InnovateVirtual - Targeted Communication

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TASK ANALYSIS 7 out of 17 example questions to launch and explore the opportunity. How do you rate direct managers in clarifying the process and priority of tasks, enabling you to choose those that are more feasible and appropriate in getting the job done? 1-10 (Turn Off) On How do you rate the company in defining the sequence in which instruction should occur to ensure learning during training and ultimately growth with the company? 1-10 (Turn Off) On A "procedural analysis" is done by determining whether a particular procedure is applicable by applying the steps in order from a flow chart, with decision steps if required and then confirming that the end result is reasonable. 1-10 (Turn Off) On How do you rate the company in its ability to quickly change direction and compete using a procedural analysis of current tasks towards that change? How do you rate the management's control when related to situation assessment, decision making, response planning and execution? 1-10 (Turn Off) On How do you rate the company in its documentation process to ensure the proper procedure is performed within the system rather than documenting the system itself? 1-10 (Turn Off) On Do you agree that our organization does a good job focusing resources on critical/functional tasks by articulating what staff can do versus the perception of what they should do? Y/N/IDK (Turn Off) On Are you able to highlight areas where the steps in a particular process are poorly understood, and inconsistently delivered by staff, where a better process structure needs to be defined? Y/N/IDK (Turn Off) On Please provide feedback. 50
STAFF OWNERSHIP - Consistently acquires new skills that help drive performance What competency challenges you? Assessing skill regularity— the process how? First, implement a good multi-source assessment using a proven method, technique or tool— consider a 360° questionnaire for development. There is flexibility in IV to set up a yearly or mid-performance review in this format. The format would include polling at least 10 people who know us well enough to share detailed feedback on what we do well and not well. This allows for a vision match to skills needing improvement. It allows for skills to be weighted to the priority for improvement. Using IV in this method of collaboration allows people to share what they'd like to see us keep doing, start doing and stop doing. We don't want to waste time on developing skills that are not needed. Do you balance what is done well? If you're creative rounding and assertive, telling yourself to be less innovative and ignore your strengths won't work. It's in applying your strengths the primary reason for why someone is successful to date. The key is to know where to focus. For example, if you're seen as lacking in detail or disorganized then refocus. The goal is not to improve to be good at something, but rather know that it doesn't hurt you. Refer to your organization's competencies to identify areas that you can work on to balance your overused strengths. Communicating intent in all dialogs by expressing expectation is the good way you can weigh in on the environment and make differences where needed. Are you aware of blind spots? Be very careful of blind spots. Resist thinking you are the best. Rather have a target model of excellent behavior, and a plan so you don't get yourself into trouble. Collect more data by tapping into the intelligence of your team. This is where pulse checks in <strong>InnovateVirtual</strong> can really provide value. Ask someone you trust to monitor and evaluate you so they can give you feedback each time. Study three to four people who are good at a specific task or competency and compare what you do with what they do. Don't rest until you have cleared up a potential blind spot. A best practice is to use your communication board to post people’s strengths for everyone to see so employees can select a mentor if needed. 51
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 and 40: Adaptive Performance— is innovati
Page 41 and 42: Both managers and team hesitate to
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: Example - 21 Initiative— TASK ANA
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
Page 91 and 92: Persister. They represent 10% of th
Page 93 and 94: See chapter on Employee Retention E
Page 95 and 96: The expected outcome: Quality trans
Page 97 and 98: Detailed Note Here is the note with
Page 99 and 100: Do you think about multiple ways to
Page 101 and 102:
You allow everyone to win? Don't ge
Page 103 and 104:
21 Initiative use case— SCHEDULE
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SCHEDULE & PRESENCE 6 out of 15 exa
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