WEBVTT 00:00:00.440 --> 00:00:05.236 and uh as you might have sensed from the introduction, I really believe 00:00:05.269 --> 00:00:10.086 that management is a participatory event. It's not something that we do to 00:00:10.119 --> 00:00:14.377 employees. It's something we do with employees. So throughout our time 00:00:14.410 --> 00:00:19.006 together today you're going to have an opportunity to participate. I'll 00:00:19.039 --> 00:00:23.146 have some concepts for you. Probably share a lot of information, but at 00:00:23.179 --> 00:00:27.166 the same time I want to give you a chance to apply that information to 00:00:27.199 --> 00:00:30.407 your own situation and maybe even do a little networking today while 00:00:30.440 --> 00:00:35.387 you're at it. Okay. I have another poll this time more focused on our 00:00:35.420 --> 00:00:39.896 topic for the day. All right. So if you would please stand up if you are 00:00:39.929 --> 00:00:45.527 currently or have been a manager or a supervisor of other people, you are 00:00:45.560 --> 00:00:49.656 responsible for the performance of other people. Yeah. Almost everybody. 00:00:49.689 --> 00:00:55.277 Right. And remain standing in that role. You've had to give performance 00:00:55.310 --> 00:00:58.357 feedback. You had to have conversations with them about something that 00:00:58.390 --> 00:01:03.046 about their performance. Nobody's sitting down on that one. Okay, remain 00:01:03.079 --> 00:01:07.906 standing. If you had to do a formal performance evaluation, 00:01:07.939 --> 00:01:15.939 everybody okay, remain standing if you liked it. Yeah. Uh kind of what I 00:01:16.049 --> 00:01:20.507 figured. Oftentimes I worked with managers and supervisors, you know, as 00:01:20.540 --> 00:01:24.027 Christine said all around the country and I find that oftentimes we 00:01:24.060 --> 00:01:30.717 managed the way we have been managed. So wait, the way we were early, what 00:01:30.750 --> 00:01:34.757 we were early in our career that early manager, if it was okay. We just 00:01:34.790 --> 00:01:38.786 pick up those techniques and in particular how to deliver a performance 00:01:38.819 --> 00:01:43.087 evaluation. I don't know that I learned that today, as you necessarily, 00:01:43.120 --> 00:01:48.217 but I did sure learn what not to do from some of my early managers and so 00:01:48.250 --> 00:01:52.357 I think we have to kind of look at is the way we've learned it really the 00:01:52.390 --> 00:01:54.796 right way. And are there some alternative ways? And today I want to give 00:01:54.829 --> 00:01:59.786 you some alternatives. So hopefully your employees know exactly how what 00:01:59.819 --> 00:02:04.176 they do every day contributes to something bigger. And we do that through 00:02:04.209 --> 00:02:08.606 our job descriptions through our goal setting process through your list 00:02:08.639 --> 00:02:12.997 and all your feedback mechanisms every day. I recommend that you have a 00:02:13.030 --> 00:02:16.737 conversation with employees at least once a year to establish those things 00:02:16.770 --> 00:02:20.217 whether there are measurable performance goals or even just to remind 00:02:20.250 --> 00:02:23.237 folks about the expectations and what are we going to do to make sure we 00:02:23.270 --> 00:02:27.066 maintain this great level of performance. So hopefully you're having 00:02:27.099 --> 00:02:32.077 conversations on a very regular basis with employees? Probably daily, if 00:02:32.110 --> 00:02:36.747 not weekly at a minimum monthly where you sit down and it's gonna have to 00:02:36.780 --> 00:02:39.696 be really formal. But you say, how's it going and what do you mean for me 00:02:39.729 --> 00:02:43.446 ? And at that point that you're having those, you make maybe have to even 00:02:43.479 --> 00:02:47.117 make some adjustments to what you expect and what the what the goals are. 00:02:47.150 --> 00:02:50.647 But then also that you're keeping good records, I think we could do a 00:02:50.680 --> 00:02:54.446 whole session just on documentation about how do we incorporate the 00:02:54.479 --> 00:02:57.876 practice of documentation into your daily work because I find a lot of 00:02:57.909 --> 00:03:01.386 managers and supervisors don't do it because it just takes extra time and 00:03:01.419 --> 00:03:05.027 it doesn't have to, there's lots of strategies for making it just part of 00:03:05.060 --> 00:03:08.897 how you do your work. But you've got to have some good records because the 00:03:08.930 --> 00:03:12.036 day will come when the event comes where you've got to fill out the form 00:03:12.069 --> 00:03:16.247 and then have the conversation. But if you've done this other stuff, it 00:03:16.280 --> 00:03:21.467 makes it makes that performance evaluation conversation super simple. When 00:03:21.500 --> 00:03:25.647 you see a performance issue with an employee, give me an example coming 00:03:25.680 --> 00:03:30.837 late. That's a simple when you see the employee coming in late. Two things 00:03:30.870 --> 00:03:37.827 happen in your brain. Um the one is you observe, you see Christine come in 00:03:37.860 --> 00:03:43.737 late, right? So I notice and I and I when I observe things, I might 00:03:43.770 --> 00:03:47.497 observe her appearance, the fact that she walked through the door, I might 00:03:47.530 --> 00:03:52.527 notice her words what she says and I might notice her her tone of voice 00:03:52.560 --> 00:03:57.906 and her nonverbals. But I'm basically observing her behavior. 