InnovateVirtual - Targeted Communication

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Delivering bad news to people face to face is often recognized as potential conflict and many managers hate to engage in this space because of it and don’t. Maybe it’s a lack of confidence but more likely it’s a lack of skills in communication. Employees do not always get the feedback they need to correct performance problems. Most people who are terminated or forced to resign have had satisfactory or high-performance appraisals up to the point they were dismissed. It's tough to be the bearer of bad news but as a manager, it’s our responsibility to follow through. Emotions may fume and defensiveness may rage in the engagement but we have to maintain control in the conversation and stick to the facts. Do I focus on the problem? — remember it should never be personal? It's cruel and unethical to avoid delivering fair but directly constructive feedback to someone who is new, struggling or failing. If we don’t; share, they can't work on their development or problems and make course corrections to their career. The key to overcoming your reluctance to inform is to focus on the facts which are defined in well-communicated standards and in the gaps between expected and actual performance. To gain trust and respect do not be subjective in your approach. Make sure everyone under you knows what you expect of them and where they stand. It is important to realize that no one comes to work and says, “I am going to be a horrible employee today”. Do I have a plan? When employees are not performing up to standards it's common to see a 90-day improve-or-term plan based in a probation period. In some organizations no one can actually accomplish the 90 day improvement plan, mainly because of subjectivity in the deciding measures. As a leader, it is important to avoid opinions and stick to well-defined facts and measures. When one on one get them to agree on their opportunity. It is softer when you can go line by line in the facts measured against clear expectations. Ask yourself, how long did it take me to become proficient at what I am critiquing this person on? This keeps it real and our patience in check. Being on the other side? Be strategic when in a review yourself, improve your interpersonal skills, participate, learn about the business, and be assertive when face to face. Being assertive is not being arrogant. It is behaving confidently with the ability to say in a clear direct way what you want or believe. 40
Both managers and team hesitate to deliver negative messages sometimes, they can at times procrastinate to see if people will change or improve on their own. Get to people as soon as they do not meet agreed upon expectations. Don't wait. Early is the easiest time to do it with the highest return on investment for you, them and the organization. Do you build team vision? Give people under you the opportunity for bigger and better things. Task or delegate assignments that take people outside their comfort zone, unit, or business function. Consider making task or committee leaders out of complainers who never seem to have solutions to offer for example. Cross-train people to work with others in their role— help them expand their perspectives and grow experience. Have them attend meetings that include people from other areas. Present growth opportunity by opening up the world for them so that they can better judge for themselves what's out there and what part they want for themselves. This is a great best practice for changing performance, and building future leaders who have the potential to grow with the organization but may just be stuck. Are you authentic? Walk the walk and talk the talk. You have to be real— willing to be authentic with your people and give them accurate but balanced feedback. They need not to only know the positives but the negatives as soon as they are observed. Keep conversations in public positives and take negatives behind closed doors, doing anything less than balanced can create a “Fault-Based Culture” which you’ll want to avoid. Do you help people develop? Have a learning dialogue with your people by informing. This includes communicating expectations. Ask them what they have learned after each exercise and training to help them increase their skills and understanding. We have to be accountable in inspiring people to be better leaders, managers, and professionals. Developing means; learning in as many ways as possible. Use <strong>InnovateVirtual</strong> to assess training effectiveness by getting stakeholder feedback for improvement needs. Part of developing others is convincing people that new and challenging assignments would be good for them. In studies of successful executives, most report that a boss in their past basically forced them to take on a difficult job assignment that they wanted to turn down. That assignment ended up being an important step in their development. The peculiar thing about long-term development is that even ambitious people sometimes turn down assignments which they need to have in order to grow. 41
Page 1 and 2: Targeted Communication Using Web-Ba
Page 3 and 4: 6. Assist Sales Success with Techno
Page 5 and 6: SETTING UP YOUR PLATFORM After regi
Page 7 and 8: When we communicate expectation in
Page 9 and 10: TABLE OF CONTENTS 1. ACKNOWLEDGEMEN
Page 11 and 12: (174) SUGGESTED ACTIONS (175) DIALO
Page 13 and 14: 334) EXERCISE 1 POINT— Time Manag
Page 15 and 16: 15 445) SUGGESTED ACTIONS 446) DIAL
Page 17 and 18: 17 603) SUGGESTED READINGS 604) SUG
Page 19 and 20: DEFINING YOUR APPROACH There are ma
Page 21 and 22: Direct Care (B3), Support Care (B2)
Page 23 and 24: “Employees need to take ownership
Page 25 and 26: Checklist— for quality control on
Page 27 and 28: Communication— Engage threats to
Page 29 and 30: TECHNOLOGY USE CASE GROUPINGS IN IV
Page 31 and 32: o Be proactive and measure for thre
Page 33 and 34: Benefit Pulse Identify threats to r
Page 35 and 36: How: Within 5 minutes, a leader can
Page 37 and 38: Business measures in the status quo
Page 39: Adaptive Performance— is innovati
Page 43 and 44: Exercise— how to use InnovateVirt
Page 45 and 46: How someone might lead a safety tas
Page 47 and 48: 21 INITIATIVE USE CASE Throughout t
Page 49 and 50: Example - 21 Initiative— TASK ANA
Page 51 and 52: STAFF OWNERSHIP - Consistently acqu
Page 53 and 54: Another Rating Scale Example 1-2 3-
Page 55 and 56: RELATIONSHIP BUILDING Establishes a
Page 57 and 58: It is important for each question t
Page 59 and 60: Suggested Readings: 1. Lombardo, M.
Page 61 and 62: Suggested Action - select the perfo
Page 63 and 64: How do you rate the company in prov
Page 65 and 66: o o o Doesn’t judge others Often
Page 67 and 68: 9. My hospital strives to only hire
Page 69 and 70: This process enables employees to l
Page 71 and 72: Listening: With expectations 2. You
Page 73 and 74: Copy and paste the examples and sug
Page 75 and 76: Third Goal Community, (innovation)
Page 77 and 78: Time management 3. Often has a hand
Page 79 and 80: Under Anonymity Define who the 360
Page 81 and 82: 360° REVIEW LETTER EXAMPLE Dear Te
Page 83 and 84: Comment Report or Push Report allow
Page 85 and 86: 5. Job Enrichment 6. Employee Stres
Page 87 and 88: WORK EVALUATION 7 out of 15 example
Page 89 and 90: Next 4 out of 16 QUESTIONS: (Develo
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Persister. They represent 10% of th
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See chapter on Employee Retention E
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The expected outcome: Quality trans
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Detailed Note Here is the note with
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Do you think about multiple ways to
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You allow everyone to win? Don't ge
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21 Initiative use case— SCHEDULE
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SCHEDULE & PRESENCE 6 out of 15 exa
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