LEADERSHIP
In a Lean Environment
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
UNDERSTANDING LEADERSHIP
Manager vs Leader
Definitions: (Webster)
1) Handle, control, direct or carry on business affairs
Manage - ________________________________________________
2) To make and keep submissive
_________________________________________________________
3) To achieve one’s purpose, contrive
_________________________________________________________
One that manages
Manager - ________________________________________________
* These definitions imply superiority of one person over
another whether or not responsibility and authority is earned.
To guide, direct, to lead toward definite result
Lead - ___________________________________________________
A person who directs a unit
Leader - 1.)
_________________________________________________
2.) A person who has commanding authority or influence
_________________________________________________________
The quality of a leader, the capacity to lead
Leadership - ______________________________________________
* These definitions imply influence, direction setting, results
orientation for a group.
Our Definitions:
Someone with vision that provides tools the team
Leader - _________________________________________________
needs, removes barriers to accomplish tasks and
________________________________________________________
assists in career development of team members.
_________________________________________________________
ability to get others to want to do what you
Leadership -The
______________________________________________
want them to.
_________________________________________________________
_________________________________________________________
* Which do we want to be, a Leader or a Manager?
2
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UNDERSTANDING LEADERSHIP
Right of the Leader/Manager to lead/manage
Definition of Authority: ______________________________________________
Type
TITLED
ASSUMED
Source
• The Organization (Chart)
• Role
• Self (confidence)
• People (peers & subordinates)
EARNED
• Respect
______________________________________________________________________
• Titled and assumed must be in balance.
______________________________________________________________________
• Can set-up new leaders to win by clearly defining titled
______________________________________________________________________
authority and promote/encourage assumed.
______________________________________________________________________
• Earned authority is most powerful.
______________________________________________________________________
How you carry yourself, leadership characteristics displayed.
______________________________________________________________________
• Tough on task, easy on people (blameless environment!)
______________________________________________________________
No one chooses to screw up. Does not mean counsel &/or
______________________________________________________________
discipline won’t be necessary (rarely first course of action).
3
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UNDERSTANDING LEADERSHIP
The three key elements to effective leadership are:
1.)
Set People Up To Win
_________________________________________
2.)
Set the Parameters (what’s expected?)
_________________________________________
3.)
Uphold the Parameters (accountability)
_________________________________________
* Basic themes/premises of the course.
All Managers/Leaders produce results in 2 different areas:
TASK
____________________
PEOPLE
_____________________
Safety, quality,
Examples:___________
Attitude, morale,
Examples:_____________
development,
grievances,
_____________________
turnover,
attendance,
_____________________
_____________________
cooperation, teamwork…
delivery,
cost, prodt’y,
____________________
____________________
deadlines,
shipments…
____________________
Aim is to set people up to win through clear vision, proper
______________________________________________________________
tools, breaking barriers, setting & upholding clear
______________________________________________________________
expectations (parameters).
______________________________________________________________
Being tough on task, easy on people (performance, not blame).
______________________________________________________________
Clearly define direction & goals (Where are we going?)
______________________________________________________________
______________________________________________________________
What is your role/expectations? (How are we going to get there?)
Why? Offer some rationale, people have right to know…don’t
______________________________________________________________
______________________________________________________________
have to agree. At least give chance to consciously decide.
4
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
UNDERSTANDING LEADERSHIP
Characteristics of a Good Leader
Take a couple minutes to list the characteristics of the best & worst manager you’ve worked for.
WORST
BEST
• Open
_________________________
• Honest
_________________________
• Supportive
_________________________
_________________________
• Courage
• Consistent/by example
_________________________
• Communication
_________________________
• Didn’t “walk the talk”
___________________________
• No Courage
___________________________
• Dishonest
___________________________
• Didn’t Listen
___________________________
• No Feedback (especially positive)
___________________________
___________________________
On the best side, what did you notice is not there?
- Good guy/woman, best friend, fishing buddy…
Leaders do not base working relationships on being everyone’s friend, or by trying to
make everyone happy. It can’t be done! (does it work at home?)
Which characteristics do you feel you have? (be honest) What would your people say?
List the 1 – 3 characteristics that you feel you could use some improvement in. (1st step to
improvement is writing it down).
