MASA • October 7, 2013 @ MASA • Duluth, MN •... Increasing Performance & Accountability of Principals, District Cabinet Members & Supervisors

MASA • October 7, 2013 @ MASA • Duluth, MN •... Increasing Performance & Accountability of Principals, District Cabinet Members & Supervisors

MASA • October 7, 2013 @ MASA • Duluth, MN • 3:30 PM
Increasing Performance & Accountability of Principals,
District Cabinet Members & Supervisors
RESOURCE PACKET
Best Practice: Employee Accountability
• Employee Accountability in the Workplace
• Accountability Can Have Positive Results
• Six Keys to Becoming a Trusted Leader
Page 1
Page 2
Page 3
Best Practices: Employee Engagement
• Creating a Culture of Engagement
• Non-Monetary Rewards That Motivate Employees
• 5 Ways Leaders Rock Employee Recognition
Page 4
Page 5
Page 6
Best Practice: Differentiated Leadership
• Differentiated Leadership: Leader's Window
Page 7
Accountability Tools & Strategies
• Benchmark Worksheet
• SMART Goal Worksheet
• My Job, Your Job Worksheet
Page 8
Page 9
Page 10
Employee Feedback Tools & Strategies
• 90-Day Performance Feedback
• Transforming Poor Performers
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Page 11
Page 12
Resource(Packet(
Employee Accountability in the Workplace
http://timewellscheduled.com/employee-accountability-in-the-workplace/
What is Accountability in the Workplace? The employee accountability definition is the responsibility of
employees to complete the tasks they are assigned, to perform the duties required by their job, and to be
present for their proper shifts in order to fulfill or further the goals of the organization. If tasks are not
completed and functions of the job are not performed properly, then that employee will also be responsible
for dealing with the repercussions.
Examples of Accountability in the Workplace:
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Employees being present for their entire required shift
Employees completing any tasks that have been designated to them
Employees being responsible for the specific duties that go along with their job
Employees being consistent in doing the right thing in all aspects pertaining to their job
Employees working together towards a common goal for the business
Why is Workplace Accountability Important? Accountability at work is important to a business’s success
as a whole. Every employee, no matter what level of seniority is equally responsible for aiding in the success
of the company. In order to achieve the goals of the company, long and short term, it is important that all
people within the company work together and share accountability. Employees who work together towards
the same overall goal help their workplace to become more accountable, in turn make the business more
productive and efficient.
How to Increase Employee Accountability at Work
SMART Goals: A great way to foster accountability in the workplace is to have your employees set
SMART goals for themselves. SMART goals are specific, measurable, achievable, results-oriented and timebound. Having goals that meet these criteria will allow your employees to feel more able in the work they are
doing. It is a way for them to measure their own productivity.
Team Incentive Programs: Team incentive programs will allow employees to motivate themselves to
reach their highest accountability and potential. Your employees will work together towards completing
common goals, and will be compensated for going above and beyond the goals set out for them.
Prioritization: One reason why employee accountability dwindles, is because employees struggle to
balance tasks and goals and eventually become overwhelmed and unable to complete their tasks on time. As
a manager of a business, it is important to help your employees prioritize their responsibilities in relation to
your company’s overall goals. Helping to prioritize will allow your employees to feel more organized and
competent in the tasks they are assigned.
Monitor Progress: Monitoring your employees’ progress will help motivate them to be more productive
and accountable. It is only natural that when we know someone is watching our progress that we will try to
perform to our best abilities. Along with monitoring employee progress, it is equally important to share
progress reports with them so they may learn what areas need more attention and what areas they are
excelling in.
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Accountability Can Have Positive Results
https://www.opm.gov/policy-data-oversight/performance-management/reference-materials/moretopics/accountability-can-have-positive-results/
Accountability means being held answerable for accomplishing a goal or assignment. Unfortunately, the
word "accountability" often connotes punishment or negative consequences. When organizations use
accountability only as a big stick for punishing employees, fear and anxiety permeate the work environment.
Employees are afraid to try new methods or propose new ideas for fear of failure. On the other hand, if
approached correctly, accountability can produce positive, valuable results.
