural vitality of our communities.
•We will e will expand expand access and enrollment capacity •We will create create and foster a culture of teamwork, and foster a culture of teamwork, leadership, quality service and continuous improvement
Strategic Goals 10
We will ill create create and foster and foster df a culture of teamwork, l d h leadership, quality service l and continuous improvement
Competency p y 11
A competency is a behavior and/or skill(s) that a t team/team /t member b or manager must have to be successful.
GPC Core Competencies 12 Organizational Accountability
Continuous Improvement
Teamwork Personal Responsibility Customer Service
Problem-Solving
Communications
Dispelling Myths- Activity #2 (C (Complete l t the th sentences) t ) 13
Three Important Rules 1.
Managementt is M i getting tti thi things done d through…
2.
You need your employees more than…
3.
You g get p paid for…
Develop p a Communications Plan 14
Communicate Up: Leadership/Executive Messages/Methods
Communicate Out: Media, Client, Media Client Vendor, Vendor Partner Partner, Creditor Creditor, Peer Peer, Other Departments, Messages/Methods
Communicate Within: Team/Department p Messages/Methods g
Communication Plan Considerations 15
What information to convey When to convey information Method to convey information (verbal, email, formal/informal) Who should be privy to information How negative responses will be handled How p positive input p will be handled How information will be conveyed Ma Manager age
too employees e p oyees Employees to employees (same/other department) Employees to external contacts
Handout… #
1
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50-80 percent of Supervisor’s role involves using Communication Skills!
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Section Two Managerial g Communications: In Practice
Organizational Accountability
Continuous Improvement
Teamwork
18 Personal Responsibility Communications
Customer Service P bl Problem-Solving S l i Communication
•Conveys information orally and in writing, clearly and effectively, in all circumstances. •Presents Presents ideas that are understood by the reader/listener. • Reads/interprets written information appropriate for the job.
Communication requires… q 19
Sender
Receiver
GPC Core Values 20
Excellence
Efficiency
Integrity
T Trust Diversity
Civility
Passion
Trust 21
Pinnacle of GPC’s core values. Essential for successful communications. Provides a safe environment.
Manager: Center of Communication Hub 22
Indirect Reports Manager’s p or Supervisor Direct Report
Students, Clients
Direct Reports p
GPC M Manager
Other Departments
Stakeholders, Partners
Vendors
Handout…#
2
Proper Information Flow is a two two-way way process 23
Mission Plans/Structure Directions Issues Timelines/Deadlines Staffing Advantages g Initial Scope Initial Status
S b k Setbacks
Goals Procedures/Guidelines E Expectations t ti History Challenges/Risk Assignments/Schedule Disadvantageous g Changed Scope Changed Status Accomplishments
Protocols for Effective Communications 24
Convey clear ideas and information Speak & write: clear clear, concise concise, consistent consistent, and organized Openly communicate Engage or connect with others Adj t to Adjust t address dd diverse di styles t l Listen well for facts and feelings
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Convey clear ideas and information orally & written, both one-on-one and in groups
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Write and speak in
clear, concise, consistent, organized manner to convey messages appropriately.
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Openly communicate with colleagues, students and others.
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Engage with others provide needed info in most effective medium: discussion, meeting, memo, video, email, letter, note…
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Adjust to address diverse styles using non-verbal communication/body language, tone of voice, hands-on opportunities and/or visual aids.
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Listen well with intent to respond in a positive manner.
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Overcoming Communication B i & Ch Barriers Challenges ll
Tips p to Improve p Communications 32
Prepare p p prior to communicating
C Coordinate with existing g messages
Convey difficult info or news quickly
Convey difficult info or news in person
Give others opportunity to respond
Be fair, consistent and impartial
Avoid surprisessurprises communicate frequently
Operate with transparency
Active Listening g Skills 33
1.
Focus to Listen, not just hear
2.
Encourage and be prepared to deal with honest reactions and feedback. feedback
3.
Never interrupt others while they are expressing p g themselves
Best Group Communication practices: i Di Direct
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In Person-Meeting Protocol
Staff Meetings
I f Informal l Meetings M ti
Casual Group Interactions Handout # Handout…
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Best Group Communication practices: ti Indirect I di t
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Remote Written Protocols
Reports Executive
status or overview reports Team project or routine reports
Emails
M Memorandums/Letters d /L tt
Documentation
Handout #4 Handout…
Let’s take a break… 36
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Section Three Effective Recognition & Ways to Show Appreciation
GPC Coaching g Model 38
Three major j p purposes… p Recognition
Feedback
Info Gathering
Coaching g Guideline 39
Focus on p positive emphasizing p g successes over failures
Give accurate frame of reference- cite specific behavior(s)
Use good timing by acting soon after behavior occurs
Reiterate positi positive eb business siness o outcomes tcomes or benefits
Question: 40
Why recognize employees for doing the job th are paid they id tto d do? ? Makes y your jjob easier!