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
5
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
3 KEY ELEMENTS TO EFFECTIVE LEADERSHIP
Element #1: Set People Up to Win
There are 3 types of people:
Those who are winning
________________________
Those who are losing
________________________
“Dunnos”
________________________
Goal -
First to eliminate “Dunnos” by defining
__________________________________________
winning and losing. Tool for success,
__________________________________________
don’t do for them.
Next section…defining parameters: (See,
Hear, Feel the difference).
L
_______________________
W
_______________________
Part of Setting Up to Win is
adopting a coaching mentality.
L
Coaching
is an attitude, NOT an event.
___________________________________________________
___________________________________________________
Attitude
– a mental position or feeling with regard to fact or state.
___________________________________________________
Coaching
– Proactively help person to succeed. (Motivate, inspire)
___________________________________________________
___________________________________________________
Performance counseling (next module) is dealing
___________________________________________________
with a person that is clearly losing.
___________________________________________________
___________________________________________________
How else do we Set People Up to Win?
___________________________________________________
- Proactively help people succeed
___________________________________________________
- Provide tools, hardware, software, info, training…
___________________________________________________
- Realize you can’t succeed unless they succeed!
___________________________________________________
6
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
3 KEY ELEMENTS TO EFFECTIVE LEADERSHIP
Element #2: Define Parameters
L
__________________
__________________
W
L
Make it clear what it looks like to win and lose. Why?
•____________________________________________________________
Given the choice people will generally choose to win.
•____________________________________________________________
Can’t have (“Dunnos”)
Besides not eliminating “Dunnos”
What if you don’t define parameters?
____________________________________________________________
• People may set parameters for themselves (especially newer ones).
____________________________________________________________
• Average person will work hard to win, not just to work hard.
Must parameters be the same for everyone?
• On policies and procedures, yes, across all departments.
____________________________________________________________
____________________________________________________________
• Not necessarily otherwise, especially since responsibilities differ.
Only define parameters you are serious about.
____________________________________________________________
• Define the ones you are serious about and will enforce. Others will cloud.
____________________________________________________________
• If not willing to uphold why set them? Message? Impact on others you
are serious about?
How do you regain parameters that are out of control?
____________________________________________________________
• STOP! Redefine parameters, admit mistake(s), loss of focus & move on.
____________________________________________________________
• Communicate!
7
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
3 KEY ELEMENTS TO EFFECTIVE LEADERSHIP
Element #2: Define Parameters (cont’d)
Three Ways You Define Parameters:
_______________________________
• Written
_____________________________________________________
Examples: Job descriptions, goals, objectives, charts,
graphs, development/performance improvement plans
_____________________________________________________
_______________________________
• Verbal
Examples: Back-up written by talking about & referring to.
_____________________________________________________
Define/re-define through meetings, one-on-ones,
_____________________________________________________
counseling/discipline…
• Example
_______________________________
Examples: Actual behavior towards written & verbal.
_____________________________________________________
_____________________________________________________
Follow-up, looking the other way on work rules, or worse,
break yourself.
Do parameters need to be limiting and controlling?
Yes – in some cases.
___________________________________________________________
• When working a development plan/performance counseling
___________________________________________________________
• When safety is involved
___________________________________________________________
• With critical work procedures
___________________________________________________________
• When your personal parameters are tightened
___________________________________________________________
No
– When empowering (w/in reason).
___________________________________________________________
•
When creativity is involved, non-critical exposures,
___________________________________________________________
breakthroughs
___________________________________________________________
8
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
3 KEY ELEMENTS TO EFFECTIVE LEADERSHIP
Element #3: Uphold the Parameters
Why is it important to inspect what you expect?
Follow-up performance to expectations.
• First necessary step to upholding parameters.
___________________________________________________________
• Shows that you are serious.
___________________________________________________________
• Parameters will naturally widen if you don’t.
___________________________________________________________
What happens if you are inconsistent in the three ways you define
parameters? (Written – Verbal – Example)
• Confusion
___________________________________________________________
• Insincerity (key leadership characteristic)
___________________________________________________________
• Makes very difficult to uphold parameters, eventually impossible.
___________________________________________________________
• Loss of Earned Authority
___________________________________________________________
___________________________________________________________
Consistency is critical!
• May take many follow-ups to impress sincerity/seriousness
___________________________________________________________
but only one opportunity lost to deflate.
___________________________________________________________
• Caution to be consistent with all, not just the ones you don’t
___________________________________________________________
like (favoritism).