Positive results of accountability include…
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increased feelings of competency
increased employee commitment to the work
more creativity and innovation
higher employee morale and satisfaction with the work
improved performance
more employee participation & involvement
These positive results occur when employees view accountability programs as helpful and progressive
methods of assigning and completing work. For example, managers who involve employees in setting goals
and expectations find that employees understand expectations better, are more confident that they can
achieve those expectations, and perform at a higher level. Positive results also occur when employees don't
associate accountability only with negative consequences. If employees do not fear failure, if managers
recognize employees for their accomplishments, and if managers support their employees when goals
become difficult, employees are more likely to be creative, innovative, and committed to their work.
Implementing accountability for positive results: Managers can practice accountability for positive
results by following good performance management principles. They can use their agencies' performance
appraisal programs to establish expectations in employee performance plans and use formal awards programs
to recognize employees. However, merely following the minimum requirements of formal programs is not
enough to create the positive environment necessary for constructive accountability. Managers need to:
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involve employees in setting clear, challenging yet attainable goals and objectives, and give them the
authority to accomplish those goals
coach employees when they request help, and support employees in all aspects of the job
monitor progress towards goals, and provide feed-back that includes credible, useful performance
measures
provide the training and resources employees need to do the work
recognize employees for good performance, both formally and informally.
Unfortunately, a recent study indicates that some agencies are not building the types of cultures where
constructive accountability thrives. The General Accounting Office (GAO) recently surveyed 3,816 full-time
mid- and upper-level managers on their perceptions about performance and management issues. In their
report, Managing for Results: Federal Managers' Views Show Need for Ensuring Top Leadership Skills
(October, 2000), GAO found that while 63 percent of managers said they were held accountable for the
results of their programs, only 36 percent of them said they had the authority they needed to accomplish
strategic goals. GAO observes that "such an imbalance can inhibit the development of an environment
conducive to achieving results." Also, GAO reports that only 31 percent of managers said that employees
received positive recognition for helping to achieve organizational goals. If managers are going to hold
employees accountable for results, they also need to recognize employees for their efforts.
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6 Keys to Becoming a Trusted Leader • Henry Browning
http://www.forbes.com/sites/ccl/2012/03/27/6-keys-to-becoming-a-trusted-leader/
Accountability comes from the presence of trust and the absence of fear.
When a manager – or better yet, the leadership team – is both trusted and trusting, others in the organization
know where they stand. They have greater confidence in their ability to do the work and in the people they
work with. It’s not frightening to take ownership and initiative.
But when you and your fellow managers undermine trust, fear finds a foothold. Being accountable becomes
risky. And overall performance suffers.
As a boss and leader, you need to do everything you can to create an atmosphere of accountability. There are
also specific steps you can take to earn a personal reputation for being a trusted, accountable leader:
1. Define and clarify roles, goals and expectations. Remove as many unknowns as possible. Be clear about
what you know and what you need. Work with your team to define and clarify their roles, communicate them
and manage any confusion or conflict. If you are sending confusing or mixed messages, you fuel uncertainty,
doubt and fear.
2. Don’t accept denial, blaming, excuses and scapegoating. When things don’t go right, beware the
“victim mindset.” First, set a good example and avoid denial, blaming, excuses and scapegoating. Second,
help others to see that these are not useful responses to mistakes or missteps. Third, listen carefully. Work to
understand the system’s role before over-reacting to one person’s behavior.
3. Don’t let department heads and team or project leaders off the hook. When results fall short, team
managers often claim that their hands were tied. An inherited staff, a lack of staff, remote team members,
and matrix management resulting in conflicting priorities are common woes. But you need to ask, were these
limiting elements really a surprise? For team leaders to be accountable, they have to understand their context,
think ahead and inform senior management of potential shortcomings in advance. Waiting until trouble hits
or targets are missed is a career-limiting behavior in accountable organizations.
4. Take initiative to figure out where the barriers to success lie. This is the flip side of the previous point.
You need to seek out and understand the barriers and potential problems in your own group and work to
minimize their impact. Bring in your senior management or peers or work groups to share ideas, pre-empt
problems or solve issues sooner than later. An accountable leader is willing to admit if he or she is struggling
to find the best answer and wants additional knowledge, advice or wisdom. Be open to your own learning
opportunities.
