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Facilitator pre-Workout checklist – Feedback (morning session)

Aim of this Workout

The overall aim of these Workouts is to bring participants together to reflect on and deepen the learnings from the development and action guide. They also provide participants with the opportunity to work with other new people leaders to consolidate their understanding of how leaders can connect effectively with their team.

Learning outcomes: Feedback Development priority

In order to achieve the development priority of FEEDBACK – TE ARO WHAIARO, participants will need to be able to:

provide effective feedback to team members, using the SBI method plan for a difficult conversation, using the SBI method.

I seek feedback and give timely, clear, and constructive feedback and have the tough conversations.

Resources A4 paper, flip-chart paper and markers, a large roll of brown paper Projector or TV, speakers, laptop for video viewings

Giving Feedback for Strong Performance| Shari Harleywww.youtube.com/watch?v=tnSE-Cuxp40

Why Is Feedback Important? | Shari Harleywww.youtube.com/watch?v=udCqSrTzHSU

Advice from within the New Zealand public service (short videos) | LDC www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1action_doFilter=Go

How to Create a Feedback-Friendly Culture on Your Team | The Management Centerwww.managementcenter.org/article/how-to-create-a-feedback-friendly-culture-on-your-team/

Preparation

1. Ensure you have an internet connection for the videos and, if possible, queue them before you start the session. 2. Ensure you have worked through the guide and have organised any resources that are required.

FACILITATOR WORKOUT GUIDE: DAY THREE 1

Facilitator pre-Workout checklist – Develop (afternoon session)

Aim of this Workout

The overall aim of these Workouts is to bring participants together to reflect on and deepen the learnings from the development and action guide. They also provide participants with the opportunity to work with other new people leaders to consolidate their understanding of how leaders can connect effectively with their team.

Learning outcomes: Develop Development priority

In order to achieve the development priority of DEVELOP – TE WHAKAWHANAKE, participants will need to be able to:

plan for and hold effective coaching conversations plan for and hold effective development conversations use the GROW model to ask effective coaching questions.

I have regular development conversations and coach my team members to be the best that they can be.

Resources A4 paper, flip-chart paper and markers, a large roll of brown paper, sticky

notes Projector or TV, speakers, laptop for video viewings

Advice from within the New Zealand public service (short videos) | LDC www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1&action_doFilter=Go

Coaching and the GROW model | Michael Heath

www.youtube.com/watch?v=xNLRo3jWPcg

Preparation

1. Ensure you have an internet connection for the videos and, if possible, queue them before you start the session. 2. Ensure you have worked through the guide and have organised any resources that are required.

FACILITATOR WORKOUT GUIDE: DAY THREE 2

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources TimingWelcome Say: Kia ora. Tēnā koutou. Ko (Name) ahau. Welcome to the NPL programme day 3.

Say: Now I would like you to introduce (or reintroduce) yourselves to each other and share what you have done in the way of personal development over the last month.

Refer to PP slide 1. 10 mins

Housekeeping (if reminder needed or in a different location).

Say: Let’s quickly run through the housekeeping.

Ensure you cover:

location of toilets and washroom facilities emergency procedures. any relevant site-specific information.

You can do housekeeping before the introductions if you wish.

5 mins

Group guidelines In the kick-off/day 1 we created our group protocols. Take a minute to look over them and refresh yourself on what we agreed.

Ask: Is there anything you would like to change or add to what we have written? How are they working for the group?

Overview Say: Let’s have a look at what we are covering in this Workout.

Walk through slide 2, signposting what is to come. Be clear about mentioning break times and processes around food, etc.

Ask: Has anybody got any questions about what we will be covering today?

Refer to PP slide 2. 2 mins

Ice breaker (optional)

Use an icebreaker if you have time and feel it will add benefit to re-introduce the cohort, particularly if they do not work together frequently.

Say: OK, it’s been a few weeks since we saw each other; let’s reconnect and learn a little more about each other.

One word activity – instructions

This ice breaker allows you to provide the context for the Workout and get everyone in the right mindset for discussion.