___________________________________________________________
___________________________________________________________
• 5S example…20 times vs 1
9
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3 KEY ELEMENTS TO EFFECTIVE LEADERSHIP
In each of the three ways, identify some definite parameters you have set
for your people.
 Written (Things you have committed to on paper)
•_________________________________________________
Organization structure
•_________________________________________________
Performance Appraisal (areas in need of improvement)
• Performance goals (SQDC, etc…)
_________________________________________________
• Disciplinary action
_________________________________________________
• Recovery planning on specific projects
_________________________________________________
• Company policies
_________________________________________________
• Training programs (how thing’s are done)
_________________________________________________
• Mission statements
_________________________________________________
 Verbal (What you say)
• Team Meetings, communications of what’s
_________________________________________________
expected or where missing goals.
_________________________________________________
• One-on-one development of subordinates.
_________________________________________________
• Verbal discipline, redefinition of expectations.
_________________________________________________
• Training on processes & procedures.
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
 By Example (The way you personally operate)
• Follow-up and follow through.
_________________________________________________
• Stand by decisions when right and flexible when
_________________________________________________
wrong (admit when wrong).
_________________________________________________
• Support your subordinates with their subordinates
_________________________________________________
and develop/coach privately.
_________________________________________________
• Personal work space organization.
_________________________________________________
• Participate in kaizen activity.
_________________________________________________
• Personal work habits (effort, time dedication,
_________________________________________________
coffee/newspaper…).
10
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The Cycle of
Change
Denial
Commitment
Where are you today? Where is your team?
How will you get to a stronger commitment? 11
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
How Can We Expedite the Cycle?
Denial
• Don’t Steamroll
• Recognize Fear & Lack of
Understanding Drives
Resistance
• Communicate Need for
Change (use data)
• Get Team Input/Buy-In
• Provide Training
• Kaizen Participation
• Drive Results & Celebrate
Remember, The Only Constant…Is Change!!! 12
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PERFORMANCE COUNSELING and DISCIPLINE
Not to be confused with Performance Evaluation.
When is Performance Counseling necessary?
Whenever a person begins to operate outside known parameters.
___________________________________________________________
(Doesn’t have to be the person’s fault…blameless environment).
___________________________________________________________
___________________________________________________________
What is the difference between counseling and discipline?
 Counseling is fixing the problem, not the person.
___________________________________________________________
What is the reason for being outside the parameters?
___________________________________________________________
 Discipline is holding the person responsible for being outside the
___________________________________________________________
parameters. (People fixing).
___________________________________________________________
Discipline is appropriate when:
 A parameter has been violated & a negative consequence is
___________________________________________________________
immediately required.
___________________________________________________________
Examples? Stealing, sleeping, weapons…
___________________________________________________________
 Counseling for sub-par performance has taken place (multiple?)
___________________________________________________________
and adequate lead time has been given and improvement to back
___________________________________________________________
within parameters is not evident.
___________________________________________________________
It’s not easy/fun.
Why do managers resist discipline? ____________________________

Self
assessment
reveals
you
haven’t
done your job Setting Up to
___________________________________________________________
Win, Defining Clear Parameters, inadequate feedback, lack of
___________________________________________________________
documentation. (It takes work!)
___________________________________________________________
 Most of us don’t like confrontation.
___________________________________________________________
However, when parameters are violated there are
only two choices: Counseling…or…Discipline
Doing nothing is not an option!
13
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE COUNSELING and DISCIPLINE
What frequently happens when you state the problem to the person?
defensiveness
Manager  
PROBLEM
Person
Defensiveness…to
some degree, even when addressing the problem.
_____________________________________________________________
Why
is this a problem? What is created?
_____________________________________________________________
•_____________________________________________________________
Barriers to listening, learning, focus and good problem solving.
_____________________________________________________________
What do you do?
_____________________________________________
1.)
Focus on the problem, not the person.
_____________________________________________
2.)
Use descriptive words, not judgmental.
_____________________________________________
3.)
Remain calm (don’t get sucked into emotions).
Attacking the
person creates
MAJOR
defensiveness.
Manager  
PROBLEM
Person
MAJOR
defensiveness
You
cannot eliminate defensiveness.
_____________________________________________________________
• You don’t/can’t have control over people’s defensiveness.
_____________________________________________________________
• You can try not to create it!
