Employee Engagement Training Slide 6.1 ©2011 ASTD All Rights Reserved

Most problems at work are a result of poor communication. Slide 6.2 ©2011 ASTD All Rights Reserved

Communication is an Art, Not a Science There is no absolute right or wrong way to communicate effectively. What is most important is that you communicate in a manner and style most comfortable and effective for you. Slide 6.3 ©2011 ASTD All Rights Reserved

COACH’S COMMUNICATION MODEL 4. Acknowledges & accepts 2. Hears & responds EMPLOYEE COACH 1. Provides input on employee’s performance 3. Clarifies feedback Slide 6.4 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved 5 Levels of Listening Level 1—Tuned Out Level 2—Distracted Level 3—Selected Level 4—Focused Level 5—Engaged Slide 6.5 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved Listening Tips Paraphrase the message to the speaker in order to confirm your understanding. Repeat the message to help you remember what was said. Probe for missing information. Remember the most important points of the message for future application. Act upon the message as necessary. Slide 6.6 ©2011 ASTD All Rights Reserved

Basic Supervisory Principles FIRM Adhering to company policies and procedures Meeting job requirements Insisting on job excellence Expecting the best at all times Slide 6.7 ©2011 ASTD All Rights Reserved

Basic Supervisory Principles FAIR In using discretion with employees In assigning work In providing training and growth opportunities In promoting employees Slide 6.8 ©2011 ASTD All Rights Reserved

Basic Supervisory Principles CONSISTENT In applying rules and policies In utilizing discipline In setting a personal example In your decision-making process Slide 6.9 ©2011 ASTD All Rights Reserved

Basic Supervisory Principles RESPECTFUL Treat everyone with dignity regardless of the situation. Listen, ask, explain. Follow up with answers to questions. Slide 6.10 ©2011 ASTD All Rights Reserved

Engaged Coaching Model More Trust Openness Ownership Versatility Influence Action Slide 6.11 ©2011 ASTD All Rights Reserved

Engaged Coaching Model Less Control Channels Routine Position power Analysis Bureaucracy Slide 6.12 ©2011 ASTD All Rights Reserved

Helping Employees Contribute Supervisor: Ann, I really like the way you worked on that last project. You certainly showed a great deal of creativity and imagination in completing the job. I never realized that you are so creative! Ann: Thanks, I really do like doing something when I can use my imagination to come up with something different. I hope you can give me other assignments in which I can utilize my creativity. Supervisor: Now that I know how good you are at these kinds of things, I will certainly assign these types of jobs to you in the future. Ann: Great! Slide 6.13 ©2011 ASTD All Rights Reserved

Supervisor ASK/TELL Model Mastery of Job Tasks Learning Job Tasks Beginning Job TELL Slide 6.14 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved Is Conflict Always Bad? Slide 6.15 ©2011 ASTD All Rights Reserved

Causes of Conflict at Work Miscommunication The employee either did not receive the message or received only part of a message, or the message was delivered in a way that may have been misinterpreted. Different Interpretations The employee believes that adherence to rules, policies, or procedures should be carried out in one way, while the actual intent or the rule, policy, or procedure is something else entirely. Different Values The employee has less regard than others for a specific task or duty and does not attach importance to its value. Opposing Goals The goals of the company or supervisor are directly opposed to those of the employee. Slide 6.16 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved Conflict Strategies Win/Win—Collaboration Both parties achieve their goals Example: Working together, an acceptable resolution is reached that helps everyone concerned regarding a conflict. Win/Lose—Competition One person is defeated Example: Employee’s request or complaint is denied without reason. Slide 6.17 ©2011 ASTD All Rights Reserved

Conflict Strategies (Cont.) Lose/Lose—Avoidance Neither parties achieves its goals. Example: Employee quits because of perceived problems at work. Lose/Win—Give in One person gives in. Example: Supervisor not enforcing rules. Slide 6.18 ©2011 ASTD All Rights Reserved

Conflict Management Matrix + A S E R T I V N __   Reject Confront Cooperate Resist Judge Negotiate Retreat Ignore Give in __ I N V O L V E M E N T + Slide 6.19 ©2011 ASTD All Rights Reserved

Conflict Comfort Zone Matrix Slide 6.20 ©2011 ASTD All Rights Reserved

Definition of a Complaint A complaint is any condition an employee thinks or feels is unjust or inequitable from her perspective. Even though a complaint may be seen from a very different perspective by other people (including yourself), this does not diminish the importance of it to the person who has the complaint. Slide 6.21 ©2011 ASTD All Rights Reserved

Complaint-Handling Steps 6. Follow up 5. Take action 4. Decide 3. Investigate 2. Get story straight 1. Listen Slide 6.22 ©2011 ASTD All Rights Reserved

Reasons for Poor Performance Lack of communication Lack of conditions Lack of consequences Slide 6.23 ©2011 ASTD All Rights Reserved

5-Step Performance Correction Process Step 1—Observe Step 2—Discuss Step 3—Correct Step 4—Advise Step 5—Confirm Slide 6.24 ©2011 ASTD All Rights Reserved

2 Basic Rules About Managing Performance Always expect excellent performance. Never let poor work go unnoticed or performance issues go unchallenged. Slide 6.25 ©2011 ASTD All Rights Reserved

The 5 Ws of Documentation Who is going to see this? What will I or someone else want to know about this event in the future? Why will I want to look at this again? When do I write or document this event? Where will I keep this document? Slide 6.26 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved Levels of Feedback None at all Negative only Positive only Balanced Slide 6.27 ©2011 ASTD All Rights Reserved

The Default Performance Feedback System “If you don’t hear anything, you are doing just fine but if you screw up we’ll let you know!” Slide 6.28 ©2011 ASTD All Rights Reserved

©2011 ASTD All Rights Reserved Types of Feedback Formal—documented annual/semiannual performance review Informal—day-to-day communication and feedback about performance Slide 6.29 ©2011 ASTD All Rights Reserved

Deciding When Teams Can Be Most Effective When teamwork can unblock creativity When there is no obvious solution When team decision-making is most effective When there is a willingness to accept the team’s recommendations Slide 6.30 ©2011 ASTD All Rights Reserved

Definition of Consensus “This decision was not my idea or even my first choice concerning the decision of the team, but I do agree to support and work toward the success of this decision just as if it were my own.” Slide 6.31 ©2011 ASTD All Rights Reserved

Team Leader’s Responsibilities Train team members to work together Identify potential obstacles Suggest procedures or ideas for solving a problem Help get information Give input Help the team progress Monitor progress Recognize and reward results Slide 6.32 ©2011 ASTD All Rights Reserved

Types of Difficult Team Members The reluctant team member The defiant team member The dominant team member The absentee team member The vacationer team member Slide 6.33 ©2011 ASTD All Rights Reserved

Characteristics of an Engaged Team Player Openly shares feelings, opinions, thoughts, and perceptions about problems and issues relating to the team. When listening, attempts to hear and interpret communication from sender’s point of view. Utilizes resources, ideas, and suggestions of other team members. Trusts and supports other team members, encouraging their growth and development. Understands and is committed to team objectives. Slide 6.34 ©2011 ASTD All Rights Reserved

Characteristics of an Engaged Team Player (Cont.) Acknowledges and works through conflict openly, by respecting and being tolerant of individual differences. Makes decisions based on information only, rather than being influenced by peer pressure. Provides ideas and suggestions to the team leader that are helpful to the team. Always strives for a win/win solution. Strives for consensus on team decisions. Slide 6.35 ©2011 ASTD All Rights Reserved