Ask the participants to think about the words they associate with giving and receiving

10 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 3

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources Timing

feedback. Invite them to shout out the words in a “popcorn” round. Explore any extreme positive or negative words, ask the participants about the experience

they had that made them associate that particularly positive or negative word with feedback.

Context (if a reminder is needed)

Say: Remember the purpose of this Workout is to give you an opportunity to reflect on the learnings from the development and action guides, share ideas with others, and really start to think about how you will put everything into practice.

Say: As a reminder, there are 7 development priorities you should focus on as a new people leader. We have already covered Mindset and Connect on day 1 and Purpose and Achieve on day 2, and today we are going to focus on Feedback and Develop.

Mindset: We need to think about what it means to be a leader and challenge our current mindset, habits, and behaviours.

Connect: We need to connect with our staff personally and create a climate where their diversity of thought is encouraged.

Purpose: We need to connect our people with the organisation’s vision and give them purpose; we must be clear on our expectations around “how we work” and what we all are responsible for doing so each team member knows the contribution they are making / the value they are adding.

Achieve: We need to empower others to achieve through effective planning, prioritisation, and delegation of work.

Feedback: We need to get good at giving feedback to improve/enhance performance.

Develop: We need to help our people grow individually to advance as they desire and/or the organisation needs.

Processes: We need to complete our management responsibilities, which can be confusing and

Refer to PP slides 3 and 4. 5 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 4

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources Timing

time consuming for a new people leader. Processes vary but generally include finance, HR, procurement, and technology.

Context

continued.

Say: During this morning’s session, we will focus on the development priority Feedback – Te aro whaiaro. To be successful in your new role, you need to make the following shift.

Refer to PP slide 5. 5 mins

Check-in Say: Before we get into today specifically though, let’s check in with how your peer-learning groups and actions have gone since day 2.

Ask: How are things tracking after the second workshop? What is working well? What have you struggled with? How did your progress with your actions?Share thoughts with your table for 5 minutes. Ask (whole group): How did your peer-learning meetings go? What were the most useful things that came out of your meetings?

Ask: Who would like to share successes and challenges that they’ve had in the last month?

Ask: Lastly, how have you gone with the FEEDBACK and DEVELOP development and action guides? What were highlights from these?

Introduction to topic

Say: The FEEDBACK development and action guide took you through a process that included opportunities to reflect on your current leadership and on your experiences with great leaders you have worked with in your career. Let’s take a few minutes to share these reflections with each other.Say: In pairs, talk through the following questions you will have reflected on in your development and action guide:

Refer to PP slide 6. 35 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 5

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources Timing When and how do you give feedback to your team? What feedback have you received from your team? How have you encouraged your team to give you feedback? Describe a time you were given feedback from a people leader that impacted you. What made this feedback so impactful? How will this impact you as a people leader and how you give feedback to your team?

Allow 10 minutes for each person to share their reflections from the guide and ask questions.

Ask: Would anyone like to share any insights of their own or insights they have learned from another person? Would anyone like to share an experience of giving or receiving feedback that others in the group might find useful?

Break This may be a good time to take a 10-minute comfort break.

Why feedback is important

Say: We all have different experiences of feedback: some positive, some negative. We will probably all agree that giving or receiving feedback is not as easy as it seems, but it is important, and as people leaders, this is a skill you need to develop. Play: The first 60 seconds of the video or show the screenshot as a reminder. Ask: What were your key “a-ha” moments when watching this video? Look for responses along the lines of: Provides a good explanation of the purpose for giving feedback Distinguishes between attributes and behaviour Highlights the importance of timely feedback Highlights the importance of being clear and specificSay: What I personally liked about the videos is that they simplify the purpose for giving feedback: changing behaviour (stop or start doing it) or reinforcing a behaviour (continue doing it). Say: At your table, quickly discuss and define why you think feedback is important.

Ask: Who would like to share?

Refer to PP slides 7 and 8.

Participants will have watched the following videos.