00:03:57.939 --> 00:04:02.596 And with that I can say that's evidence that we have a performance issue 00:04:02.629 --> 00:04:07.267 or a challenge, right? That's evidence. But at the same time our brains 00:04:07.300 --> 00:04:12.126 are doing something else. What are they doing? What is it doing? It's 00:04:12.159 --> 00:04:16.856 making a judgment, right? So yeah. So at the same time our brains are 00:04:16.889 --> 00:04:23.507 telling stories, imagining issues that come from our thoughts, our 00:04:23.540 --> 00:04:29.377 conclusions are beliefs and so and what is louder in our mind? The 00:04:29.410 --> 00:04:36.916 judgment or the evidence always the judgment I noticed that you have 00:04:36.949 --> 00:04:42.127 really short hair and you've got those Oakley sunglasses. So I imagine 00:04:42.160 --> 00:04:46.817 that you're a road cyclist. I have classes like that and and that's what I 00:04:46.850 --> 00:04:53.207 wear when I ride my specialized bike and augie I I just from your shine 00:04:53.240 --> 00:04:56.627 shoes and the way you're dressed, I noticed all that I imagine you were in 00:04:56.660 --> 00:05:01.496 the military. How accurate was I are you a bike rider? And are you in the 00:05:01.529 --> 00:05:08.486 military? Nope, Neither one, both of my judgments were wrong and you said 00:05:08.519 --> 00:05:13.587 about me that that I picked this color because people to draw people's 00:05:13.620 --> 00:05:16.306 attention, 00:05:16.339 --> 00:05:22.916 it fits, You know, you understand that it fits? So I really like the idea 00:05:22.949 --> 00:05:27.236 , here's, here's my a real quick nutshell That you think the employees 00:05:27.269 --> 00:05:31.017 input before you fill out the performance evaluation you ask them not to 00:05:31.050 --> 00:05:35.467 write themselves but to answer four simple questions. # one, what were 00:05:35.500 --> 00:05:38.767 your accomplishments this year or this cycle? You know, in other words, 00:05:38.800 --> 00:05:44.176 what was it you did that maybe I missed? What were your challenges in 00:05:44.209 --> 00:05:46.387 other words? Give them a chance to say, you know, I really messed up on 00:05:46.420 --> 00:05:51.046 this one thing. I'd rather they put it out there than me, where would you 00:05:51.079 --> 00:05:55.976 like to focus next year or what are your goals? And then the 4th question 00:05:56.009 --> 00:06:00.366 is what else do you need? Yeah. So in a kind of an open end and what, 00:06:00.399 --> 00:06:04.306 where would you like to go? So today, so I really hope that today folks 00:06:04.339 --> 00:06:08.346 walked away with some very practical strategies for approaching the 00:06:08.379 --> 00:06:12.257 performance evaluation so that they don't see it as any event, but 00:06:12.290 --> 00:06:17.707 something that they use as a tool to connect with employees to create um 00:06:17.740 --> 00:06:22.736 to create by into the organization's goals and initiatives and then to 00:06:22.769 --> 00:06:27.377 help foster the employee's own development. What are people most surprised 00:06:27.410 --> 00:06:31.447 about when they read your materials or you work with them about best 00:06:31.480 --> 00:06:35.616 practices for performance evaluation? You know, I think the managers and 00:06:35.649 --> 00:06:39.507 supervisors that I work with are oftentimes surprised that they don't have 00:06:39.540 --> 00:06:44.286 to be in control that they don't. That the trick of it is kind of letting 00:06:44.319 --> 00:06:48.536 the employee be part of this process rather than it being something they 00:06:48.569 --> 00:06:52.207 have to do to the employee because when we have to do it to the employee 00:06:52.240 --> 00:06:56.337 then we are the one who carries the burden. And the painless approach 00:06:56.370 --> 00:06:59.197 engages the employee through questions through active questions and 00:06:59.230 --> 00:07:02.806 focusing on the future, which allows the employee to get engaged. It takes 00:07:02.839 --> 00:07:05.827 a lot of the pressure off the supervisor. I know your upcoming book in 00:07:05.860 --> 00:07:10.007 2013 on performance conversations. How does that differ from your first 00:07:10.040 --> 00:07:13.017 book and why is it so important? It's a good question. Painless 00:07:13.050 --> 00:07:18.087 performance conversations will be released in April of 2013 and it is for 00:07:18.120 --> 00:07:22.356 me, the next step from painless performance evaluations. Painless 00:07:22.389 --> 00:07:25.866 performance evaluations really focuses on the cycle of managing 00:07:25.899 --> 00:07:30.856 performance. And but what oftentimes supervisors and managers struggle 00:07:30.889 --> 00:07:34.846 with most are the conversations that happen throughout the year, 00:07:34.879 --> 00:07:39.356 throughout the performance management cycle. So the book is a collection 00:07:39.389 --> 00:07:44.976 of ideas and strategies and tools to help managers overcome the fear and 00:07:45.009 --> 00:07:49.207 two of having these conversations and to develop the confidence they need 00:07:49.240 --> 00:07:52.767 so that they're getting the most out of the performance of their employees 00:07:52.800 --> 00:07:55.810 and the employees are feeling like they're involved.