Course Materials LEADERSHIP BEYOND MANAGEMENT · Course Materials LEADERSHIP BEYOND MANAGEMENT Julia A. Johnson Senior Manager, Talent Management Wipfli LLP Green Bay, Wisconsin [email protected]

Course Materials

LEADERSHIP BEYOND MANAGEMENT

Julia A. Johnson Senior Manager, Talent Management

Wipfli LLP Green Bay, Wisconsin [email protected]

920-662-2876

August 4, 2017

Wipfli LLP © 2017 1

www.wipfli.com

Leadership Beyond Management: Performance Management

Graduate School of Banking 2017

Talent Management Loop

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Organizational Structure and Role Alignment

Behavior, Competencies and Performance

Standards

Learning and Development

Coaching and Feedback

Performance Management

Reward and Recognition

Talent Assessment and Succession

Management

CommunicationCulture


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Coaching and Feedback

“Building a Better Boss”

What employees value most are even-keeled bosses who make time for one-on-one meetings,

who help people puzzle through problems by asking questions, not dictating answers, and who take an interest in employees’ lives and careers.

- Google’s quest to “Build a Better Boss”

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The Swing: 2010 to 2020

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Workforce Demographics Projections: 2010 & 2020*

21%

16%51%

10%

Traditionalists

Boomers

X’ers

Millennials

Gen Z (1996-2015)

Traditionalists (1925-1945)

Boomers (1946-1964)

X’ers (1965-1979)

Millennials (1980-1995)

*Projected data

2%

In 2015, Millennials surpassed the Boomers to become the largest share of the American workforce. - Pew Research

An Age Old Question

What prevents an employee from achieving effective levels of performance?

(Why don’t employees do what they are supposed to do?!)

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Top 5 Responses

They don’t know what they are supposed to do.

They don’t know how to do it.

They don’t know why they should do it.

There are obstacles beyond their control.

They don’t think it will work.

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The process of creating and maintaining an environment of accountability (the Bank, the manager, and the employee) to enable employees to perform to the best of their abilities.

A whole system that begins when an individual assumes a position and ends when an individual leaves the Bank.

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Focuses on creating the future for and the development of an employee in order to achieve desired goals, objectives, and outcomes

Is proactive and intentional

Builds manager and employee relationships

Is the foundation of high-performing organizations

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Unpredictability of People

• People are often unpredictable and, as a result, can increase the level of risk for the Bank.

• People can undo even the most carefully thought-out and designed plans, policies, and procedures.

• People must understand how their actions and decisions result in favorable or unfavorable outcomes.

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Traditional Performance Appraisal “Grade”

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Performance appraisal is an event.

Performance Management (PM) is a process.

Coaching and feedback is part of the performance management process. (Employees really do want to know what their manager thinks!)

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Performance Management Trends

New “management level thinking” that changes the underlying principles about how we lead and empower people and how we set goals and evaluate performance

Mission and purpose driven

Team leaders who people want to follow—”followership”

Systems and tools built to enable people to communicate easily and organize around a network of teams

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Performance Management Trends

Simplify the process

Focus on regular, timely feedback

Emphasize development of employees

Empower employees and teams

Engage people

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The Evolution of Management Thinking

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Changing Performance Trends

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10 Factors in a Modern, Healthy Process

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“Ongoing Feedback” Method

• Most common of new methods used

• Elimination of formal performance reviews

• Emphasis on coaching and improving performance

• Concerns regarding how well managers will actually do this—If managers are not doing annual process well, will they really do significantly more frequent feedback?

• Requires an investment in training and defining expectations

• Younger employees expect frequent feedback

• Many employees want an annual recap of how the year went and what to expect – common alignment on goals

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Performance Management Culture

• Determine the purpose and objectives

• Communicate the importance and purpose

• Develop the administrative process to support goals that are unique to the organization

• Plan and execute training

• Monitor effectiveness

• Ask for feedback

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Common Process Components

• Onboarding

• Job descriptions

• Competencies

• Feedback/Feedforward

• Employee involvement

• Coaching

• Goals and objectives

• Administrative processes

• Documentation20


Onboarding

A strong onboarding program that is focused on employee expectations will:

• Shorten the new employee’s learning curve, increase productivity, and reduce errors

• Facilitate compliance with Bank policies and procedures

• Improve job satisfaction and retention

• Promote communication between manager and team

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Onboarding

• It is critical to establish the connection between the new employee, the new position, and the Bank’s mission, vision, and goals right away.