Why is Feedback Important? | Shari Harley

www.youtube.com/watch?v=udCqSrTzHSU

Giving Feedback for Strong Performance | Shari Harley

www.youtube.com/watch?v=tnSE-Cuxp40

15 mins

Giving feedback Say: In your development and action guides, you will have planned and may have already conducted a two-way feedback check-in with your team members.Ask: How did these go? How did you find the SBI method? Did anyone use the SBI method to have a difficult conversation?Say: We are going to explore the SBI model a bit further as a group in a practical activity.

Participants have an SBI prompt sheet in the development and action guide.

Refer to PP slide 9.

35 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 6

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources TimingPlease get into groups of 3, and each choose a different scenario from the slide or create your own. You have 10 minutes of planning time to prepare how you would give feedback for your chosen scenario, using the SBI method.

Feedback scenarios1. A team member consistently interrupts others in a team meeting.2. A team member is not completing work on time to the agreed quality.3. A team member provides support to another by picking up some of the other team

member’s tasks.4. A team member arrives late to team meetings with no excuses.5. A team member works effectively with a stakeholder in another area.

Say: We are now going to practise giving feedback for our chosen scenario in our groups of 3: 1 person will act as team leader giving feedback, 1 person will act as the team member, and 1 person will observe.

Say: If you are the team leader, provide the feedback as per your planning using the SBI method. If you are the observer or acting as the team member, provide feedback to the team leader on appropriate use of the SBI model, active and in-depth listening, constructive statements, and anything else you feel they did well or could work on.

Allow time for each person to provide feedback.

Repeat the activity with group members swapping roles and using a different scenario each time until each member of the group has experienced providing feedback to a team member.

Ask: How did it go? What did you learn from the way others provided feedback that you will take forward and try?

Receiving feedback Say: In your two-way feedback check-ins you also have the opportunity to get feedback from your team. Spend the next 10 minutes chatting to the person beside you about how you have implemented any feedback (that you are comfortable sharing) from your team.

Ask: What did you learn? What steps have you taken to implement the feedback provided?

Ask: Who would like to share any insights?

15 mins

Creating a Say: One of the reading activities in your development and action guide looked at how to Participants will have read: 20 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 7

Activity Detail FEEDBACK facilitator guide – morning session Facilitator notes/resources Timingfeedback culture create a feedback-friendly culture in your team. As a people leader, there are some things

that you can do to create an environment that is feedback friendly. Say: In your table group, I want you to discuss and note down any ideas that spring to mind that will enable a feedback-friendly culture in your team. You can note down your ideas on flip-chart paper. Allow 5 minutes for discussion, 5 minutes for noting down ideas, and 10 minutes for sharing some of the ideas with the wider group. Ask: Is anybody doing any of these already? Who would like to share any successes and challenges they are having creating a feedback-friendly culture in their team?

How to Create a Feedback-Friendly Culture on Your Team | The Management Centerwww.managementcenter.org/article/how-to-create-a-feedback-friendly-culture-on-your-team/

Flip chart paper and pens

Wrap up Say: We have come to the end of the content for the FEEDBACK topic and will move on to the DEVELOP topic this afternoon.

Ask: Please could you each come up to the whiteboard and write down 2 things you have learned this morning.

5 mins

Lunch Allow 30–40 minutes for lunch.

FACILITATOR WORKOUT GUIDE: DAY THREE 8

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources Timing

Welcome back Welcome people back to the room after lunch.

Ask: Who would like to share anything they have been thinking of over lunch that relates to this morning’s session?

Ask: Does anyone have any other questions before we move on?

Refer to PP slide 10. 5 mins

Activity (optional)

This activity is optional if you have time and feel it will add benefit.

Photo activity – instructions

1. Ask participants to find a photo on their phones that they would like to share. 2. Invite them to show or describe what the photo is about and why they picked it.

You can choose an alternate activity as you see fit, depending on the energy in the room.

10 mins

Overview and Context

Say: Let’s have a look at where we are up to on the day 3 programme overview (run through the afternoon’s plans, reiterating break and finish times).

Say: During this afternoon’s session, we will focus on the development priority Develop – Te whakawhanake.