Question: 41
Why recognize employees for doing the job th are paid they id tto d do? ?
Reinforces employee’s employee s good performance to show value to the team!
Encourages employees to repeat, maintain or further improve good performance!
Three Important p Rules…Again g 42
1.
Management is getting things done through others.
2.
You need yyour employees p y more than they need you.
3.
You get paid for what your employees do do, not what you do. do
Three sources of Recognition g 43
1.
Work Itself
2.
Peer Group
3.
Supervisor/Management
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What is the importance of E ti l IIntelligence? Emotional t lli ? Supervisor Sets The Tone
Emotional Intelligence g Defined 45
Allows leaders to get desired results by driving emotions of those they lead in right direction
Focuses on how leaders handle themselves & their emotions,, which is often modeled on how leader’s previous supervisor(s) handled or displayed their emotions
Caused by “open-loop” reliance on others to establish our emotional stability and resulting behavior
Emotional Intelligence g Defined,, Cont. 46
Emotional leader is the individual who is most trusted, not necessarily person authorized to lead group or team
Connection with emotional intelligence is natural ability
Skills can be improved through learning and emphasis on understanding and applying knowledge Primal Leadership Goleman, Boyatzis and McKee
Emotional Intelligence g Activity y 47
HOW DOES THIS MAKE YOU FEEL?
1ST Musical Selection: Draw on page (Use opposite hand then usual)
2nd Musical Selection: Write descriptive words (Don’t try to form sentences)
3rd Musical Selection: Move around the room (Let the music direct your motion)
Hertzberg’s g Two Factor Theory y 48
1.
Motivation Factors: Encourage satisfaction
Achievement: Strongest motivator (will be covered in coaching & goals modules)
Recognition: Next strongest motivator (primary focus of this section of module)
Hertzberg’s g Two Factor Theory y 49
2.
Hygiene Factors: Prevent dissatisfaction Pay y & benefits Policies & administration Peer relationships Supervision Status Job Security Working Conditions Personal life (Not primary focus- Manager may not have control in these areas)
Manage g Motivation Levels 50
Create a Communication C lt ! Culture!
Communication Culture is… 51
Optimistic!
Communication Culture is… 52
Demonstrated by Example!
Communication Culture is… 53
Fostered by Interest & Concern!
Communication Culture is… 54
Value Unique & Value Added!
Communication Culture is… 55
FUN!
Communication Culture is… 56
FUN!
Communication Culture is… 57
FUN!
US Job Satisfaction 58
Drops to record low
“Only “O l 45% off A American i workers k were satisfied with their jobs in 2009, down from 61 1% iin 1987 61.1% 1987. (Source: Conference Board)
Workplace p Fun Matters 59
“If people are having fun, they’re going to work harder in a crisis and take better care of the organization.” The Levity Effect Gostick and Christopher
Twelve Step p Method for Fun 60
Start with yyourself
Be intuitive & spontaneous p
Inspire fun in others
Don’t postpone fun
Create fun environment
Make fun inclusive
Celebrate benefits of fun
Smile and laugh frequently
Eliminate obstacles to fun
Be known as “fun-loving”
Look for the humor
Put fun into action
But Remember… 61
FUN CAN’T BE FORCED
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Brainstorm fun, free ways to recognize employees l or show h your appreciation i ti
Acknowledgements Day to Day Feedback Recognitions
Fun, free, easy ways to acknowledge employees or give positive feedback 63
The power of personal attention
Take the time to stop at team-members desk Invite staff to breakfast,, lunch or dinner
People love to hear or see their name Friendly F i dl greetings ti can make k an employee’s l ’ d day Informal notes and emails are usually viewed well Little things can mean a lot Ask about family and children (if mentioned previously) Follow up on personal concerns such as car problems
Powerful Feedback Phrases 64
Thank yyou
Good jjob
That was great
Excellent
You are a strong contributor to the team
Thanks for taking the initiative
I appreciate pp yyour support pp
Keep p up p the g good work
You really know your stuff
This certainly helped
Fun, free, easy ways to recognize employees 65
Everybody y y loves to p party y Supply delicious food, drinks or goodies Don’t be afraid to go outside or offsite Treats don’t have to be tricky Gag gg gifts,, token g gifts and certificates are always y welcome Customize offerings to match receiver’s interest Themes and traditions stimulate creativity Decorations, costumes and relevant items reinforce fun Encourage “insider” jokes, slogans and customs Start competitions or contest to spark participation
Recognition g Activity y 66
How many ways can your group think up to recognize teams? Remember to think outside the box!
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At
the end of today's session, please complete the Survey before leaving.
(The survey will also be used for attendance)
PERFORMANCE MANAGEMENT COMMUNICATION & RECOGNITION GEORGIA PERIMETER COLLEGE
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