• Explain the role the employee plays in their own success and the Bank’s success.

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Job Descriptions

• Determine what roles and responsibilities are needed to align with the organizational chart

• Write job descriptions on the basis of the role to accurately represent the job—not to reflect what the current incumbent is currently doing

• Include the following in the job description: • Title and Department• Reporting Relationships• FLSA Classification• Primary and Secondary Duties• Education, Experience, Competencies• Performance Factors• Disclaimer

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Competencies

• A common building block for performance management systems is identifying what is important to your Bank.

• Often tailored to a job level such as:• Individual contributor• Supervisory• Professional/Technical• Management/Executive

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Competencies

The Polaris Competency Model

©Organization Systems International

INTERPERSONAL COMMUNICATIONS MANAGEMENT LEADERSHIP CONCEPTUAL PERSONAL CONTEXTUAL

AssertivenessActive

ListeningDelegation

ChangeMastery

BusinessThinking

ComposureCustomer

Orientation

ConflictManagement

CommunicativenessFinancialAcumen

Influence Creativity Drive/EnergyFunctional/TechnicalExpertise

DiplomacyInformal

CommunicationOrganizing &

PlanningLeader

IdentificationLearning Agility High Standards

GlobalSkills

RelationshipBuilding

Presentation SkillsTalent

ManagementMission Focus

Problem Solving& Decision

MakingInitiative

IndustryKnowledge

SensitivityWritten

CommunicationTeam

ManagementRisk Taking Self-Objectivity Integrity

OrganizationKnowledge

Team PlayerTechnology

SavvyStrategicThinking

Positive Impact

VisioningResults

Orientation

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Feedback/Feedforward

• Provide frequent informal feedback and conversation on employee performance to build trust, impact results, and affect retention

• Gather information from others

• Document significant interactions, both positive and negative – whatever method works for each manager

• Compile at formal review time – the full story

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Feedback: Star Performers

• Congratulate on job well done

• Stress employee’s importance

• Discuss accomplishments

• Discuss future goals

• Identify rewards and recognition

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Feedback: “Par” Performers

• Share specifics on successes

• Share specifics on opportunities for improvement

• Ask questions

• Discuss concerns, if any

• Develop goals and action plans

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Feedback: Needs Improvement Performers

• Be clear and honest

• Give specific examples

• Review positive aspects

• Create performance improvement plan

• Indicate concern

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For the Person GIVING Feedback

Attitude Action

•Treats feedback as a gift•Delivers specific, observable, actionable feedback

•Welcomes the opportunity to help others grow

•Practices constructive dialogue

•Examines the behavior, not the person

•Works with the Receiver to determine specific, observable future actions

•Follows up

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For the Person RECEIVING Feedback

Attitude Action

• Adopts a spirit of improvement •Avoids an emotional response

•Welcomes the feedback •Asks questions

•Treats feedback as a gift •Contributes to dialogue

•Overcomes defensiveness

•Accepts accountability, works with the Giver to determine specific, observable future actions

•Thanks the Giver

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Coaching

• Providing coaching to employees should be expected of anyone in a leadership role—It is a MINDSET

• Coaching for success – How can you help employees prepare for new challenges, step up to existing challenges, and overcome obstacles

• Coaching has become a significant way to help emerging leaders be ready for more responsibility (especially millennials)

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Coaching Objectives

• Develop well-disciplined individuals who are committed to the Bank, its mission, its values, and its vision

• Mitigate problem behaviors

• Provide for developmental opportunities

• Build individual responsibility

• Recognize good performance because positive reinforcement works

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Coaching Builds Individual Responsibility

• The employment “deal” – we provide employees with pay and benefits and expect them to commit to performing the job well.

• If that doesn’t happen, we can either punish the person through disciplinary action or coach them to improve.

