UNCW Human Resources - Learning & Talent Development
Courageous Conversations
The Starting Point to Continuous Engagement, Performance, Development,
and Retention of Our Employees.
is a Process—Not an Event.
UNCW Human Resources - Learning & Talent Development
Today’s Agenda &
Suggested Full Cycle Performance Plan Timeline
Five Topics
Outcomes
Timeline
SWOT Analysis
(Team-leaders)
How to Efficiently and Effectively Facilitate a Team
Discussion around Identifying Team Priorities
Wk 1
State of the Union
Address (Teams--mix)
How to Influence Others through a Concise ‘State
of the Union’ Address
Wk 2 & 3
Aligning Past
with Future (Individuals)
How to Have a Productive Performance Plan Discussion
Wk 4 & 5
Show ‘n Tell (Team-leaders
How to Lead Up! Sharing the Alignment and Rationale for
Exceeding Expectations with those Above You
Wk 6
Set & Give Flight
(Individuals)
How to Best Share the Final Approved Performance Plans
with Your Employees—weights and all (SHRA)!
Wk 7
Help!
There’s More! Friday Full Cycle Performance Labs
or Individual leaders)
Register at http://uncw.edu/d2la/FullCyclePerformance.html
UNCW Human Resources - Learning & Talent Development
Sample Timeline
Due date: 10/31
Date
Full Cycle Performance Activity
9/9
Director and supervisors meet to establish unit goals that are aligned with the strategic plan
and divisional goals. A SWOT analysis can be completed to identify priorities.
By
9/16
In a staff meeting, the supervisor shares overarching division/department priorities and
his/her individual goals and talent development plan with the team. Supervisor gives
employees 7 days to complete two fillable forms: Individual Goal & Talent Development
Plan.
By
9/23
Employees submit self-assessment, goals (description, milestones, exceeding expectations),
and talent development plan to supervisor.
By
9/30
All supervisors in a unit collaboratively discuss their employees’ goals, milestones, and
exceeding expectations with their director (Calibration Goal Setting Session).
By
Supervisor individually meets with employees to discuss and finalize goals, milestones, and
10/14 exceeding expectations.
10/21 In a staff meeting, everyone shares goals openly and strategies that will be needed to
ensure everyone is successful. Another team meeting is scheduled for December and
February to focus on progress made towards goals.
10/28 Director double checks that all Performance Plans are signed and dated with finalized goals,
milestones, and expectations.
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Topic One
Team of Leaders
The SWOT Analysis
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Topic Two
Leader & Employees
The State of the
Union Address
Three Vital Ingredients
1.
2.
3.
Belief in What You Are
Saying and Do It
Vision/Structure/Direction
Trust in the Process/Person
UNCW Human Resources - Learning & Talent Development
Structure in 7 Slides
1. Title (Our Future)
2. Problem (Results of WT of SWOT)
3. Solution (Results of SO of SWOT)
4. Business Model/Vision (Identified Priorities, Strategic Plan, and the New
Performance Tool to Help Get Us There)
5. Underlying Magic (Increase 2-Way Communication and Accountability for
Results)
6. Projections (What We Anticipate Gaining—increased engagement/ efficiency;
employee development/productivity; stronger allies/relationships)
7. Status and Timeline
(The Full Cycle Process: Self-Assessment, Goals/Milestones/Exceeding
Expectations, Talent Development Plan; 3 Talent Conversations; 2 Team Meetings)
UNCW Human Resources - Learning & Talent Development
Slide 4: Business Model/Vision
Based on FY 2017 HR priorities,
identify 3 goals that support:
1.
2.
3.
4.
5.
Employee Work/Life Balance
Identify Meaningful Metrics
Leverage Technology
Diversity/Inclusion Plan
Data Integrity/Reporting
Standards
Based on HR values and
Strategic Plan, demonstrate
how your three goals are
aligned:
UNCW Human Resources - Learning & Talent Development
UNCW Strategic Plan
1.
Attracting and Retaining high-quality, diverse students, faculty and staff, ensure
an inclusive campus culture that embraces a global mindset, and increase
retention and graduation rates.
2.
Enhancing educational programs and Advancing research and scholarly activities,
including global learning programs and increased support for applied learning.
3.
Enabling and Promoting a sense of place for students, faculty and staff by
Fostering collaborative efforts to enhance academic advising and student support
programs.
4.
Organizing for effective engagement with the community and the world, and
Communicating efforts broadly and effectively.
5.
Funding initiatives by Building on strong relationships with governmental
agencies, alumni, donors, foundations, corporations and other sponsors.
UNCW Human Resources - Learning & Talent Development
Slide 7: Status and Timeline
(A recap email after the ‘state of the union’ is necessary)
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Crucial Conversations
Topic Three
Talent Conversation #1a
Re-aligning the Past
with a Brighter Future
Chapter 5: Make It Safe
Chapter 7: State My Path
Chapter 8: Explore Others’ Paths
Chapter 11: Yeah, But… 15 Cases to Consider
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Sample Agenda
(a leadership best practice is to share what to expect out of a talent conversation in advance)
•
Discuss Self Assessment Answers: Talent Development Plan, supervisor support, anticipated
challenges/solutions, etc.
•
Review Draft Goals—Ensure that individual goals are SMART-ER, meets the parameters, and that ‘Exceeds
Expectations’ truly exceeds. Discuss what ‘exceeds’ looks like in institutional goals. Adjust where needed.