5. Set milestones and metrics. To be accountable people need to know if they are on track. They want to see
the links between what they do and overall team or business performance. To be an accountable leader,
you’ll want to communicate important data and targets and work with team members to identify additional
deadlines or metrics. Waiting until the end of a quarter or after the fact to be declared a winner or loser will
breed frustration and prevent buy-in.
6. Find balance between process and results. Are your people held accountable for the standards and
processes they use to make decisions and run the group? Or do you hold them accountable for just for the
outcomes? If your leadership style consistently falls in the middle of that continuum, you’re encouraging
accountability along both the how and what dimensions of the work – and people will notice.
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Creating a Culture of Employee Engagement
http://www.boston.com/jobs/nehra/062308.shtml
06/23/2008
By Katharine Esty and Mindy Gewirtz
The employee engagement model
1) Two-way feedback
Most organizations do well in terms of communication down from management to
employees. What are often missing are mechanisms for employees to communicate up
on a regular basis. Relying on a suggestion box and an annual employee survey just
doesn't do the job. Two helpful ways to ensure the upward flow of feedback are
employee town meetings and quarterly, brief, online surveys the capture the changing
concerns of employees.
2) Trust in leadership. Executives build trust by developing a clear vision of the
organizations' future and communicating this to all employees.
3) Career development. Engagement levels rise when there is a formal career
development system that includes components such as formal career tracks, mobility
systems to help employees move about in the organization, and annual career
conversations.
4) Employees understand their role in success. Employees need to understand how
their job fits into the big picture and what they must do more of and do differently to
help the business succeed.
5) Shared decision making
When employees participate in making decisions, they take feel more engaged in the
organization. Decision-making needs to be pushed down to the lowest possible level.
Three tools
1) Coaching program for new hires
2) Career conversations
3) Large group meetings
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6 Non-monetary Rewards that Motivate Employees
http://www.vitaver.com/blog/2010/07/6-non-monetary-rewards-that-motivate-employees/
By: Michael Gabriel
1. Flexibility It is a mandate for employees to follow their bosses, but if supervisors get all
the say, they will immediately feel limited. Workers still require a room where they can voice
out their opinion and ideas, as well as the liberty to be versatile on their approaches to
conflicts and problems. You can also emphasize flexibility in terms of work hours. To be
able to work at their own pace will permit them to take care of all their obligations (both at
home and at the office).
2. Recognition Who doesn’t want to be recognized? Yet many employees are not given even
a pat on the back or a handshake by their bosses. If they give employers the privilege to
criticize, it is only right for the managers to give away praises.
3. Training When you train your employees, it means there is plenty of room for them to
grow. They don’t have to feel stuck to a routine job. They can look forward to much bigger
challenges. Trainings give good types of stress, something that motivates employees to push
themselves to the limit. Personally, it gives them a good idea of their own strengths and
weaknesses. Trainings, however, should be in line with the career path the employee wants
to take. Otherwise, they cannot use the learning to the fullest.
4. Belongingness Sickness is just one of the least causes of absenteeism. It is actually
conflict and politics in the workplace that makes workers hate coming to the office. Though
most employees understand the employee-manager relationship, it is also important to them
that they can sense a feeling of friendship and belongingness. Take time to come up with
team-building activities. It does not have to be very long or tedious. Your team simply has to
strengthen trust, respect, and accountability with each other.
5. Chance to Contribute You can greatly motivate your employees if you can make them
feel that the success of your organization also depends on them. You can do this by allowing
them to head projects as well as getting their consensus on major decisions that can affect
your business and organization.
6. Fringe Benefits Fringe benefits include additional allowances, leaves, health insurance
plans, and other perks that they can enjoy alone or with their loved ones.
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5 Ways Leaders Rock Employee Recognition
By: Meghan Biro
http://www.forbes.com/sites/meghanbiro/2013/01/13/5-ways-leaders-rock-employee-recognition/
An effective approach to employee recognition encompasses these key
points:
1) In the moment – as much as possible, be timely. Catch people doing
exemplary work and acknowledge their efforts. Don’t be knee-jerk – showing up
for work on time does not count in most cases. Be specific, descriptive, and
measured.
