1. Chapter 6: Principle 4 Assessing your Team High/Medium/Low LDI2

2. Today’s Goals… Understand WHY we have HML conversations
Understand how to identify HML performance
Learn to have effective mentoring/coaching
The McNair Group

3. It’s difficult to juggle all that we’re asked to handle
Goals
Students/Patients
Tasks

4. People’s Personalities
The McNair Group
Goals
Students/
Patients
Tasks

5. Definition Of High, Middle and Low Performers
Come to work on time
Good attitude
Problem solve
You relax when you know they are on the job
Good influence
Use for peer interview H
Good employees
Need a little development
Make or break your workforce
Behave like high performers, but not as consistently M L
Negative influence
Take up lots of time
Refuse to adapt to change
Can appear as informal leader

6. Movement of H-M-L Performers
Gap is
intolerable M H
EXCELLENCE
Gap is
uncomfortable M L L L

7. Goal: Move The Entire Performance Curve

8. Wild guess – what % of the team in your area would you say is HIGH performing?
Less than 5%
6 – 10%
11 – 20%
21 – 40%
41 – 60%
Over 61%

9. Wild guess – what % of the team in your area would you say is HIGH performing?
Less than 5%
6 – 10%
11 – 20%
21 – 40%
41 – 60%
Over 61%

10. How would you honestly rate your performance?
HIGH
Medium
Low

11. How does your area match?
Usual percent breakdown of HML staff:
High: 30%
Middle: 60%
Low: 10%
75% of LPs move to MPs after having HML conversation
25% of LPs leave the organization

12. So why do we
need this?

13. Some are COMFORTABLE with where things are now…

14. Prior to MUSC Excellence
Yet only 2 of 10 Key Performance Indicators were met!
Prior to MUSC Excellence

15. Impact after MUSC Excellence

16. Most tend to take High Performers for granted
“According to a new study by Leadership IQ, almost 1 in 2 high performers are actively looking for other jobs
(they’re posting and submitting resumes, and even going on interviews).

17. Performance-based Leadership
Ignore negative behavior and it will increase
Ignore positive behavior and it will decrease

18. Impact of Low Performers
They Make Us:
Exhausted
Frustrated
De-motivated
Embarrassed
They Make
Our Co-workers
& Customers:
Angry
Complaining
Non-supportive
…Go elsewhere

19. What is your primary reason for putting off LOW performance coaching?
Not easy for me to be the bad guy
I feel like he/she is trying/making an effort
I’m expecting him/her to be defensive
Other

20. Stop a “No, But’s” Culture
“ But they are good at their job”
“But they’re really making an effort”
“ But I need them right now!”
BUT…BUT…BUT…BUT…

21. Four Components
Define
Identify
Coach
Take Action
Use Day Plans!

22. What is High Performance?
Four Components #1
Define
What is High Performance?

23. Utilize your definitions
Four Components
Utilize your definitions #2
Identify

24. IDENTIFY
Complete Tracking Log

25. Learning effective coaching
Four Components #3
Coach
Learning effective coaching

26. Mixed Signals

27. Feedback Styles YOU The Receiver
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

28. Feedback Styles … too much at once
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

29. Feedback Styles … coddlers
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

30. The Principles of Effective Communication
Focus on the ideal that you want, not on the person that’s not doing it.
Maintain the self-esteem of others. Use “I” language…Avoid “You” and “But”
Discuss specifics to make things better
The McNair Group
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

31. Rule of Thumb
It shouldn’t take you any longer than 30 seconds to state the reason for your feedback (and then ask a question)
If it does, you are talking too much, or you
are trying to cover too many things.
The McNair Group
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

32. Feedback Steps… D E S K
Describe the ideal behavior you seek, and share your specific observations. End with a question of how they see things.
Explain the impact of their behavior.
Show/Tell exactly what needs to be done.
Know the consequences if changes do not occur.
The McNair Group
Pitfalls:
Confusing feedback with “getting it off your chest.”
Too much at once
Make it business related so they can see the impact of their actions on others.
Not listening because you want to jump to your ideas.
Providing excuses for them. Filling in the silences.
6. Skipping this step.

33. Review Skill Practice Sheet
Effective Coaching
Review Skill Practice Sheet
USING KEY WORDS!

34. Four Components
Talk to HR
Follow 90-day Plan
Set goals #4
Take
Action

35. Develop the Skill to Talk with LOW Performers
Get support - talk with someone
Use Human Resources
Role-play before actual discussion
Keep in mind the damage LPs do
Envision how it will be without them

36. How prepared are you to begin coaching HML?
Very comfortable
Pretty good
Need to practice, but have the tools
Need more training

37. Practice, Practice, Practice
Role Playing
Divide into teams of three:
Mgr & Employee and Observer
Rotate the roles
The McNair Group
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

38. Concurrent Sessions Rounding Measurements
Putting MUSC Excellence into our Context
More HML Coaching
The McNair Group
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

39. Linkage Grid & Evaluations
Notes: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________