Mar 23, 2016
Overview of Episode #22. The following topics are
covered:
- Conversation
model to help you effectively handle conflict, performance issues
and sensitive subjects in a calm, confident, get results way four
simple steps
- Greatest
possibility for Building trust, cooperation and buy-in
- #4 in a
four-part series on Accountability
- Questions
for Suzie? Call 770-578-6976,
suzie@pricelessprofessional.com
Timing on
Recording: @ 2:15---
Topic 1: Three Other Accountability-Focused
Podcasts
Timing on
Recording: @ 8:50 ---
Topic 2: Effective Course Correction
Conversation
- How do you prepare
so that you can have an effective course correction conversation –
one that will help you clearly state the problem and get buy-in to
begin make changes?
- Conversation a dialogue a back and forth
where all of the information is shared and discussed with a focus
on eventually coming up with a plan,
together
- Awkward at first – clumsy – each time,
easier, faster, more natural…
- First step is W- Warm Start– that is to
begin the conversation with a calm and open
demeanor.
- The next is: P – for Problem. This is where
you state the problem and then you ask the other person, their
view.
- Once the problem’s been thoroughly discussed
and there’s been some agreement on it, you move to the next step, S
– Solutions.
- Once one or more solutions have been
selected you go to the fourth and final step with is:
A-Agreement. This is where you confirm what actions will be taken
and you set a time and date for
review.
- That’s it:
WPSA.
Timing on
Recording: @ 14:00 ---
Topic 3: Let's Go Into Detail Around Each
Step...
- Warm Start.
FOCUS: Make the
conversation as comfortable as possible given the
circumstance.
CHARACTERISTICS:
• Be Sincere
and Real
• Be
Specific
• Express
what’s right about this person, situation
• If the
situation is super tense: at a minimum take the scowl off your face
and offer warm eye contact, a firm handshake and calm
demeanor.
- The next step is to
into to Stating the Problem FOCUS: State and Get Agreement on the
Facts. Plan what you say in advance. There are two
steps.
CHARACTERISTICS:
Step 1- You share your
view of the facts, what you’ve seen and heard
Be succinct, be
direct
Do not ramble.
Step 2- Ask: What's your
view of this?
Listen Aggressive – to
understand. No, “Yea, but...” Just listen & ask
questions.
Breathe!
- Step 3 -
SOLUTIONS- FOCUS: Only move to solutions after you’ve
both come to some agreement about the facts. Let the other
person start first
CHARACTERISTICS:
Part 1: Ask, “What ideas do you have?” Questions to
use:
“Tell me more.” “How would
that help?” “What obstacles (or problems) would this create or
cause?”“Do you have any additional ideas?
Breathe!
Part 2: Share your ideas after the other person
shares
Part 3: Discuss Options and Decide What’s
Next
- You wrap up the
discussion with an important, very simple step, Agreement. This
simple step gets skipped over often. If you skip this step – you’ve
blown it. If you do not confirm what you heard with what the other
person heard – you do not have a commitment.
FOCUS: Recapping What’s Been Discussed. Confirming
commitments.
CHARACTERISTICS:
• Get the
employee to restate the plan, agreement –“So Jim, we came up with
some great ideas for improvement today – let’s recap with you
sharing what your plan is…” Add anything that needs to
be added or clarified.
• Add
measurements
• Schedule a
specific time for follow up
That’s
WPSA.
Timing on
Recording: @ 35:00 ---
Topic 4: Your Turn - Get Out a Piece of
Paper
- WARM START: How will
you start the conversation? What will you do to demonstrate sincere
care and appreciation.
- PROBLEM: Step
1 – Describe the problem succinctly and factually. Step 2 – Ask,
What’s Your View? (listen)
- SOLUTIONS:
Ask, What ideas/ solutions do you have? (listen) List the
ideas/suggestions you’ll make here:
- AGREEMENT EE
Restate agreed upon solution. What date and time will you recommend
for follow up
- Hardest parts – 1)
stating the PROBLEM clearly, succinctly, factually and 2) listening
to understand
- I remember one of my
leadership class participants, Joe, a seasoned manager who was very
skeptical of the steps we’re about review together. He didn’t think
they would work.
I challenged Joe to try it and
then, if it didn’t work he wouldn’t have to come to class
again.
When we met again the following week, he stood up and said,
“Well, I guess I’ll continue to come to class because this
stuff works!” He tried the communication template with one of
foremen who had some safety issues and in the past had been
defensive.
Joe exclaimed, “I followed every step. It felt a little awkward
to me, but my Foreman didn’t seem to notice. We had a good
discussion and we made progress. He didn’t even stomp out like he
usually does.”
So if you’re skeptical – I understand. But I will also challenge
you – try it first. Okay?
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Books Mentioned in This Podcast
Get a complimentary audio book and support this podcast by using my
affiliate link: www.pricelessprofessional.com/audible
- Crucial Accountability: Tools for Resolving Violated
Expectations,
Broken Commitments, and Bad Behavior, 2nd Edition
- The Oz Principle: Getting Results Through Individual and
Organizational Accountability
- The Amazon Way: 14 Leadership Principles Behind the World's Most
Disruptive Company
Handout Mentioned:
PDF Download of the R.E.V. Accountability Process
Questions
Related Service:
Short- Term Leadership Coaching – Using TriMetrix
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Contact
Suzie
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