_____________________________________________________________
_____________________________________________________________
Avoid judgmental, attacking terms…(You!...This is terrible…)
What is a “smokescreen?”
_____________________________________________
Excuses made up by defensive behavior to
_____________________________________________
cloud the issue or divert focus elsewhere.
_____________________________________________
If MAJOR defensiveness occurs, relax &
refocus on the problem.
14
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMAN CE COUNSELING and DISCIPLINE
EXERCISE: FIX THE PROBLEM NOT THE PERSON
Two of the three sentences in each group below have problems. Check the one that correctly
focuses on the problem, not the person.Be prepared to discuss what is wrong with the other two
sentences.
P
1.
The one you think is best.
What you think is wrong with the others.
P “This desk is a mess. What ’s going on?”
“When are you going to clean off your desk? ”
“This desk is an embarrassment, when do you intend to clean it? ”
2.
P
3.
“You made everyone angry with your comment. ”
“That nasty remark was not well received.”
“That comment angered some of the people .”
“You’re late again, what’s your excuse this time ?”
P “Tardiness is unacceptable, what happened this morning ?”
“Late again? Do you have any idea how this affects everyone else ?”
4.
P “This mistake is obvious and needs to be corrected .”
“That careless error caused an enormous problem .”
“Boy, you’ve really screwed up this time .”
5.
P
6.
“You know that call is important. I can’t believe it hasn’t been made yet.”
“I’ve told you twice to make that call. You should have made it yesterday .”
“That call should have been made yesterday, please make it now .”
“If you need to make all that noise, please close your door .”
P “It’s very noisy in here, please close the door .”
“It’s not fair to the rest of us for you to be making all that noise .”
7.
P
8.
“We’ll fall behind if you don ’t do this today .”
“If you’re smart, you’ll do this today .”
“This is a priority, it should be done today .”
P “The instructions for this weren’t clear.”
“If the instructions weren’t so foggy, I would have done it differently”
“You never said you wanted it done this way. ”
15
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE COUNSELING and DISCIPLINE
EXERCISE: FIX THE PROBLEM NOT THE PERSON
9.
“You’re lousy customer service is becoming everyone’s problem.”
“If you continue to handle customers as you did today, you won’t have any.”
P “Giving poor customer service is unacceptable, let’s see how we can
improve.”
10.
“My check was all screwed up this week.”
P “There was no overtime pay in my check this week.”
“You didn’t put me in for overtime this week.”
16
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE COUNSELING and DISCIPLINE
 DISCIPLINE is appropriate when:
 The subordinate fails in the responsibility of correcting the problem.
(From an agreed to development/action plan. No surprises.)
 The parameter violated deserves an immediate consequence.
• Willful violation of company policy.
Examples: ___________________________________________________
• Sleeping on the job.
________________________________________________________
• Horseplay
________________________________________________________
• Sabotage
________________________________________________________
• Fighting
________________________________________________________
• Substance abuse/drinking on premises
________________________________________________________
• Theft
________________________________________________________
depending on your
company rules…
 Discipline must be consistent.
• For everyone.
_________________________________________________
• For similar infractions.
_________________________________________________
_________________________________________________
_________________________________________________
• It will be noticed = loss of Earned Authority
 Discipline should be progressive.
• First step dependent on nature of infraction.
_________________________________________________
• Typically:
_________________________________________________
_________________________________________________
- Preliminary discussion (if appropriate)
depending on your
- Verbal warning (document discussion to file)
_________________________________________________
company policy…
_________________________________________________
- Written warning (document & sign)
- Suspension (2-5 days or more depending on severity)
_________________________________________________
- Discharge (last resort for progressive discipline,
_________________________________________________
can be 1st recourse if serious infraction)
_________________________________________________
17
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DELEGATION & MOTIVATING PEOPLE TO PRODUCE
DELEGATION
Getting things done through other people.
Purpose of Delegation: _________________________________
______________________________________________________
______________________________________________________________
What you delegate usually falls in two categories:
(“B” or “C” items)
 Low Payoffs _____________________________________________
Things you will eventually get to, that need to get done,
_________________________________________________________
_________________________________________________________
but are not your highest priorities.
 Tasks or Responsibilities to Develop People
Could be powerful tool to instill confidence and provide
_________________________________________________________
_________________________________________________________
data points on development.