2) In context – recognition is most effective when it’s given in the context of a
larger goal or business-results-focused activity. Random affirmations are much
less meaningful than those tied to a business goal. An employee who lands a big
contract by putting in the extra effort needs to know you noticed, and understand
the employee’s effort to ensure business success.
3) Appropriate in volume/scale – randomness is not your ally. Recognition
should match effort and results, or it loses meaning. This is where the complexity
lives.
4) Authentic, not automatic – you have to mean it when you give employees
recognition. This is my chief worry about automated recognition systems – they
remove the human touch so important to effective recognition. Can we find a
smart balance?
5) Tied to the employee’s perception of value – people know when they’re
valued, and they should have a good idea of their value to the organization.
Monetary rewards can skew this notion of value, linking it to cash when it should
be linked to appreciation of extra effort and smarts. Money is appropriate much
of the time, but it’s not the only – or even the most effective – motivator. Treat
employees as valued team members, not as numbers. Most of the time it’s the
best way to really recognize a valued player.
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The Leader’s Window
John D.W. Beck & Neil M. Yeager
© 2001 - Davies-Black Publishing
Window 3
Window 2
Developing
Problem-Solving
“Coach”
“Director”
Window 4
Window 1
Delegating
Directing
“LaissezFaire”
“Authoritarian”
7
©
Chainsaw Planning
Worksheet 4B
© Worksheet 4B: Goal Workplan
ChainsawGoal
Planning
Actions & Benchmarks
1) What do we want to accomplish? (New Goal)
2) What should be done to begin? (Data Needed or Action Steps)
3) What should we see happening w/in 30-60 days?
©2013 Big River Consulting Group, LLC
(Benchmarks)
8
©©
Worksheet4A:
4B: Goal
Goal Workplan
Workplan
Chainsaw
Planning
Chainsaw Planning Worksheet
Admiration of the Problem (ID all sub-issues & hurdles; 5 minutes), or
What Do We Want To Accomplish? (ID desired & valuable outcomes) (5 minutes)
SMART Goal (specific, measurable, attainable, realistic and timely)
(in 20 words or less; 5 minutes)
Action Steps (Objectives) (≤4; 10 minutes)
1)
2)
3)
4)
Deadlines: Action Steps
Resources: Action Steps
Responsible: Action Steps
(desired per Action Step)
(needed per Action Step)
(single name per Action Step)
1)
2)
3)
4)
1)
2)
3)
4)
1)
2)
3)
4)
Evaluation Plan (Quantitative and/or Qualitative; 5 minutes)
Quantitative:
Qualitative:
©2012 Big River Group, LLC
9
Chainsaw Planning©
Pleasant Valley Public Schools
10/1/13 to 12/1/13
1)
My Job, Your Job Worksheet
Specific Departments, Leaders, or Buildings
2)
3)
4)
5)
6) Other
Priority 1:
Goal 1:
Priority 2:
Goal 2:
Priority 3:
Goal 3:
Priority 4:
Goal 4:
Priority 5:
Goal 5:
Priority 6:
Goal 6:
Project Notes:
1)
2)
3)
4)
5)
©2008 Big River Group, LLC
10
Employee: __________________________
Employee
Feedback Form
Company Goals
Priority #1
Manager: ___________________________
Date: _______________________________
Personal Goals
Other Performance
" Goal:
1
Goal:
+
o
-
o
-
o
-
o
-
o
-
Grade:
Priority #2
Goal:
o
+
-
# Goal:
2
+
Grade:
3
Priority #3
Goal:
Grade:
o
+
+
! Goal:
Priority #4
4
Goal:
Grade:
o
+
-
Priority #5
Goal:
Grade:
5
Next Feedback Session
__________
(Day)
+
__________
__________
( Month)
(Year)
+
From: Transforming Poor Performers
The HR Scorecard: Linking People, Strategy, and Performance
By: Brian E. Becker, Mark A. Huselid, and Dave Ulrich
http://i.i.com.com/cnwk.1d/i/bnet/Transforming_Poor_Performance.pdf
GETTING&STARTED&
Poor$performance$can$result$from$many$causes,$such$as:$
• inability$to$manage$perception$or$pressure;$
• failure$to$prioritize;$
