Moving Organizational Performance High, Middle and Low Performer Assessment and Conversations

Assessment: How would you describe a High Performer? Elicit feedback from managers.

Definition of High Performer Meeting Title Here (on Notes Master) Great attitude Problem solves You relax when they are scheduled Good influence Use of peer interviews Pillar ownership Brings solutions Definition H Professionalism Role models policies concerning breaks, personal phone calls, leaving the work area, and other absences from work. Teamwork Demonstrates high commitment to making things better for their team and organization as a whole. Knowledge & Competence Eager to change for the good of the organization. Strives for continuous professional development. Communication Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff. Safety Awareness Demonstrates the behaviors of safety awareness in all aspects of work. From Hardwiring Excellence, Studer (2003) www.studergroup.com © 2007 Studer Group 3

Assessment: How would you describe a Middle Performer? Elicit feedback from managers.

Definition of Middle Performer Meeting Title Here (on Notes Master) Definition Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems M Professionalism Usually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work. Teamwork Committed to improving performance of their team and organization. May require coaching to fully execute. Knowledge & Competence Invested in own professional developments. May require some coaching to fully execute. Communication Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff. Safety Awareness Demonstrates the behaviors of safety awareness in all aspects of work. www.studergroup.com © 2007 Studer Group 5

Assessment: How would you describe a Low Performer? Elicit feedback from managers.

Definition of Low Performer Meeting Title Here (on Notes Master) Definition Points out problems in a negative way Positions leadership poorly Master of “We/They” Passive aggressive Thinks they will outlast the leader Says manager is the problem L Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed. Professionalism Teamwork Demonstrates little commitment to their team and the organization. Knowledge & Competence Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked. Communication Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback. Safety Awareness Performs work with little regard to the behaviors of safety awareness. www.studergroup.com © 2007 Studer Group 7

Meeting Title Here (on Notes Master) The Beginning… H M L From Hardwiring Excellence – Quint Studer 2003 www.studergroup.com © 2007 Studer Group 8

The Gap is Uncomfortable Meeting Title Here (on Notes Master) H H M Gap is uncomfortable M L L From Hardwiring Excellence – Quint Studer 2003 www.studergroup.com © 2007 Studer Group 9

Meeting Title Here (on Notes Master) The Gap is Intolerable Meeting Title Here (on Notes Master) H The Wall H M H M Gap is Intolerable M Gap is uncomfortable L L L www.studergroup.com © 2007 Studer Group 10

Results Decline H H H M H M M M L L L L The Wall Gap is intolerable Results Decline M Gap is uncomfortable L L L L From Hardwiring Excellence – Quint Studer 2003

Over the Wall H M H H M H M M L L L The Wall Gap is intolerable Gap is uncomfortable M L L L From Hardwiring Excellence – Quint Studer 2003

High, Middle & Low Conversations Notice the body language in these photos. Which scenario is best? Why?

What do we say at High Performer Meetings? Elicit suggestions from the managers.

Moving the High Performers Tell them where the organization is going Thank them for their work Outline why they are so important Ask is there anything you can do for them In pairs, role play a high performer conversation. Report back to the group.

What do we say at Middle Performer meetings? Elicit suggestions.

Moving the Middle Performers Meeting Title Here (on Notes Master) Reassure individual goal is to retain S : Support Describe good qualities C : Coach Cover development opportunity Reaffirm good qualities Role play a middle performer conversation. Report back. www.studergroup.com © 2007 Studer Group 17

What do we say at Low Performer meetings? Elicit suggestions.

Low Performer Conversations Meeting Title Here (on Notes Master) Do not start meeting on a positive note D : Describe Describe what has been observed. E : Evaluate Evaluate how you feel. S : Show Show what needs to be done. K : Know Know consequences of continued same performance. Follow up Role play and report back. www.studergroup.com © 2007 Studer Group 19

What Has Been Accomplished? Meeting Title Here (on Notes Master) Leader demonstrates concern and care for team member. Leader demonstrates commitment to team member’s professional development. Leader affirms and shows appreciation for high and middle. We re-recruit our best people. Leader lets low performer know exactly where he/she stands and next steps for his/her performance. www.studergroup.com © 2007 Studer Group 20

What Does a Strong, Vibrant Workplace Look Like? Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? From “First, Break All the Rules” – Buckingham & Coffman 1999

What does a strong, vibrant workplace look like? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow. From “First, Break All the Rules” – Buckingham & Coffman 1999

Key Concepts “Tough love” works. Confront poor performance while keeping the relationship in tact. Move quickly on low performers. You might feel uncomfortable while doing the right thing. From Difficult Conversations – Stone, Patton & Heen 2000

Over the Wall M H L Gap is uncomfortable intolerable The Wall

A great _____, but a low performer Terrell Owens – NFL wide receiver who has been traded 6 times since 2003. Turns out TO is a brilliant football player, but his actions on the off the field have led to many league fines as well as frequent penalties for his team. He is a low performer.

Your Challenge Rate your own staff. HML Schedule HML Performer meetings. Work with HR on plans to work with Low Performers. Share your plan with Human Resources and your senior leader. Give due dates and schedule follow up meetings to discuss each manager’s HML strategy.