_________________________________________________________
There are two types of delegating:
 Proactive _________________________________________________
Investment to save time in the long run.
It does take time but less & less over time as people
_________________________________________________________
_________________________________________________________
develop.
Higher rate of failure because delegating to
 Reactive_________________________________________________
simply get off your plate.
_________________________________________________________
Typically
not a major item you are personally committed to.
_________________________________________________________
18
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DELEGATION & MOTIVATING PEOPLE TO PRODUCE
DELEGATION (cont’d)
Why do managers resist delegating?
• Time drain required to explain assignment, easier to do yourself.
_______________________________________________________
• Don’t know how to properly delegate.
_______________________________________________________
Leadership
issues…
• Perfectionist, must be done “my way.” (may have to accept)
_______________________________________________________
• “Control Freak” syndrome (must control everything!).
_______________________________________________________
• Fear of negative response (especially with unpleasant assignments).
_______________________________________________________
• Insecurity…”won’t need me anymore.”
_______________________________________________________
• Like doing the task, enjoyable, even though low payoff for you.
_______________________________________________________
Development
opportunities…
• Confidentiality, trust issue.
_______________________________________________________
• Improper resources (inadequate skill set).
_______________________________________________________
Not necessarily all inclusive list.
_______________________________________________________
_______________________________________________________
_______________________________________________________
19
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DELEGATION & MOTIVATING PEOPLE TO PRODUCE
DELEGATION (cont’d)
What causes delegation to fail?
• Unclear understanding of task.
______________________________________________
Root causes?
Not Set-Up to Win
• Wrong person.
______________________________________________
• Unrealistic expectation.
______________________________________________
Unclear Parameters
• “Plate is full”…overloaded.
______________________________________________
• Not trained properly.
______________________________________________
Not Uphold Parameters
• Lack of follow-up (BY YOU!)…feedback parameters?
______________________________________________
• Lack of communication (2 way) throughout task.
______________________________________________
______________________________________________
• Poor performance.
______________________________________________
______________________________________________
Conclusion?:
_______________________________________________________
Good Delegation requires Good Leadership!
_______________________________________________________
1.)
2.)
3.)
Set People Up to Win
20
Set/Define the Parameters
Uphold the Parameters Copyright © 2005 Next Level Partners®, LLC All rights reserved.
DELEGATION & MOTIVATING PEOPLE TO PRODUCE
DELEGATION (cont’d)
There are three key elements to delegating.
1. Set People Up to Win
2. Define Parameters
3. Uphold Parameters
5 Steps to Effective Delegation:
Explain who, what, where.
Step 1 - _____________________________________________________
Be direct, specific, with as few words as possible.
____________________________________________________________
____________________________________________________________
Explain why.
Step 2 - _____________________________________________________
Provides
opportunity for buy-in.
____________________________________________________________
Still
needs
to get done, no one can accuse you of not explaining.
____________________________________________________________
Ensure understanding of what & how.
Step 3 - _____________________________________________________
____________________________________________________________
Ask to repeat.
____________________________________________________________
Set deadline.
Step 4 - _____________________________________________________
Why?
____________________________________________________________
To enable to budget time & resources. Try not to use ASAP!
____________________________________________________________
Can’t leave open ended, deadline provides for logical updates.
Step 5 - _____________________________________________________
Follow-up.
Why?
____________________________________________________________
Shows
serious
about,
check progress on or off track &
____________________________________________________________
modify as req’d, provides opportunity for coaching or
positive reinforcement.
21
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
DELEGATION & MOTIVATING PEOPLE TO PRODUCE
Motivating People to Produce
Is it important that your people like you?
No
– remember the characteristics of best leader (liking was not one).
____________________________________________________________
It____________________________________________________________
feels better, but unrealistic. Will never make all happy or hit it off with.
LIKE
_____________________
Trying
to be liked can lead to
_____________________________
inconsistency
& favoritism
_____________________________
(plus,
you’ll never get everyone
_____________________________
to
like you due to inevitable,
_____________________________
unpopular
business decisions
_____________________________
that
need
to
be made).
_____________________________
RESPECT (Earned Authority)
______________________
What do we respect?
• Consistency
_____________________________
• Communication
_____________________________
• Lead by example
_____________________________
• Fair
_____________________________
_____________________________
• Friendly/approachable
_____________________________
• Leadership
List on flip chart.
Can you manage all people the same way?
