TEAM PLAYER TO TEAM LEADER

Making the Leap

Why Me?
You were in the right place @ the right time You are technically savvy You are reliable & trustworthy You are good with people

What are your major challenges?

What areas have been most difficult for you in managing a team?

Expect: Top 3 Take Aways

1. 2.

3.

Start as you Aim to Finish

Write down10 behaviours that are very important to you

Starting off: Setting Expectations

Think through what are important values to you for your team and their outputs
How will I earn the respect and trust of my team? Adjustments required? Decide how you will communicate these expectations

Meetings

Role Modelling Demonstrating

One on One

Noticing

Training

Systems Procedures

Starting off: Setting Expectations

Outputs Productivity Attitude Interactions Environment Presentation

Maintaining Expectations

Notice specifics and communicate often Use KPIs as an indicator to how it is running Praise publically and criticise privately Model your expectations A problem ignored is a problem accepted Build them into the teams stories

Maintaining Expectations
Maps
Purpose/Goals Customers Inductions Position Descriptions Rosters Plans

Systems
Procedures Templates Inductions

Key Performance Indicators

Benchmarks Targets

Managing Dashed Expectations

1.

2.

3.

4.

Check: Are my expectations realistic? Ask questions before telling Always follow up after managing performance Incorporate the learning into everyday operations

Instructions that Stick

Re-Expression Show Me the Proof

Say Do
Write

Tell me what you are going to do next Solving: What if

Show me Have them start and come back in 10 Write a procedure Build a template Make notes

Do you understand?
Never assume that yes means yes

Just so I know were on the same page

Show me Tell me

Instructions that Stick

Check it Different Learning Styles

See Do Hear

Visual watch, words, pictures, visualisations, graphs, instructions, YouTube

Kinaesthetic act, show, demonstrate, start, have a go

Auditory tell, include stories, give feedback, provide telephone access

Use & Encourage Active Listening

Aim: To gain mutual understanding We know we are on the same page by:
Asking questions Clarifying details Nodding and responding Asking the other to show their understanding Paraphrasing Adding your ideas Making corrections Re-explaining

Effective Instructions

Active Listeni ng

2 -Way Active Listening

4 Tools to Influence Positive Change

Feedback: Down, Across & Up

Rounding

Effective Instructions

Feedback
Allow natural consequences

A little often.

Feedback
Follow Up Keep it specific

Feedback
Behaviours to Encourage: 1. Be genuine 2. Be specific Use the 7 to 1 Rule

Behaviours to Change

The well used sandwich technique or CRC (Toastmasters) commend,

recommend, commend

Aim for positive feedback To be free of implied criticism.

Shows you to be manipulative and undermines your ability to be straightforward

Feedback: Down
The PIGS Method:
Present the unsatisfactory situation Buy-in: Ask the team member what could happen as a result their actions Staff solution: Ask What would be a better way to do this? Focus on the Customer: Work together to find a better way that overcomes everyones challenges and gives your customers the best service possible.

Feedback: Down
I noticed when you took that coffee out that it had a drip down the side and coffee in the saucer

What does that say to our customers?

Their response tells us about:
Miscommunication of expectations N*I syndromes Care factor levels Operational issues

Feedback: Down

Feedback: Across & Up - DESCript

DESCRIBE
Describe why are you having the conversation?

EXPLAIN & ELICIT

Explain in behavioural terms how you see the situation Elicit from the other person their thoughts and ideas

SHOW & SPECIFY

Show that youve heard whats been said Specify what changes you want to see

CONSEQUENCES

Link the desired behaviours to consequences (positive or negative depending on the situation)

Rounding

39% of employees leave their position because of a poor relationship with their supervisor Studer has found Rounding for Outcomes is the single best way to raise employee satisfaction, loyalty, and ultimately attract and retain high performing employees.

It's a practice that helps employees feel: they have purpose are doing worthwhile work are making a difference And it increases employee retention by providing that which is important to them.

The focus of questions during rounding are to:

Build relationships
How is your family? How was your daughters graduate last week?

Harvest "wins" to learn what is going well, what is working, and who has been helpful

Are there any people I need to recognise today?

The focus of questions during rounding are to:

Identify process improvement areas

What systems can be working better?

Repair and monitor systems to ensure chronic issues have been resolved
Do you have the tools and equipment to do your job? How long did it take you to find an IV pump today?

The focus of questions during rounding are to:

Ensure that key behaviour standards in the organisation are "hardwired" (or are being consistently executed) to reward those who are following the standards and coach those who are not.

Rounding Clients

Positively cueing clients. Instead of focusing on the negative by saying, "Are you having any problems?" say, Please let me know if there's anything you need. I have time."
Help clients understand the quality of the products and services they are receiving by introducing staff skill sets and "managing up colleagues and professionals

Hello Mr. Abu. I'm Tom Brown, and I am your customer service technician. Ive been working in this area for the past 5 years and have been specially trained on this particular machine.

Rounding Clients

Ask the client for names of staff who have been helpful to them so you can collect and deliver these compliments personally.

I remember speaking to one nurse about a patient who had nothing but complaints. She persevered by asking, "Isn't there anyone I might recognise who did a good job for you?" and was rewarded with the name of an employee who was particularly kind. This is how we help create good memories for our patients.

Set expectations. Tell clients during rounding when you will return and do so.

A side note: Studer Group has found that effective rounding on patients will decrease call lights by two-thirds, creating more time for staff to deal with real emergencies.

Team Killers
Undiscussed issues Inconsistent rules and treatment Poor role models from leaders

All take no give

Lack of accountability

No feedback positive or negative

No warmth, humour or connection

Not pulling your weight

Little direction, progress or improvement

Major Deposits for the Emotional Bank Account

Understand the individual time & focus Whats important to them?

Attend to the little things Follow up, check in, notice actions

Keeping commitments Under promise, over deliver; explanations

Major Deposits for the Emotional Bank Account

Clarifying Expectations At the start know whos doing what & when

Showing Personal Integrity Words = Reality; loyalty; team gossip Apologise sincerely when you make a withdrawal Quickly, from the heart, but avoid regular apologies

Managing the Friend & Manager Thing... What would you do if:
Your old school friend is not performing to the standards expected at work you know she is going through a difficult divorce You and your team are all attending a work conference together. You all arrive for a big night at Draculas as part of the programme

You have just been promoted to supervisor of a team you have worked in for many years its your first day

Your friend, within your team, is stealing. If you report them, they will be sacked

My Takeaways:

Integra Management Services

Tailored and accredited training for supervisors and managers Strategic business development HR Consulting in performance, culture and improvement

Author: Ann Houston

Director Integra Management Services ann@integramanagement.com.au Please contact us on: PO Box 4566 Toowoomba Q 4350 +61 7 4632 9462 +61 407 020 310 www.integramanagement.com.au