When to use
People-oriented, Commitment from
motivator, others is critical, or
builds personal sensitive situations
relationships,
likeable,
interpersonal skills,
cares for others
When not to use
Decisions need to
be forced through,
conflict is being avoided
Leadership Styles
II. REFLECTIVE BLUE
Value-driven, has passion for
key issues, focuses on important themes,
champions the cause
When to use
The group has lost its sense of identity, or it
is doing too many unimportant things
When not to use
There is a problem that needs to be solved
with dispassionate objectivity (eg: technical
issues)
REFLECTIVE BLUE
When to use
Lost its
Value-driven, sense of identity
passion,
focuses ,
champions the cause
Establish Measure
measurable current
behavioral goals behaviors
30 calls a day
Performance Management
Principles
II. Appraisal
Compare the current behaviors with
the behavioral goals and identify the
differences
(eg: on average, 20 phone calls are
actually being made, giving a shortfall
of 10 phone calls).
Appraisal
Compare the
current behaviors
20 phone calls
The difference
10 calls
Behavioral goals
30 calls a day
Performance Management
Principles
III. Action
For each difference, plan how to bring actual
behaviors in line with the goals, in order to
improve the performance
(eg: introduce a revised telephone script that
qualifies the prospect more quickly,
shortening each phone call and enabling
more calls to be made in the time available)
Implement the plan
(eg: issue the revised script to all telesales
people, perhaps with some training to
support its use)
Action
Behavioral goals
Actual behavior
30 calls a day
20 phone calls
Improve Performance
I. Revised script
II. Shortening calls
III. Enable more calls
Compare the
current behaviors
The difference
Behavioral goals
Performance
Management
Principles
Flexibility;
Working together;
Reporting to one leader and
Serving one customer
Team Building
From the definition of a team, you
have to define the common goal or
objective of the team.
For example, let us suppose that the
goal or objective is 'to increase the
sales of the company'.
Sales people; Sell to clients;
Sales Manager; Ensures the Sales
People are equipped to sell properly;
Team Building
Marketing Manager; Designs a product that’s
attractive to potential buyers
Accountants; Control the costs of the product
to keep it competitively priced
Administrators; Process the applications
quickly so that the client does not lose
patience and move to a competitor company
Team Building
Personnel; Recruit high performing
sales people, and provide training to
maximize sales
Team Building
Stationery suppliers; Provide
marketing literature that looks
professional and makes the product
seem attractive
Cleaning staff; Keep sales offices
looking attractive, so that clients and
prospects feel comfortable visiting
the branches
Team Building
Stages in team building:
Clarify the team goals and objectives
Identify those issues which inhibit the
team from reaching their goals and
objectives
Address the issues, remove the
inhibitors and enable the goals and
objectives to be achieved
Team Building
Team Building Scale
Individual skills Relationships
and perceptions between people
The culture of
the organization Relationships
between teams
Team Dynamics
Team Dynamics
Team Dynamics are the unseen forces that
operate in a team between different
groups of people.
For example, in a small team of six people,
there may be two people who have a
particularly strong friendship.
Friendship is a "natural force" that may
have an influence on the rest of the team,
and can affect the team positively or
negatively.
Team Dynamics
The positive effect of a strong
friendship in a team might be:
friends communicate a lot together
...which naturally results in other members
being drawn into the discussion
...which results in a good 'social' feel to
the group
...which makes people enjoy being in the
group
...which improves motivation and
commitment
Team Dynamics
The negative effect of a strong friendship
might be:
to cause other people to feel excluded...
... are less likely to include the friends in decision
making
... are likely to be in groups
…information may not flow across the whole group,
but only within the subgroups
… miscommunication may lead to misunderstanding
and poor collective performance
Team Dynamics
How do you recognize team
dynamics?
Personality styles (eg: including or
excluding people)
Team Roles
Office layout (eg: cupboards dividing
teams into two)
Tools and technology (eg: email, bulletin
board, information pool enabling hidden
communication).
Team Dynamics
Organizational culture (eg: company cars
acting as status symbols to separate
groups of employees)
Processes/methodologies/procedures (eg:
problem-solving methodology) etc.
Team Dynamics
How can team dynamics be managed
constructively?
look for the team dynamics - the 'natural
forces' at play
determine whether they are acting for
good or ill,
make interventions to make the effect of
those dynamics more positive.
Accountability
Owning It: How Personal
Accountability Can Transform
an
Organization
Accountability
For organizations that consistently struggle to meet
goals, worker accountability may be an issue.
Symptoms of accountability deficiencies include
-blaming and finger-pointing,
-unclear and changing expectations and
-difficulty retaining quality employees.
When any or all of these issues occur, organizations
should consider transforming their employees’
behaviors and attitudes with the power of personal
accountability.
Accountability
When employees take ownership of
tasks and plans are clear, personal
accountability emerges,
-lowering stress,
-increasing productivity,
-influencing job satisfaction and
-propelling the organization to meet
its goals and objectives.
Accountability Deficiencies
Blame and Finger-Pointing
When personal accountability is absent,
pinning the blame on others is one of the
most common behaviors employees
engage in when things go wrong.
Do any of these charges sound familiar?
§ "It's because of those strict regulations."
§ "Our partner dropped the ball."
§ “Parents just don't participate."
§ “The warehouse doesn’t delivery
supplies timely."