Say: Let’s begin by reflecting on and sharing with each other the challenges and success you have had so far in holding coaching and development conversations with your team.

Allow 5 minutes to share at their tables.

Refer to PP slides 11 and 12. 5 mins

Topic Introduction

Say: The development and action guides take you through a process that includes opportunities to reflect on your current leadership and on your experiences with great leaders you have worked

Refer to PP slide 13. 30 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 9

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources Timingwith in your career. Let’s take a few minutes to share these reflections with each other.Say: In pairs, talk through the following questions you will have reflected on in your development and action guide: How often do you discuss aspirations and development with your team members? How do you help them perform at their best? When asked for help, how do you encourage opportunities for development? Describe a positive experience of being coached. What qualities, attitudes, and behaviours did the coach display? How will your experience of coaching and developing help you to do the same for your team?

Allow 10 minutes for each person to share their reflections from the guide and ask questions. Ask: Would anyone like to share any insights of their own or insights they have learned from another person? Would anyone like to share an experience of development that others in the group might find useful?

Coaching conversations and development conversations

Say: Once you’re underway as a people leader, you’ll need to start looking beyond the now and into the future for your people. You’ll need to ask: What do my people need in order to achieve the tasks I have given them? What coaching can I provide, or can I set them up with a peer or someone else who can coach them? What do my people need to develop beyond today’s tasks, and what are their career ambitions? Say: In your development and action guides you had the opportunity to work through several resources related to coaching conversations as well as development conversations. Ask: What is the difference between these two types of conversations?As a reminder: Coaching is a conversation between a leader and a team member that helps the team member achieve goals, enhance their performance, and develop their potential. It is about helping a person find a solution that works for them, rather than giving them the solution or telling them what to do.

A development conversation is a type of coaching conversation you have with your staff that supports them to perform at their best. The focus is on helping your direct-reports understand what capabilities they need for their current role, what strengths they already have, and the next steps they need to take to build their skills and knowledge.

Say: we will explore both of these conversations further after a quick break.

10 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 10

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources TimingBreak Allow 10 minutes for a comfort break.

Coaching conversations

Say: The model you explored in your development and action guide was the GROW model, which is a popular model used by many effective coaches as it is quick and simple to grasp yet very effective.

Play: The first 60 seconds of the video or show the screenshot as a reminder.

Ask: What were your key “a-ha” moments when watching this video? Look for responses along the lines of: Coaching is about asking questions not providing answers. Different types of questions serve different purposes. Don’t ask leading questions. Coaching encourages accountability and personal responsibility.

Say: Some of you may have noticed that the “W” in “GROW” can stand for “Way forward” or “Will” – as in what will you do. Terms are often used interchangeably but mean the same thing. In your development and action guides, you will have planned and may have already conducted a coaching conversation with some of your team members. Say: I’d like you to form into groups of 3 to share how your coaching conversations went. If you haven’t yet held the conversations, discuss your planning with the group. Ensure there is at least one person in your group who has already held the conversations.

Discuss the following: 1. What was/is the situation?2. How did you find using the GROW model?3. What coaching questions did/will you ask?

If you have held a coaching conversation with a team member:4. What went well?5. What would you do differently?6. Do you have any other insights from the conversation?

Allow 20 minutes for the discussion.

Ask: How did it go? What did you learn from others that you will take forward and try? What good questions did you hear someone else use that you would like to add to your tool box?

Participants will have watched the following video:

Coaching and the GROW model | Michael Heath

www.youtube.com/watch?v=xNLRo3jWPcg

Refer to PP slide 14.

Refer to PP slide 15.

30 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 11

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources Timing

Development conversations

Say: Another type of conversation you explored in your development and action guide was a development conversation, and you will have planned and may have already conducted a development conversation with some of your team members. Ask: How did these go? Were the resources in the guide helpful? Say: I’d like you to form into groups of 4 or 5 and share how your development conversations went. If you haven’t yet held the conversations, discuss your planning with the group or discuss what you have liked about previous development conversations you have experienced (as a team member) that you would like to implement yourself as a leader. Ensure there is at least one person in your group who has already held the conversations.