_____________________________________________________________
Yes
– enforcing policy, recognition practices, setting group
_____________________________________________________________
expectations and impersonal interactions.
_____________________________________________________________
No
– individual assignments, developmental interactions. People are
_____________________________________________________________
different,
they react to situations differently, what motivates one may
_____________________________________________________________
turn
off another.
_____________________________________________________________
Example: With confident, aggressive contributor, simply stating the
_____________________________________________________________
challenge and defining expectations is enough. Where the
_____________________________________________________________
unconfident, reserved associate gets intimidated and possibly de_____________________________________________________________
motivated, feeling pressure & overworked.
22
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DELEGATION & MOTIVATING PEOPLE TO PRODUCE
Reason for doing things.
Definition of Motivation: ______________________________________
Reason
Action
There are 3 Types of Motivation:
Internal or External?
I
P
E
T P
Type
Reason
P
Fear
Avoid a
consequence.
Fire, demote,
discipline, fear of
failure, IRS (taxes)
P
P
Incentive
Gain a benefit
Recognition,
paycheck, bonus,
coupons, rebate
P
Own reasons,
pride?
Sense of
responsibility, pride,
know it & deliver
Self
Examples
Temporary or
Permanent?
P
Yes, comes from within.
Is self motivation important? ___________________________________
Personal satisfaction, self worth, confidence builder.
______________________________________________________________
______________________________________________________________
Act like “an owner.”
How do you influence a person’s self motivation?
______________________________________________________________
Listening, communicating direction, clearly defining
______________________________________________________________
expectations, role, providing tools to be successful and
______________________________________________________________
breaking down barriers. Honesty re:strengths & working
______________________________________________________________
together on weaknesses.
23
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DELEGATION & MOTIVATING PEOPLE TO PRODUCE
Satisfying Active Needs
There are three levels of active needs:
Biological
 _________________________________________________________
Examples:
•____________________________________________
Paycheck
•____________________________________________
Benefits
•____________________________________________
Safety
____________________________________________
Psychological
 __________________________________________________________
Examples:
• Self esteem
____________________________________________
____________________________________________
• Acceptance
____________________________________________
• Pride
____________________________________________
• Security
 __________________________________________________________
Self Fulfillment
Examples:
• Goals
____________________________________________
• Responsibility
____________________________________________
• Advance to full potential
____________________________________________
____________________________________________
Understand they exist, we all have them.
___________________________________________________________
Tap
internal motivation element, most effective (win-win).
___________________________________________________________
___________________________________________________________
Best Way: Set-up to Win, Set Clear Parameters, Uphold
___________________________________________________________
Parameters.
___________________________________________________________
LEAD!!
24
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
Welcome to Module 6 –
Performance Appraisals.
Not easy to do,
sometimes dreaded, but
principles and
techniques can be
learned.
PERFORMANCE APPRAISALS
A Performance Appraisal provides a periodic
What are they for? _________________________________________
opportunity
for
communication
between the person who assigns
___________________________________________________________
and
the person who performs the work, to discuss what they
___________________________________________________________
expect
from each other and how well those expectations are
___________________________________________________________
being
met.
(Essential communications between two people with a
___________________________________________________________
common purpose).
- Adversarial proceedings
Not - ______________________________________________________
- Social “chit chat”
___________________________________________________________
___________________________________________________________
___________________________________________________________
Do you tend to put off Performance Appraisals?
Y / N
Circle one,
be honest.
Too often Performance Appraisals are left until the last minute and then done in a
hurried manner. When this occurs results are generally poor.
Guilty, embarrassed (obliged to rate
The Supervisor ends up feeling: _________________________________________
_____________________________________________________________________
higher?).
Unimportant, let down, anxious, angry…
The Associate feels: ___________________________________________________
To some this may be the only time they communicate with their
_____________________________________________________________________
Supervisor regarding performance, or at all.
_____________________________________________________________________
25
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PERFORMANCE APPRAISALS
What can a well planned, timely Performance Appraisal do for you (the Supervisor)?
•_______________________________________________________________________
Give you valuable insights into work being done and your associates.
_______________________________________________________________________
• Good communications regarding expectations & results.
•_______________________________________________________________________
Opportunities to discuss new ideas and methods.
•_______________________________________________________________________
Anxiety of associates is reduced, morale increases, better environment.
•_______________________________________________________________________
Productivity/performance increases with timely feedback.
