1. Employee Engagement Training
Slide 6.1
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2. Most problems at work are a result of poor communication.
Slide 6.2
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3. 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
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4. 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
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5. ©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
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6. ©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
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7. 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
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8. Basic Supervisory Principles
FAIR
In using discretion with employees
In assigning work
In providing training and growth opportunities
In promoting employees
Slide 6.8
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9. 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
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10. Basic Supervisory Principles
RESPECTFUL
Treat everyone with dignity regardless of the situation.
Listen, ask, explain.
Follow up with answers to questions.
Slide 6.10
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11. Engaged Coaching Model
More
Trust
Openness
Ownership
Versatility
Influence
Action
Slide 6.11
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12. Engaged Coaching Model
Less
Control
Channels
Routine
Position power
Analysis
Bureaucracy
Slide 6.12
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13. 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
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14. Supervisor ASK/TELL Model
Mastery of Job Tasks
Learning Job Tasks
Beginning Job
TELL
Slide 6.14
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15. ©2011 ASTD All Rights Reserved
Is Conflict Always Bad?
Slide 6.15
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16. 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
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17. ©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
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18. 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
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19. 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
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20. Conflict Comfort Zone Matrix
Slide 6.20
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21. 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
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22. Complaint-Handling Steps
6. Follow up
5. Take action
4. Decide
3. Investigate
2. Get story straight
1. Listen
Slide 6.22
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23. Reasons for Poor Performance
Lack of communication
Lack of conditions
Lack of consequences
Slide 6.23
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24. 5-Step Performance Correction Process
Step 1—Observe
Step 2—Discuss
Step 3—Correct
Step 4—Advise
Step 5—Confirm
Slide 6.24
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25. 2 Basic Rules About Managing Performance
Always expect excellent performance.
Never let poor work go unnoticed or performance issues go unchallenged.
Slide 6.25
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26. 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
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27. ©2011 ASTD All Rights Reserved
Levels of Feedback
None at all
Negative only
Positive only
Balanced
Slide 6.27
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28. 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
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29. ©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
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30. 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
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31. 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
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32. 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
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33. 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
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34. 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
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35. 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
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