© Baptist Leadership Group MMXIII Conducting Vital Conversations Leadership Development Institute Beverly Begovich RN, BSN, MBA, MBB Practice Leader Baptist Leadership Group February 1, 2013

© Baptist Leadership Group MMXIII Icebreaker Activity

© Baptist Leadership Group MMXIII Performance Management Performance Management is the art and science a leader uses to retain, develop or discipline their employees. To achieve outcomes, a leader must be able to communicate clearly expectations, define specific behaviors and provide feedback to the employee on performance related to the expectations. Every leader is a coach of his/her team of employees. Vital conversations are the tools to assist a leader in assessing and coaching employees on performance to achieve the expected department outcomes or goals.

© Baptist Leadership Group MMXIII Objectives Upon completing this course, you will be able to: Describe how retention impacts you, your staff and the organization. Identify the three types of performers—High Achievers, Solid Performers and Under Achievers. Assess your staff and identify the three types of performers, using a Performance Assessment/Coaching Tool. Conduct vital coaching conversations with each type of performer in order to recognize, reward and impact performance.

© Baptist Leadership Group MMXIII Agenda Performance Management Retention and Action Planning Three Performance Groups and Action Planning Coaching and Vital Conversations Action Planning and Skill Practice Wrap Up

© Baptist Leadership Group MMXIII Retention

© Baptist Leadership Group MMXIII “Rethinking Retention” “Retaining good workers is the tipping point between success and failure for many organizations.” Richard P. Finnegan in Rethinking Retention in Good Times and Bad

© Baptist Leadership Group MMXIII Build on Principles: Employees quit jobs because they can. #1

© Baptist Leadership Group MMXIII Build on Principles: Employees stay for things they get uniquely from you. #2

© Baptist Leadership Group MMXIII Build on Strategies: Supervisors build unique relationships that drive retention…or turnover. #3

© Baptist Leadership Group MMXIII The Strategies: Hold Supervisors accountable Develop supervisors to build trust Calculate turnover cost Drive from the top Script employees’ first 90 days Narrow the Back Door

© Baptist Leadership Group MMXIII Action Planning—Part 1 Identify specific actions you will take to make retention a priority in your department. Time: 10 minutes

© Baptist Leadership Group MMXIII Three Performance Groups

© Baptist Leadership Group MMXIII Three Performance Groups

© Baptist Leadership Group MMXIII Who’s Who? Activity

© Baptist Leadership Group MMXIII Top 10 Attributes of High Achievers 1. Proactive 2. Applied Knowledge 3. Always “We” 4. Positive and Optimistic 5. Team Focused 6. Patient Centered 7. Always “Always” 8. Shared Experience 9. Can-do Attitude 10. Personal Attributes Align with Values

© Baptist Leadership Group MMXIII Top 10 Attributes of Solid Performers 1. Often Proactive 2. Knowledgeable 3. Usually “We” 4. Generally Positive 5. Team Focused 6. Patient Centered 7. Usually “Always” 8. Experienced 9. Will-do Attitude 10. Personal Attributes Mostly Align

© Baptist Leadership Group MMXIII Top 10 Attributes of Under Achievers 1. Reactive 2. Minimum Knowledge 3. Always “Me” 4. Generally Negative 5. Problem Focused 6. Self-Centered 7. “Always” is Impossible 8. Minimum Experience 9. “No-Can-Do” Attitude 10. Expert Analysts of “We-They”

© Baptist Leadership Group MMXIII Performance Coaching Assessment

© Baptist Leadership Group MMXIII Action Planning—Part 2 Complete the Performance Coaching Assessment for someone on your staff who you think is a High Achiever. Time: 10 minutes

© Baptist Leadership Group MMXIII Coaching

© Baptist Leadership Group MMXIII Reward Recognize Retain Coaching High Achievers

© Baptist Leadership Group MMXIII How Do You Treat Your High Achievers? Ignore them? Say thank you? Give them more work?

© Baptist Leadership Group MMXIII Ignore Them? High Achievers Are: 32% more likely than under achievers to look for a job in the next year: Lack of recognition Feeling under rewarded Are the most unhappy Even when unemployment is high, have a pent-up demand to leave

© Baptist Leadership Group MMXIII Thank Them? 55% said they were never or rarely thanked by their boss. Maritz Incentives, St.. Louis 2003

© Baptist Leadership Group MMXIII Solicit their input and opinions Provide challenging assignments Find opportunities for exposure beyond current role Reward and recognize Manage up

© Baptist Leadership Group MMXIII Coaching Solid Performers Recognize Develop © gdnelson, All rights reserved

© Baptist Leadership Group MMXIII Give feedback on their performance Be candid—where they excel and where they only meet standards Agree on the development area Spend time with them Reward and recognize Engage in discussions re: future

© Baptist Leadership Group MMXIII Coaching Under Achievers: Develop or Detach

© Baptist Leadership Group MMXIII Coaching Under Achievers: Develop or Detach: Use “DESK” Describe behaviors Expect improvement Set timeframe for improvement Know the consequences

© Baptist Leadership Group MMXIII In surveys of 32,000 health care employees, leaders and physicians, the question on how effectively poor performers are managed is the lowest scoring item in the database. Reality Check:

© Baptist Leadership Group MMXIII Are All Under Achievers the Same? Move them up with coaching and skill development Right bus, but wrong seat Wrong bus

© Baptist Leadership Group MMXIII Under achievers require action Get involved early Be very specific when discussing performance Ask for their suggestions on how to address issues Agree on a specific plan, metrics and deadlines Be very clear about specific consequences Have frequent reviews and provide encouragement Coaching Framework

© Baptist Leadership Group MMXIII Great Leaders Avoid Common Mistakes Lack of clarity in communication and expectations Procrastination Tolerance Failure to coach

© Baptist Leadership Group MMXIII Human Performance (Technical Skill vs. Behavior) Unacceptable Behavior Acceptable Behavior More Than Acceptable Behavior Technically Proficient Focused attention and disciplinary process Coaching and mentoring Development, delegation and advancement Technically Competent Coaching and disciplinary processCoaching and mentoring Technically Incompetent Disciplinary process; evaluation of employment Focused training Focused training; Assessment for transfer to more appropriate position Coach Up Coach Out

© Baptist Leadership Group MMXIII Vital Conversation Planners

© Baptist Leadership Group MMXIII

Action Planning—Part 3 and Skill Practice Activity 1.Individually prepare for a vital conversation with either someone on your staff who is a solid performer or an under achiever. Use the appropriate Conversation Planner as part of Action Planning—Part 3. Time: 15 minutes. 2.Quickly brief a pair partner on the situation and then conduct the conversation using your planner as your guide. Time: 10 minutes. 3.Discuss what went well and what could have been done differently. Time: 5 minutes. 4.Switch roles and repeat process. Time: 15 minutes.

© Baptist Leadership Group MMXIII Summary for Vital Conversations Coach with an attitude of helping Pay attention to own personal impact Focus on behaviors the receiver can change Recognize people’s desire to do the right thing Know your “coaching communication style” Learn to ask great questions and to listen to answers Avoid telling “how to”—let them tell you New habits take time…but not that much

© Baptist Leadership Group MMXIII Thank You Beverly Begovich