• Discipline is usually punitive, whereas coaching is supportive, positive, and forward-looking.

• Our purpose with coaching is to build individual responsibility for performing the current job well, and/or to prepare for additional responsibility.

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Recognize Good Performance

• Recognition is motivational – behavior rewarded is behavior repeated

• Understand the value of both positive and negative consequences in the workplace

• Solid performers make up the majority of your work force and deserve your attention

• The Stars and the Problems usually get the attention though

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The Gap


Coaching for Improvement Discussions

• Identify the gap

• Analyze the impact of the problem

• Identify the natural consequences of the problem continuing, and the possibility of imposed negative consequences

• Gain employee’s agreement to improve/change

• Determine the appropriate action step(s)

• Document the discussion and action steps with a memo to employee

• Follow up as planned

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Five Critical Questions

1. Does the employee clearly understand that a concern exists?

2. Did the employee know in advance that such conduct or performance would be problematic?

3. Is the expected performance reasonably related to the safe, efficient, and orderly operation of the business?

4. Is there enough evidence that the employee actually did cause a problem?

5. If a consequence is warranted, is it reasonably related to the seriousness of the problem, to the employee’s record with the Bank, and to the action taken with other employees who have been in similar situations?

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Natural Consequences

An ounce of insight is worth a pound of power. The essence of coaching is

helping an employee to see the connection between your concerns and the performance issue they are currently

experiencing, or will experience.

The Problem Is With Using Power

• Power kills relationships

• Power motivates resistance

• Power doesn’t last

• Power can make us look stupid

• Power “feeds the hog”

The Law of the Hog: Whenever we actunprofessional, controlling or abusive,

we can expect payback.

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From Crucial Accountability: Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior

Second Edition © 2013 by Patterson, Grenny, Maxfield , McMillan and Switzler


Opening the Coaching Discussion

“Sam, I have a problem and I need your help.”

1. Establishes the personal basis of the discussion by using the employee’s name

2. Gets right to the point

3. Uses an “I-message” vs. saying “you have a problem” and invoking defensiveness

4. Enlists the need for the employee’s help

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A Matter of Choice

• The Coaching Discussion focuses on employee “decisions” and “choices”

• A fundamental aspect of coaching is that behavior and performing well or poorly are a matter of choice

• People are responsible for their own behavior and performance

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Goal Setting and Follow-Up

Create action plans for goals

• Organizational Goals

• Objectives

• Activities

• Measures

• Resources

• Timelines

• Evidence of Progress

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Forms

• Although forms are a helpful way to organize the process, they should not be the focus

• Good developmental process trumps poor forms every time

• Don’t be constrained by forms – attach what is needed to support conclusions

• Average life expectancy of any performance management form is about 2 to 5 years

• There should be space for employee comments

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Process

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Documentation

• Must be an ongoing, day-to-day activity for supervisors

• Can help identify a problem or pattern

• Can serve as a reference tool in the future

• Can help hold individuals accountable

• Can help (or hang) you in litigation (though not the primary purpose)

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Performance Management Equation

Performance = Ability + Motivation

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Mo

tiva

tio

n

Will

Won’t

Ability

Can Can’t

A

DC

B

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Be a yardstick of quality. Some people aren't used to an environment where excellence is expected. –Steve Jobs

Always treat your employees as you want them to treat your best customers. -Stephen Covey

Performance management isn’t dead. The old way of thinking about it is. –Anita Bowness

To be effective and yield results for your business, performance management must be a year-round process with no end. -Teala Wilson

Companies need to shift their approach by creating a culture where regular performance feedback discussions are the norm. -Melany Gallant

For employees to perform at a high level, it only makes sense to include performance management in the onboarding process. –Sharlyn Lauby


QUESTIONS?

Julia Johnson

Senior Manager, Talent Management

[email protected]

920.662.2876

www.wipfli.com

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www.wipfli.com/fi

Documents

Course Materials LEADERSHIP BEYOND MANAGEMENT · Course Materials LEADERSHIP BEYOND MANAGEMENT Julia A. Johnson Senior Manager, Talent Management Wipfli LLP Green Bay, Wisconsin [email protected]