Why am I here?

Performance Management

MANAGEMENT FOR INTERNATIONAL PUBLIC HEALTH COURSESU

STA

INA

BLE

MA

NA

GEM

ENT

DEV

ELO

PMEN

T PR

OG

RA

M

Managing Others Through Positive Leadership

Why am I here?To learn how to be great boss (manager) through a performance management

approach that:

Gets Results and Earns Respect!

What will we learn?

You will learn to: Develop a positive work environment that

encourages high performance. Align and motivate work teams to a

common purpose. Adapt your management style based on

individual needs. Set and communicate clear expectations &

objectives.

What will we learn?

You will learn to: Provide effective and timely feedback to

both reinforce and improve performance. Address behavioral and performance

problems with employees in a constructive way.

Prepare to conduct a performance appraisal.

What’s in it for me? Greater employee productivity and

accountability More committed and motivated employees Better working relationships Less time managing!

Feedforward Activity1. Pick ONE behavior you would like to change.2. Describe this behavior in one sentence to a

partner.3. Ask for feedforward – 2 suggestions that could

help you achieve positive change in the future.4. Listen and take notes. Do NOT comment.5. Thank the other person for his/her suggestions.6. Then, reverse roles with your partner. (Steps 1-

5)7. Find another person. Repeat the process for 8

minutes

Giving and Receiving Feedback

Letting go of the past Listening to solutions

without judging Learning as much as

you can Helping as much as

you can

What is Performance Management?

The process of creating a productive and rewarding work environment in which employees are guided and monitored to perform to the best

of their abilities in order to meet and exceed specific targets and standards.

Five Step Performance Management Cycle

Setting Setting ObjectivesObjectives

Aligning Aligning ObjectivesObjectives

Model & Model & MentorMentor

Giving Giving FeedbackFeedback

Positive Positive ReinforcementReinforcement

What do you want me to do?

Why is it important?

How do I do it?

How am I doing?

What’s in it for me?

Different Levels of Readiness

Able, Willing & Confident

Able BUT Unwilling/Insecure

Unable BUT Willing/Confident

Unable AND Unwilling/Insecure

S

S

S

S D

D

D

D

Vary your Style based on readiness

Able, Willing & Confident S D Follow through Document performanceObserve, monitor & track

Able BUT Unwilling/Insecure

S D Reinforce self esteemAssess understanding & commitmentEncourage, support & motivate

Unable BUT Willing/Confident

S D

Agree on goalsDiscuss activities to improveGuide, persuade & explain

Unable AND Unwilling/Insecure

S D Clearly communicate expectationsDefine roleInform, describe & direct

Setting and Communicating Objectives

Five Step Performance Management Process



Model & Mentor

Giving Feedback

Positive Reinforcement



How do I do it?

How am I doing?


Objectives should be “SMART”

SSpecificpecific

MMeasurableeasurable

AAchievablechievable

RRelevantelevant

TTime-basedime-based

Examples of Objectives

ActivityActivity Lose weight by dieting

and exercise Make a presentation to

local officials on TB

Open a VCT center

OutcomeOutcome Lower cholesterol to 199 to

reduce risk of heart disease Present a business case to local

officials in order to obtain funding for our TB awareness project

By the end of this year, open a VCT center in our community targeting high risk populations.

Set StretchStretch Objectives

Self-Fulfilling Prophecy:You get what you expect

Sample Performance Objective

“Return telephone calls promptly” Make it SMART!

Write a “Smart” Objective

Write ONE SMART objective for yourself or one of your employees (5 minutes)

Pair off and take turns reading your SMART objective to your partner

Partner: Offer suggestions to make sure the objective is SMART! (8 minutes)

Switch!Switch!

GROWS Conversation ModelGoal—define the expectation. What needs to be

done? Why?

Reality—explain the gap between the current and desired situation

Options and Obstacles—listen to the other person’s perspective? How can the goal be achieved?

Who, What, When—Who will do what and when?

Schedule Follow-up—schedule a follow-up date to check progress

Giving Performance Feedback


Setting Objectives

Aligning Objectives

Model & Mentor





How do I do it?

How am I doing?


Types of FeedbackFormalFormal

Annual or bi-annual Performance Review

Infrequent Pre-planned Overall Performance over

time Reviews pastpast performance

InformalInformal On-the-Spot Frequent As Needed Soon after behavior

occurs Focuses on a few

specific behaviors Given to improve

futurefuture performance

Motivate & Develop the Person

Giving FeedbackTwo Purposes:1. To Reinforce Desired Behaviors2. To Change Undesirable Behaviors

When to give feedback

Immediately after the activity Debriefing after project completion During the activity – sometimes!