Discuss the following: 1. How did you structure your conversation?2. What good questions did you ask?3. How did you demonstrate effective listening skills?

If you have held a development conversation with a team member:4. What went well?5. What would you do differently?6. Do you have any other insights from the conversation?

Allow 20 minutes for the discussion.

Ask: How did it go? What did you learn from others that you will take forward and try?

Refer to PP slide 16. 30 mins

Creating a coaching-friendly culture

Say: A coaching-friendly environment is one where people feel comfortable discussing issues openly and freely, with a view towards learning. Once a coaching-friendly environment is fully developed, it is likely that the people leader will spend less time formally coaching, because coaching is going on most of the time. People in a coaching-friendly environment naturally and informally reflect on their actions, discuss problems and goals, and ask for feedback and advice.

Say: In your table group, I want you to discuss and note down any ideas that spring to mind that will enable a coaching-friendly culture in your team. Note your ideas down on flip-chart paper.

Allow 5 minutes for discussion, 5 minutes for noting down ideas and 10 minutes for sharing some of the ideas with the wider group.

Ask: Is anybody doing any of these already? Who would like to share any successes and challenges

Refer to PP slide 17. 15mins

FACILITATOR WORKOUT GUIDE: DAY THREE 12

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources Timingthey are having creating a coaching-friendly culture?Show slide 17 for some ideas the participants may not have considered yet.

Advice for future new people leaders (optional if time)

Show: 1 or 2 of the Advice from within the New Zealand public service videos.

Display: On the wall any written advice from previous participants that you have and allow participants some time to read these pieces of advice.

Ask: Please could you share the piece of advice that resonated with you the most?

You have some options for this activity; the purpose is to get some advice for future participants. You can either decide to go with 1 option for the whole group or give the 3 options to the group and let them choose their preference.

Say: You’re now going to get the chance to share your own advice for future new people leaders. We will share this advice in future Workouts. In pairs or small groups, take a few minutes to think of the top 2 pieces of advice around FEEDBACK and DEVELOP that you would give to a new leader.

Option 1Participants share their advice with future new people leaders by writing it down on a piece of A4 paper. These can then be put up around the room for future participants to read.

Option 2 Participants share their advice with future new people leaders by writing it down on a large sheet of brown paper, like a graffiti wall. The sheets of paper can then be put up around the room for future participants to read.

Option 3Participants record their snippets of advice, using their phone camera recorder. They will need to send the file to you, and you can present the files in future Workouts. If you offer Option 3, you must make it clear to all participants that these files may be used in future sessions and may be placed on the LDC website.

Advice from within the New Zealand public service (short videos) | LDC www.ldc.govt.nz/resources-2/videos/FilterForm?Category=1&action_doFilter=Go

Refer to PP slides 18–20.

20 mins

Wrap-up Say: We are at the end of day and almost at the end of the programme; let’s reflect on what we have learned today.Say: Using the alphabet (starting with A), we will go around the group in a clockwise direction, with each person taking the next consecutive letter in the alphabet and using it to name something that they have discussed today.Say: Please work in pairs to share what your action points will be between now and the recall

10 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 13

Activity Detail DEVELOP facilitator guide – afternoon session Facilitator notes/resources Timingsession. Then in the wider group, share what your partner is working on and write this action on a flip-chart piece of paper.Keep this document and refer to it in the recall session.

Peer learning Say: Now we are going to give you a few minutes to get back into your peer-learning groups/pairs and plan what you are going to work on, when and where you will meet, and how you will keep each other accountable.

30 mins

Finish Say: We have now covered day 3 of the programme. Ask: Does anyone have any more questions before you head away to practise and implement your learnings? Explain/Check everyone has access to the last guide.End the session by thanking participants for their input.

Refer to PP slide 21. 5 mins

FACILITATOR WORKOUT GUIDE: DAY THREE 14

This guide is part of learning material available to New Zealand Public Service agencies to support new people leader development.

JULY 2019 Release 01

© 2019 LEADERSHIP DEVELOPMENT CENTRE www.ldc.govt.nz