Feedback Isn’t Fatal Strategies for Mastering Fierce Conversations 4/9/2017 4:57 PM Feedback Isn’t Fatal Strategies for Mastering Fierce Conversations Julie Gillespie, Ottawa Area ISD Rich Zuker, Holland Public Schools © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Typical Performance Feedback 4/9/2017 4:57 PM Typical Performance Feedback Relished by few…..dreaded by most….. Can be uncomfortable for both parties Is very often avoided Or, if conducted, is so brief as to be meaningless (video clip) Most performance reviews are relatively ineffective in providing meaningful feedback Remember…feedback is the breakfast of champions (One Minute Manager) Video Clip from The Office © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Conversation = Transformation 4/9/2017 4:57 PM Conversation = Transformation “When you think of a fierce conversation, think passion, integrity, authenticity, collaboration…..think cultural transformation. Think of leadership.” Susan Scott Fierce Conversations © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Defining Fierce Conversations 4/9/2017 4:57 PM Defining Fierce Conversations The word “fierce” has a number of synonyms including robust, intense, strong, passionate, and eager A fierce conversation should not be menacing, cruel or threatening A fierce conversation is one in which we come out from behind ourselves into the conversation and make it real... Author Susan Scott, thankfully not related to Michael Scott. Author, Susan Scott (thankfully not related to Michael Scott) © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Guiding Principles Master the Courage to Interrogate Reality Come out from Behind Yourself Into the Conversation and Make it Real Be here…prepared to be nowhere else Tackle Your Toughest Challenge Today Obey Your Instincts Take Responsibility for Your Emotional Wake Let Silence do the Heavy Lifting Seven principles from book

Conversation=Relationship=Leadership Conversations are our leadership. Choices: Interrogate reality or pretend not to know what we know Confront performance issues or avoid the risky discomfort of putting our vision out there We effect change and help people grow by engaging in robust conversations with ourselves and others Difficult and vitally important It’s not easy. People find it difficult. It IS a choice. Some people choose not to do it. Have you ever known anyone who fit that description? What kind of leader do you think that would make them? (Michael Scott?) If the conversation stagnates or never gets into the real issues, little to no real leadership is taking place. If we lower the standard of how often or what we talk about the conversation diminishes or disappears. So goes the leadership. Keep it real. Jack Welsh, former CEO of GE talks about candor and states that the biggest dirty little secret in an organization is a lack of candor. He says it blocks progress, inhibits fast action, smart ideas, and good people contributing all they have got. I would pose that these fierce conversations are difficult and people do avoid them. Why? (not to prevent someone else’s pain, but to avoid our own discomfort and risk unpopularity. Self-interested.) As a leader, you get what you tolerate.

Purpose of the Conversation People need to know what their leader expects of them Provoke learning Enrich relationships Success While it may be the real conversation that we are afraid of, it is the unreal conversation that should scare us to death. People need to know what their leader expects of them… they can have that need met through the conversations their leader has with them or their leader can leave them to fill that void on their own. People have a need to understand their job and the expectations of them. It should not be guess work. If there is such a void in their perceptions it will get filled. Where will it get filled? With what will it get filled? Stronger relationships. Subsequent conversations are easier. Sharper focus on success.

The Anatomy of the Conversation Three phases: Opening statement: Homework – Practice – 60 Seconds 1. Name the issue “I’d like to talk with you about time on task for students in your classroom.” 2. Select an illustrative example “I’ve noticed during a some recent visits to your classroom that students do not seem to know what to do when they enter your classroom or finish a task early.” 3. Describe your emotions “I’m concerned that there is a significant amount of time lost which could be used for instruction.” Three phases: You should prepare your thoughts, practice. Delivery should be about 60 seconds. Most people want to hear the truth even if it is unpalatable.

The Anatomy of the Conversation Three phases continued: 4. Clarify what is at stake “You have a high needs student population whose performance on common assessments and Terra Nova has not been good Soon they will be taking the MEAP.” 5. Identify your contribution to the problem “I’ve contributed to this problem by not saying something sooner. For that, I apologize.” 6. Indicate your desire to resolve the issue “I want to maximize time-on-task for all of your students.” 7. Invite your partner to respond “I need to understand your thinking about transitions.” Remember that the conversation is the relationship which is your leadership Improving employee performance……one conversation at a time.

The Anatomy of the Conversation Three phases: Interaction: The bulk of the conversation happens here 8. Inquire into your partner’s view Ask questions and dig for understanding. Resolution 9. What have we learned? “How can we move forward form here given our new reality or our new understanding? 10. Make an agreement Determine how you will hold one another accountable to keep it. This is the interactive dialogue phase -seek to understand, not a debate, not an argument. and resolution phase: -how can we move forward from here? An agreement about what happens next. If you know something must change… know that it is you who must change it.

Potential Landmines Blaming Name calling or labeling Using sarcasm 4/9/2017 4:57 PM Potential Landmines Blaming Name calling or labeling Using sarcasm Attaching weight to the tip-of-the-iceberg Threatening, intimidating Exaggerating Pointing to someone else’s failure Saying, “If I were you…” Bringing up a lot of old baggage Assassinating someone in public Asking, “Why did you do that?” instead of “What were you trying to do?” Making blatantly negative facial expressions Layering my interpretation on something someone has said or done; ascribing negative or false motives Being unresponsive or refusing to speak © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Putting Principles into Practice 4/9/2017 4:57 PM Putting Principles into Practice You are in your first year directing Human Resources. Your Principals and Building Administrators have not placed a high priority on evaluating certified staff. You are finding that the High School Principal, who has been with the District for 21 years has not evaluated a teacher or support staff member for at least the past five years. Though you have provided presentations on the new legislation and lists of teachers to be evaluated, you are hearing that nothing is changing at the High School. Take three minutes to prepare your opening statement that you would have when you initiate the Conversation that needs to take place. Share your statement with another person at your table. Rich and Julie will demonstrate (not time. And don’t want to. They already saw a demonstration.) Participants will “pair up” and practice conversation using a pre-determined scenario….. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Putting Principles into Practice 4/9/2017 4:57 PM Putting Principles into Practice Mr. Barney has been in the district sixteen years and is a very popular teacher. He has built a reputation for being the teacher of Honors and AP level courses, as well as for his humor. He insists that the students at this level need to be treated like adults. Over the past six weeks, eight parents from a new Honors course complained that Mr. Barney’s sarcasm and cutting wit has demeaned and belittled their children. You shared with Mr. Barney one complaint of this nature last year but it seems that he dismissed that as an overly sensitive, disgruntled lower achiever. What will you do now in response to these complaints? Take three minutes to prepare your opening statement that you would have when you initiate the Conversation that needs to take place. Share your statement with another person at your table. Rich and Julie will demonstrate (not time. And don’t want to. They already saw a demonstration.) Participants will “pair up” and practice conversation using a pre-determined scenario….. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Wrap Up & Questions Fierce conversations are necessary and important 4/9/2017 4:57 PM Wrap Up & Questions Remember… Fierce conversations are necessary and important Talk with people, not at them Feedback isn’t fatal © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.