Effective Feedback Focus on the BEHAVIORBEHAVIOR … NOT

the PERSON Comment on a specific process:

• Persistence • Quality / Accuracy• Working with limited resources

Document the feedback session Don’t rely on your memory to

recall noteworthy behavior!

How to give Feedback -- Fast!Fast!

Future-focused and FrequentAsks for other person’s opinionsSpecificTimely

Feedback Reinforcement Model

Identify a behavior to praise. Be specific!

Ask how did it go?

Ask what went (or is going) well? Ask twice.

Ask what can be improved in the future.

Summarize and reinforce the behavior.

“I noticed that you … Good job!” “I’d like to thank you for…”

“How do you think you did?”

“What went well about what you did?” “Anything else?”

“Anything you would do differently next time?”

“So, it sounds as if this was an excellent experience for you. Keep up the good work!”

Feedback Reinforcement Model~ Exercise 6 ~

1. Pair off.2. One partner plays the manager while the other

person plays the employee.3. Choose a situation of your own or a Scenario

in the participant manual. (Exerice4. Conduct the Feedback Reinforcement

conversation.5. After the practice, partners discuss how it went

and what might be improved going forward.6. Switch roles and follow the same process,

choosing another Scenario

Feedback Change Model Briefly describe the

performance deficiency and its impact.

Ask for employee’s perspective.

Ask open-ended questions to find a solution.

Ask how you can help.

Gain mutual agreement on an improvement plan.

End on a positive note.

“I’m concerned that …”

“What do you think is creating the problem?”

“ What are some things that will help solve this problem?

“ How can I support you?”

“So at this point we agree …”

“I’m confident you can do this.”

Feedback Change Model~ Exercise 7 ~

1. Pair off with a new partner.2. One partner plays the manager while the other person

plays the employee.3. Choose a situation of your own or a Scenario in the

participant manual.4. Conduct the Feedback Improvement conversation.5. After the practice, partners discuss how it went and

what might be improved going forward.6. Switch roles and follow the same process, choosing

another Scenario.5 minutes per conversation – 10 minutes total.

Why do Performance Appraisals? Review employee’s overall achievement

Rate overall job performance and determine rewards

Assess employee’s skills and deficiencies

Recognize positive achievements

Support employee’s development needs

Provide a baseline for establishing new objectives

Lay the foundation for career development

Providing Reinforcement


Setting Objectives

Aligning Objectives

Model & Mentor

Giving Feedback




How do I do it?

How am I doing?



How do you ensure others repeat positive behavior?

Consequences Drive Future Behavior

A-B-C Behavioral ModelA-B-C Behavioral Model

AntecedentsAntecedents BehaviorBehavior ConsequencesConsequences

What we are asked to do

What we actually do

What happens as a result of the behavior

B.F. Skinner

Types of Reinforcement

Positive

Negative

None

Effective Positive Reinforcement

Specific – Given for a precise reason

Immediate – as soon as possible

Personal – appropriate to the person

Sincere – you really mean it

Types of Positive Reinforcement Formal Public Individual Tangible

Informal Private Team Symbolic

When Performance Management Doesn’t Work

When the person is … Unwilling to change Unable to learn from mistakes “Written-off” by the organization In the wrong job In the wrong organization Unethical or Lacks Integrity




Model & Model & MentorMentor





How do I do it?

How am I doing?


Summary Are you focusing on what’s wrong or on what’s

possible? Are you listening, involving and encouraging? Are you giving frequent, meaningful feedback? Are you recognizing positive efforts and achievements? What ONE thing will you do differently when you return What ONE thing will you do differently when you return

home to be a better Manager?home to be a better Manager?

“The boss drives people; the leader coaches them.

The boss depends on authority; the leader on good will.

The boss inspires fear; the leader inspires enthusiasm.

The boss says “I”; the leader says “We”.

The boss fixes the blame for the breakdown; the leader fixes the breakdown.

The boss says, “Go”; the leader says “Let’s Go!”

H. Gordon SelfridgeFounder, London’s Selfridge Dept. Store - 1909

What’s Next?To learn more, research these topics:

Assertiveness Skills Coaching & Mentoring Conflict Resolution Dealing with Difficult

Employees Delegating & Decision

Making Employee Motivation Listening Skills

Managing Diversity Organizational Change Negotiation Skills Organizational

Development Performance Appraisals Strategic Planning Time Management

Documents

Why am I here?