• lack$of$skill,$knowledge,$or$motivation;$
• conflict$of$personalities$or$styles;$
• overpromotion$(“the$Peter$Principle”),$where$the$person$is$actually$out$of$his$or$her$depth$
• lack$of$resources,$support,$or$cooperation$from$others;$
• change$in$performance$management$systems$or$processes.$
Given$the$cost$of$recruiting$and$training$new$personnel,$helping$underachievers$move$from$poor$to$
acceptable$performance$is$almost$always$worthwhile.$$
&
COMMON&MISTAKES&
You&Overreact&to&Poor&Performance&and&Ignore&Contributing&Factors&
No$matter$how$frustrated$you$feel$by$poor$performance,$you$need$to$be$completely$unbiased,$fair,$and$
consistent$in$dealing$with$it.$Always$seek$out$the$underlying$factors.$Are$they$part$of$a$pattern,$or$is$this$a$
unique$case$with$a$straightforward$solution?$A$rational$approach$is$best:$overreacting$won’t$help.$
&
Objectives&Aren’t&Achievable&or&Aren’t&Explicit&
Goals$should$always$be$achievable$and$clearly$defined.$Make$sure$your$expectations$are$consistent$with$
(and$will$be$supported$by)$the$culture$of$the$organization.$Tailor$goals$to$individual$employees’$
capacities.$Establish$shortLterm$milestones$that$enable$you$to$monitor$progress$regularly$and$intervene$
before$slippage$becomes$critical.$Most$important,$communicate,$communicate,$communicate.$
&
You&Don’t&Address&Poor&Performance&Issues&Early&Enough&
Performance$needs$to$be$measurable.$The$easier$it$is$to$measure,$the$easier$it$is$to$manage.$Check$
individuals’$performance$against$their$targets.$Schedule$regular$reviews$and$encourage$employees$to$
monitor$their$own$performance.$Ask$them$for$feedback$on$their$progress.$Good$performance$managers$
constantly$assess$risk$and$identify$and$address$potential$failures$early.$
$
You&Fail&to&Distinguish&Between&Poor&Performance&and&Personality$Clashes$
Personality$clashes$are$difficult$to$deal$with$and,$if$coupled$with$poor$performance,$often$become$highly$
charged.$Where$issues$are$personalityLdriven,$bring$in$an$impartial$third$party$to$mediate.$Be$flexible$and$
open$to$different$approaches$to$deal$with$different$aspects$of$the$problem,$and$recognize$that$resolving$
one$issue$is$likely$to$affect$others.$In$some$cases$poor$performance$may$be$a$perceived$rather$than$a$real$
problem.$$
$
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MASA • October 7, 2013 @ MASA • Duluth, MN • 3:30 PM
Increasing Performance & Accountability of Principals,
District Cabinet Members & Supervisors
Orientation
3:30
• Introductions - MASA Colleagues & Bruce Miles, Ed.D.
• Goals for this session
1) Briefly review Best Practice re: Employee Accountability
2) Review applied leadership research for strategies
3) Consider a new leadership model to differentiate leadership
4) Review tools to be used to increase accountability
5) Review techniques for feedback & underperformance
Best Practice: Employee Accountability
• Employee Accountability in the Workplace
• Accountability Can Have Positive Results
• Six Keys to Becoming a Trusted Leader
3:35
(Page 1)
(Page 2)
(Page 3)
Best Practices: Employee Engagement
• Creating a Culture of Engagement
• Non-Monetary Rewards That Motivate Employees
• 5 Ways Leaders Rock Employee Recognition
3:45
(Page 4)
(Page 5)
(Page 6)
Best Practice: Differentiated Leadership
• Differentiated Leadership: Leader's Window
3:55
(Page 7)
Accountability Tools & Strategies
• Benchmark Worksheet
• SMART Goal Worksheet
• My Job, Your Job Worksheet
!
4:00
(Page 8)
(Page 9)
(Page 10)
1!
Employee Feedback Tools & Strategies
• 90-Day Performance Feedback
• Transforming Poor Performers
Closure
4:15
(Page 11)
(Page 12)
4:25
• Thank you for the opportunity to work with you
• Please fill out the attached evaluation
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