•
Reiterate Full Cycle Performance Plan Process/Timeline, Anticipated follow-up date for final confirmation of
this year’s performance plan; and the intent and purpose behind future talent conversations.
UNCW Human Resources - Learning & Talent Development
Chapter 5: Make It Safe
How to Rebuild Mutual Purpose or Mutual Respect
1. Apologize when you have made a
mistake that has negatively effected
others. This means giving up saving face,
being right, or winning.
3. CRIB to get to Mutual Purpose.
Worst at dialogue: Ignore the
problem, push ahead or give in to
another person to hopefully
solve… one day.
2. Contrast to repair misunderstandings. Good at dialogue: Compromise.
• Don’t address other’s concerns that
you don’t respect them.
• Do confirm your respect and clarify
your purpose.
UNCW Human Resources - Learning & Talent Development
How to CRIB
Both Parties Understand and Agree to:
• Commit to seek mutual purpose.
Verbally agree to arriving at a solution that is mutually acceptable.
• Recognize the purpose behind the strategy.
We confuse what we’re asking for (strategy) with what we want (purpose).
Focus on real purposes.
• Invent a mutual purpose.
If you can’t agree on a mutual purpose, invent one that has a higher more
encompassing long-term goal. Transcend short-term compromise.
• Brainstorm new strategies.
UNCW Human Resources - Learning & Talent Development
Chapter 7: STATE My Path
An Acronym to Remember When Talking about Sensitive Topics
1. Share your facts
2. Tell Your Story
3. Ask for Others’
Paths
4. Talk Tentatively
5. Encourage
Testing
• Facts before conclusions.
“The facts alone are rarely worth mentioning. It’s the
facts plus the conclusion that call for a face-to-face
discussion.” (p. 128)
• What does the other person know?
• What are their facts?
• What are the other person’s intentions?
• What does the other person really want?
• Tell your story as a story rather than reality or as
fact.
“The only limit to how strongly you can express your
opinion is your willingness to be equally vigorous in
encouraging others to challenge it.” (p. 134)
UNCW Human Resources - Learning & Talent Development
Chapter 8: Explore Others’ Paths
AMPP: How to Listen When Others Blow Up or Clam Up
1. Ask them to tell
their stories
2. Mirror to confirm
feelings
3. Paraphrase to
acknowledge their
story
4. Prime when
you’re getting
nowhere
• Prime: When you feel like you’re getting no
where, say what you think they are most likely
thinking.
Use the ABC’s only if the other tools haven’t
worked:
• Agree where you can
• Build if others leave something out, agree
where you do, then build
• Compare when you do differ significantly, don’t
suggest others are wrong. Compare your two
views.
Listen… Reflect… Respond…
UNCW Human Resources - Learning & Talent Development
Chapter 11: Yeah, But…
Advice for Tough Cases
TEAM GREEN
•
•
•
•
•
•
•
•
Failure to Live Up to Agreements
Deference to Authority
Failed Trust
Won’t Talk about Anything
Serious
Vague buy Annoying
Shows No Initiative
Shows a Pattern of Problem
Behavior
I Need Time to Calm Down
TEAM BLUE
• Endless Excuses
• Insubordination (or over-the-line
disrespect)
• Regretting Saying Something
Horrible
• Touchy and Personal
• Word Games
• No Warning that There Has Been
a Problem
• Dealing with Someone Who
Breaks All the Rules
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Topic Four
One on One with Sr. Admin
Leading Up!
Show ‘n Tell
Three Vital Ingredients
1.
2.
3.
Vision/Direction
Confidence/Courage
Influence/Persuasion
UNCW Human Resources - Learning & Talent Development
1. The Principle of
Expose your expertise
The 6
Principles
of Influence
2. The Principle of
Use peer power whenever available
3. The Principle of
Give what you want to receive
4. The Principle of
Uncover real similarities and offer genuine praise
5. The Principle of
Make their commitments active, public, and
voluntary
6. The Principle of
Highlight unique benefits and exclusive information
Influence: Science and Practice, Robert Cialdini, University of Arizona
UNCW Human Resources - Learning & Talent Development
UNCW Human Resources - Learning & Talent Development
Topic Five
Talent Conversation #1b
Set & Give Flight
Why Not?
Three Vital Ingredients
1.
2.
3.
Direct & Honest Feedback
Confirmation of Direction & What
Exceeds Expectations Looks Like
Set Dates & Agenda for Next Talent
Conversation
UNCW Human Resources - Learning & Talent Development
What will your
TIMELINE look like?
Five Topics
Outcomes
Timeline
SWOT Analysis
(Team-leaders)
How to Efficiently and Effectively Facilitate a Team
Discussion around Identifying Team Priorities
Wk 1
State of the Union
Address (Teams--mix)
How to Influence Others through a Concise ‘State
of the Union’ Address
Wk 2 & 3
Aligning Past
with Future (Individuals)
How to Have a Productive Performance Plan Discussion
Wk 4 & 5
Show ‘n Tell (Team-leaders
How to Lead Up! Sharing the Alignment and Rationale for
Exceeding Expectations with those Above You
Wk 6
Set & Give Flight
How to Best Share the Final Approved Performance Plans
with Your Employees—weights and all (SHRA)!
Wk 7
or Individual leaders)
(Individuals)
UNCW Human Resources - Learning & Talent Development
I NEED MORE HELP!
There’s More!
Friday Full Cycle Performance Labs
Register at http://uncw.edu/d2la/FullCyclePerformance.html
UNCW Human Resources - Learning & Talent Development