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The Manager’s Role in Creating and Correcting
Poor Performance Rebecca Staton-Reinstein, Ph.D., President
Advantage Leadership, Inc.
The Manager’s Role in Creating and Correcting Poor Performance
Select for talent to match your needs
Plan drives performance
Delegate, Motivate, Coach
Seek a mentor/coach
Have the tough conversations; Use HR
Help employee find right path
“The Water Cooler” The Dark Side of
Management
Great Management Starts with Self Reflection
I think people want to be magnificent.
It’s the job of the leader to bring out that magnificence in people and to create an environment where they feel safe and
supported and ready to do the best job possible in accomplishing key goals.
– Ken Blanchard
Will this
new hire
be a
success?
Define talents &
skills you need.
Find a match.
Skills: behaviors you
can learn & teach
Talent:
Combines what you
were born with & have
developed over your lifetime
CONSISTENTLY
HIGH PERFORMANCE
Systematic Discovery: Talents & Skills
Past Performance = Best Predictor
of Future Performance What has the person actually done?
How did they handle situations in the past?
NO hypothetical questions!
NO silly questions!
Use behavioral interviewing
Plan Drives Performance
Team creates Mission and Plan based on Mission Each person reflected in Mission
83% of workers believe MISSION Very Important
Companies where workers think MISSION Very Important are 5-15% more profitable than companies where workers think mission is very unimportant
Work groups with clear MISSION:
35-50% fewer accidents
MISSION-driven work groups:
15-30% less turnover
12: The Elements of Great Managing (Gallup)
Mission guides STRATEGIC action & decision making
“Does this action or decision move me closer to or further from accomplishing my mission?”
The urgent
will ALWAYS
drive out the
Important...
IF you let it!
-- Rebecca
PROVIDE
1
2 3
Coaching
Delegation Motivation
Systematic Assignment:
• area of job responsibility
• special tasks, assignments
• projects
Linked to Strategic Plan
• Tactical Plan
• Align: development level for assignment
Linked to individual’s
Development Plan
What is delegation?
Involve in planning
Empower to do the job
Clear direction for future
Clear expectations day-to-day
Use talents
Recognize talents
Link Delegation to Strategic Plan
Delegation Guidelines
1. Ask for plan
2. Review plan
3. Ask questions
4. Finalize plan
5. Make schedule for review
6. Review progress
Match task to person
Make time for learning
Set new priorities
Provide objectives
Delegation Guidelines
Provide plan format
Reinforce being proactive
Help person learn, discover gaps, mistakes
Celebrate tasks, reward results
Conduct Lessons Learned session
Repeat with more challenging task
MOTIVATION
Involve in planning
Empower to do the job
Clear direction for future
Clear expectations day-to-day
Use talents
Recognize of talents
Link Motivation to Strategic Plan
MOTIVATORS /DE-MOTIVATORS
Internal Motivators
Which is more powerful?
Recognize & Reward good performance
UNIQUE
How does the person want recognition?
Match Recognition to the Person
Develop motivational profiles
What interests them? What rewards work?
Spend time to gain insight
Use trial and error
Observe carefully, notice reactions
Coaching nurtures great performance
Involve in planning
Empower to do the job
Clear direction for future
Clear expectations day-to-day
Use and recognize talent
Link Coaching to Strategic Plan
• progress against plan
• effective behavior or action Stimulate thinking
• what needs to be done
• how to solve a problem
• learn from experience to improve
Encourage team member
to discover
• owns behavior or results
• plans for next steps
• has guidance from Team Leader
Assure team member
Coaching Goals
Prepare questions
Avoid judgments
Test theories
Realistic expectations
Beware of feelings
Listen Praise,
motivate Be a role
model
Prepare to Coach
STEP 1: Team member “runs” the coaching session
STEP 2: Team Leader asks probing questions
STEP 3: Team Leader uses concrete observations
STEP 4: Team Leader -- new expectations
STEP 5: Team member modifies plan
Coaching Steps
Review Results
On Track
Continue
Improve
Off Track
Root Cause
Adjust,
Modify Plan
STATUS: Track Results NOT Activity
Evaluate Performance
Set objectives
Develop skills
Build on talent
Coach
Remove obstacles
Review
Quarterly Annual
Plan next steps
Revisit plan
Decide progress measure
Revisit logistics
Review Lessons Learned
Reinforce achievement
Imp
rov
e P
erfo
rma
nce
Have the Tough Conversations
Consult HR
Look for better fit
Be firm
*BE KIND!
*Marylouise Fitzgibbon, W Hotels
Find a Mentor or Coach
Increase self-awareness
Decide how to improve
Develop formal plan
Find a mentor
Plan-Do-Check-Act
Resources:
First, Break All the Rules: What the World’s Greatest
Managers Do Differently. Marcus Buckingham & Curt
Coffman, Simon and Schuster, 1999
12: The Elements of Great Managing, Rodd Wagner &
James Harter, Gallup Press, 2007
Now, Discover Your Strengths. Marcus Buckingham,
Donald Clifton, Free Press, 2001
Strengths Finder 2.0. Tom Rath, Gallup Press, 2007
Knowledge must
come through
Action
-- Sophocles
Σοφοκλῆς
Get a Special Report on Manager’s Role in
Creating and Correcting Poor Performance
Put Performance in the subject line
Rebecca Staton-Reinstein, Ph.D., President
Advantage Leadership, Inc.
320 S. Flamingo Road, Suite 291
Pembroke Pines, FL 33027
Phone: (305) 606-9312
www.AdvantageLeadership.com
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The Manager’s Role in Creating and Correcting
Poor Performance
Rebecca Staton-Reinstein, Ph.D., President
Advantage Leadership, Inc.
