Chapter 6: Principle 4

Assessing your Team

High/Medium/Low

LDI2

Today’s Goals…

Understand WHY we have HML conversations

Understand how to identify HML performance

Learn to have effective mentoring/coaching

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It’s difficult

to juggle all that we’re asked

to handle

Goals Students/Patients

Tasks

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Students/Patients

TasksGoals

People’s Personalities

Definition Of High, Middle and Definition Of High, Middle and Low PerformersLow Performers

HH• 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

M

•Good employees • Need a little development• Make or break your workforce• Behave like high performers, but not as consistently

L• Negative influence• Take up lots of time• Refuse to adapt to change• Can appear as informal leader

Movement of H-M-L Movement of H-M-L Performers Performers

M

H

L

H

M

L

Gap is uncomfortable

H

M

Gap is intolerable

L

EX

CELLEN

CE

Goal: Move The Entire Goal: Move The Entire Performance CurvePerformance Curve

HML

Wild guess – what % of the team in your area would

you say is HIGH performing?

0% 0% 0%0%0%0%

1. Less than 5%2. 6 – 10%3. 11 – 20%4. 21 – 40%5. 41 – 60%6. Over 61%

Wild guess – what % of the team in your area would

you say is HIGH performing?

10%

29%

10%

6%

19%

26%1. Less than 5%2. 6 – 10%3. 11 – 20%4. 21 – 40%5. 41 – 60%6. Over 61%

How would you honestly rate your performance?

HIG

H

Medium

Low

50%

3%

47%

1.1. HIGHHIGH

2.2. MediumMedium

3.3. LowLow

How does your area match?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

So why do we So why do we need this?need this?

Some are Some are COMFORTABLECOMFORTABLE

with with where where

things are things are now…now…

10.3% 15.9%

73.8%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%

1 2 3

Leader Evaluation Results

Meets Exceeds Substantially

Yet only 2 of 10 Key Performance Yet only 2 of 10 Key Performance Indicators were met!Indicators were met!

Prior to MUSC ExcellencePrior to MUSC Excellence

12%

16%

41.0%

20.0%

4.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Leader Evaluation Results

< 1.99 2.0-2.74 2.75-3.74 3.75-4.4 < 4.4

Impact after MUSC Excellence

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).

Ignore negative behavior and it will increase

Ignore positive behavior and it will decrease

Performance-based Performance-based LeadershipLeadership

Impact of Low PerformersImpact of Low Performers

They Make Us:

ExhaustedFrustrated

De-motivatedEmbarrassed

They Make Our Co-workers

& Customers:

AngryComplaining

Non-supportive

…Go elsewhere

What is your primary reason for putting off LOW performance

coaching?

17%

20%

20%

43%

Not easy for me t... I feel like he/sh... I’m expecting him... Other

1. Not easy for me to be the bad guy

2. I feel like he/she is trying/making an effort

3. I’m expecting him/her to be defensive

4. Other

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…

• DefineDefine

• IdentifyIdentify

• CoachCoach

• Take ActionTake Action

Four ComponentsFour Components

Use Use

90-90-

Day Day

Plans!Plans!

#1 Define

Four ComponentsFour Components

What is

What is

High High

Perform

ance

Perform

ance

??

#2 Identify

Four ComponentsFour Components

Utilize

Utilize

your your

definition

definition

ss

IDENTIFYIDENTIFY

Complet

Complet

e e

Tracking

Tracking

LogLog

#3 Coach

Four ComponentsFour Components

Learning

Learning

effective

effective

coachin

coachin

gg

Mixed Signals

Feedback Styles

YOU The Receiver

Feedback Styles … too much at once

Feedback

Styles

… coddlers

The Principles of The Principles of Effective CommunicationEffective Communication

1. Focus on the ideal that you want, not on the person that’s not doing it.

2. Maintain the self-esteem of others. Use “I” language…Avoid “You” and “But”

3. Discuss specifics to make things better T

he

McN

air

Gro

up

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.

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Feedback Steps… D E S D E S KK

1. Describe the ideal behavior you seek, and

share your specific observations. End with a

question of how they see things.

2. Explain the impact of their behavior.

3. Show/Tell exactly what needs to be done.

4. Know the consequences if changes do not

occur.

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Effective CoachingEffective Coaching

Review

Review

Skill Skill

Practice

Practice

SheetSheet

USING KEY

WORDS!

#4 Take Action

Four ComponentsFour Components

• Talk to HR

Talk to HR

• Follow 90-

Follow 90-

day Plan

day Plan

• Set goals

Set goals

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

How prepared are you to begin coaching HML?

18%

18%

52%

13%

Very comfo... Pretty good Need to pr... Need more ...

1. Very comfortable

2. Pretty good

3. Need to practice,

but have the tools

4. Need more training

Practice, Practice, Practice, Practice, PracticePractice

Role PlayingRole Playing

Divide into teams of three: Divide into teams of three:

Mgr & Employee and ObserverMgr & Employee and Observer

Rotate the rolesRotate the roles

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Concurrent Sessions

1. Rounding

2. Measurements

3. Putting MUSC Excellence into

our Context

4. More HML Coaching

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Linkage Grid

&

Evaluations