•_______________________________________________________________________
Opportunity for positive reinforcement or constructive criticism.
•_______________________________________________________________________
Ability to do professional Performance Appraisal (develop people)
_______________________________________________________________________
prepares you for advancement.
______________________________________________________________
Research reflects that more than half the professional and clerical employees
working today do not understand how their work is evaluated.
-_______________________________________________________________________
Appraisals not just for the shop floor.
-_______________________________________________________________________
Each person should know key responsibilities, measures of
____________________________________________________________________
performance and (if applicable) specific term objectives.
Performance Appraisal discussions are normally initiated by the Supervisor but are
also appropriate when associates request a meeting to determine how they are
performing.
Opportunities:
_____________________________________________
- Should be scheduled by Supervisor at
_____________________________________________
least annually.
_____________________________________________
-_____________________________________________
Less formal discussions whenever
nature of assignment makes meaningful.
_____________________________________________
- Praise achievement whenever warranted &
_____________________________________________
appropriate.
_____________________________________________
- Informal discussions can be reiterated
at more formal session.
- Follow-up specific actions from formal session.
26
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE APPRAISALS
Twelve pitfalls to avoid:
 Bias/Prejudice
Race, religion, education, background, age,
____________________________________________
sex…things that have nothing to do with
____________________________________________
performance.
____________________________________________
Common performance standards
 Relying on impression vs. facts: ___________________________________
should
be
in place. Lack of preparation
____________________________________________
leads to impression ratings.
____________________________________________
 Holding associate responsible for impact of factors beyond his/her control:
Ex. Equipment, tooling problems, raw
____________________________________________
____________________________________________
material quality issues…
 Failure to provide associate opportunity for advanced preparation:
Includes no clarifying of expectations, no
____________________________________________
____________________________________________
advance notice of review time.
 The “Halo Effect”:
Common error. All factors rated favorably
____________________________________________
____________________________________________
because one factor is very strong. Not being
____________________________________________
fair to associate or others.
Opposite of “Halo.” Associate ends up
 The “Pitchfork Effect”: ____________________________________________
____________________________________________
feeling “Boss doesn’t like me …period!”
____________________________________________
Morale killer!
Appraiser avoids extremes. No
 The “Control” tendency: _________________________________________
excellent or unsatisfactory (although
____________________________________________
____________________________________________
warranted)…all hover around average.
 “Recency” error:
____________________________________________
Rated primarily on most recent performance,
____________________________________________
most are 1 year appraisals. How does that
____________________________________________
condition associate?
27
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE APPRAISALS
Twelve pitfalls to avoid: (cont’d)
Assumes good performance due to experience,
 Length of service bias: ____________________________________________
____________________________________________
especially when past performance has been strong.
____________________________________________
Must stay on top…changing environment & req’ts.
 Loose rater:
____________________________________________
Avoids potential conflict by rating loosely. Not fair to
____________________________________________
others, especially regarding development for
____________________________________________
advancement. Will not bring out the best..
 Tight rater:
No one can live up to high standards. Seldom use
____________________________________________
____________________________________________
excellent or outstanding. Associates become
____________________________________________
frustrated, can’t please.
 Competitive rater:
____________________________________________
No one under their direct supervision should get
____________________________________________
ratings higher than them. Not the same
____________________________________________
job/expectations…separate the two.
_______________________________________________________________________
Not easy to avoid all the pitfalls, however some are worse than others.
_______________________________________________________________________
Be aware of them, if any strike a nerve, take heed, may be a growth
_______________________________________________________________________
opportunity for you.
_______________________________________________________________________
__________________________________________________________________
_______________________________________________________________________
BOTTOM LINE: Concentrate on performance, measured against
_______________________________________________________________________
mutually understood expectations.
_______________________________________________________________________
_______________________________________________________________________
__________________________________________________________________
28
Copyright © 2005 Next Level Partners®, LLC All rights reserved.
PERFORMANCE APPRAISALS
SUMMARY: Cover all the bases!
You arrive at third when the
parties agree on objectives and
summarize the agreements.
2
1
3
You score when post appraisal
follow-up indicates job well
done by both parties.
You make it to second base
when both parties freely
communicate key aspects of
job performance.
You get to first base with solid
preparation.
HB
29
Copyright © 2005 Next Level Partners®, LLC All rights reserved.