Blame and Finger-Pointing
Blame and finger-pointing stem from a
lack of personal accountability and a
fear of punishment.
In this type of environment, employees
talk about – rather than to – each other.
Also, informal meetings that occur after
meetings (hallway discussions), are
where real opinions are heard.
Blame and Finger-Pointing
When employees equate being “held
accountable” with demotion or job
loss, they will refrain from accepting
responsibility for the outcomes of
their work.
If the manager doesn’t model
accountability, blame and finger-
pointing will be the norm for their
employees.
Blame and Finger-Pointing
When an accountable employee
does something wrong, he or she will
say, "This is what I did, and I accept
responsibility.
This is what I learned from my
mistake and this is how I will
change."
Unclear and Changing
Expectations
When managers lack personal
accountability, they are often unclear
with their expectations or routinely
change objectives, resulting in
confusion and incomplete goals.
Unclear and Changing
Expectations
Sample Expectations
Unclear: Clear:
§ "Diversity is very § “To embrace our diversity,
important and we will we will be implementing
embrace it." monthly diversity awareness
seminars.”
§ "We will change our
IT systems to keep up
§ “We need to update our
firewalls to keep up with the
with the times."
latest viruses.”
§ "We will focus on § “Our focus on innovation
innovation this year." this year will require us to
brainstorm better service
techniques and processes,
and improve quality.”
Unclear and Changing
Expectations
Without any kind of clarity, the
outcome of these types of expectations
is no outcome at all.
Employees want to know what road to
travel, the tasks they need to
accomplish and milestones along the
way.
Unclear and Changing
Expectations
To hold employees accountable,
-tasks must be clearly defined up-front,
-the expected outcomes must be
explained,
-the stakes of completing/not completing
the task made clear, and
-all parties must agree upon action steps
by certain dates.
Difficulty Retaining Quality
Employees
Often a lack of accountability leads to
equal rewards for unequal efforts
among employees, spurring the best
workers to see no value in working
hard to further the goals of the
organization.
High achievers will ultimately leave
organizations that do not hold
employees accountable.
Difficulty Retaining Quality
Employees
When a lack of measurement exists,
good employees will not prosper.
To retain high achievers, everyone
must be held accountable for their
actions.
Other Challenges
Additional symptoms that point to a
lack of accountability :
§ Ineffective teamwork
§ Poor meeting management
§ Indirect and unclear communication
§ Gossip
§ Conflict
Personal Accountability Training
Personal
accountability
training is an
effective way to
shift the corporate
mindset to one of
responsibility,
empowerment and
accountability
Purpose of personal
accountability training
I. Help employees understand the
importance of accountability
II. Identify why the organization
values accountable employees
III. Discuss each individual's role in
the process, and
IV. Encourage employees to
reexamine their attitudes and
actions.
The Challenges of Poor
Workforce Accountability
When everything is working well,
accountability is understood and embraced
in an organization. However, when problems
emerge, excuses seem to be the acceptable
alternative.
Some of the most common signs that
personal accountability is absent includes
blaming others,
nebulous expectations and
the inability to retain high achievers.
Steps to Achieving Personal
Accountability
Workers must take ownership of a task
and its outcome at the time it was
assigned.
Employees must have a preexisting
mindset that they can and will get tasks
accomplished.
Once employees take responsibility, a
clear agreement must be in place
between the task assigner and the task
owner.
Steps to Achieving Personal
Accountability
The agreement must clearly articulate
the task, the expected results and
when it must be completed.
Employees must be willing to take
personal action to see the results
occur.
Employees must be willing to answer
for outcomes, whether good or bad.
Benefits of Accountable
Employees
§ Personal action is taken to overcome
obstacles and ensure results are
achieved
§ Results are on target because the
task, owner, expected results and
deadline are clear
§ Individuals display a willingness to
answer for the results of their actions
Benefits of Accountable
Employees
§ Productivity increases because employees,
teams and entire departments are more effective
and individuals agree to own tasks
§ Job satisfaction improves because tasks are
clearly defined and success occurs more
§ Negative events become learning events
§ Workarounds and project restarts are
significantly reduced
Head Start Accountability
Every year, each agency must conduct
and maintain a “Program Self
Assessment”.
Every three years, a Head Start
grantee must conduct and maintain a
“Community Assessment,” designed to
ensure that the program is serving the
greatest number of eligible children in
the local area. Updated annually
Head Start Accountability
Every Head Start program must
conduct a “Wage Comparability”
study every three years to assure
that wages paid to Head Start staff
are in line with those paid for
comparable jobs in the community
served by that Head Start grantee.
Head Start Accountability
Each program must provide every
enrolled child with dental, mental health
and health screenings, along with a
developmental screening, and maintain
files on the results of these screenings.
For each child with a disability, a
“Transition Plan” must be maintained and
implemented in accordance with IDEA.
Head Start Accountability
Local programs must have written
agreements with vendors and service
providers and community partners.
Each program must meet the
performance standards for each child
and family and have documentation
of such progress (individualized family
plans, child’s education plan, etc.).
Head Start Accountability
Every three years, USDA conducts an
on-site audit with respect to the
eligibility of children in the program
and on food servings (making sure
that each meal has met the Daily
Requirements).
State and Local Requirements;
i.e. state child care licensing
standards.