Management

Monday, March 23, 2020

2:17 PM

Successful managers focus on 3P, i.e.

1. Process (process of performance goal setting and measurement)
2. People (Coaching and developing right team to create success)
3. Practice (put process & people management in practice to replicate success)

Mission & Vision Statement

Mission: Core reason of existence of business. Constant & Static Concept

Vision: Goal of the year, measureable, changes every year.

* Define your departments vision! (in alignment with organization's vision).

R&D Mission: We develop 'the Niche & Innovative HVAC products' , with customer focused pricing
Model.

Expectations:
* Rules of engagement for team.
* Mutually agreed upon (between a manager & the team)
* Same for everyone
* Non-negotiable
* Value-based
* Doesn't change with time

'The Manual'
* List of UNCOMMUNICATED rules for others!
* More like a personal preferences

Successful Managers need to have 'Expectations' aligned to organizational performance,

not 'Manual' i.e. the things which bugs or annoys them (managers)

My Sentence: He built 'Tiger Teams' by Coaching!

Expectations Banners:

• Be Honest (Facts only, no exaggerations)

• Focus on Solutions
• Lift each other UP Tiger TEAM Concept
• Deliver In-Time & Error-free Designs
• Carry the Ownership of your work.

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 • What is the mission or purpose of your department?
• Why does it exist?
• What does your department do that is unique?
• What/who would go unserved if your department didn't exist?
• Remember to keep it succinct - it should be able to fit on a bumper sticker.

Pasted from <https://www.coursera.org/learn/coaching-expectations-performance/discussionPrompt/PGInI/put-it-in-a-

bumper-sticker>

Goals: SkillSet
1. Performance MindSet
2. Developmental

5 D's of goal setting: Set SMART goals:

Diagnose (the current status) Specific
Design Measureable
Deploy Aligned (with organizational goals)
Discuss Reasonable (based on available resources)
Determine Timely (Goals without timely completion lose their worth)

Lack of employee accountability is a sign of mismanagement. Management Styles

- Directive Management
- Collaborative Management

Accountability:
Ability of manager to account on his team's ability to perform necessary work

Tactical Accountability (derived from rule books or simply rules, very less margin for
improvement since these directive instructions as a part of directive management, lets say late
comings)

Rules:
1. Come to Work ON-TIME
2. No Un-necessary mobile usage/calls in office.
3. No use of Internet for personal activities.

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Rules:
1. Come to Work ON-TIME
2. No Un-necessary mobile usage/calls in office.
3. No use of Internet for personal activities.

Developmental Accountability (derived from expectations from employees behaviors,

Developmental accountability uses a collaborative management style for managers to work in
partnership with their employees. It takes much more effort than a directive approach.

Pasted from <https://www.coursera.org/learn/coaching-expectations-performance/lecture/tIEVR/tactical-vs-

developmental-accountability>

Accountability Conversations
• Based on facts (not perspectives)
• Discuss Performance gap impacts on work/organization
• Give chance to employees their perspectives, but don’t let the accountability be based on their
perspectives, it shall be on Facts!
• Discuss consequences , if no improvements made.
• Documents the performance gap Conversations
• Follow ups to revisit improvements.

Why Uncomfortable with Accountability Conversations?

• Personal bad experiences about accountability conversations
• Negative as well as Positive accountability conversations
• People may Dislike you, conflict can happen when their poor work is discussed (all are
assumptions from your perspective)
• Also look for opportunities for positive feedbacks to your team mates!!

Key Performance Indicators

As we learned in this module, to know if an organization or a particular role within an organization is
achieving its mission and vision, you must measure progress - these are your key performance indicators.

For this discussion, we want you to look at both your department and your role within that department and
identify those key performance indicators that ensure that your team and people in your role are performing
well.

1. How does your department know how well it is performing? How do you (and other people in similar
roles) know how well you're performing?

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 2. What measurements do you look at daily, weekly, monthly, quarterly, etc. to measure the success of
your department? Of yourself within your role?
3. What one key performance indicator supersedes all others?

Pasted from <https://www.coursera.org/learn/coaching-expectations-performance/discussionPrompt/1YnLz/key-performance-

indicators>

We talk so much about accountability in the workplace.

As a manager, one of your primary responsibilities is to ‘hold’ your employees accountable to their goals, their job, their
performance, etc.

Unfortunately, the word accountable has become synonymous with writing people up. If you’ve gotten to the point of
writing someone up for poor performance, you are now in the progressive discipline process.

It's no longer about accountability, it is about employ-ability.

Accountability is your tool to engage, motivate, encourage and teach your employees. It is a positive part of the coaching
process, not a cautionary part of progressive discipline.

Accountability is a mechanism in your coaching relationship to determine the following:

• Who knows how to do their job?

• Who is surpassing the expectations of their job?
• Who is in need of support, training, and additional coaching?
• Who follows through with commitments and can take on more responsibility?
• Who needs more inspection of their efforts?
• Who should be commended for a job well done?

Think of it this way, instead of focusing on "holding others accountable," why not focus on holding yourself accountable to
have the conversations you must have… to follow up on the commitments made, communicate with your employees
about whether or not they met expectations.

Accountability is a simple practice that should be embedded in EVERY coaching conversation. Here is a simple flow that all
managers can follow.

• Explain to each employee your expectations as a team member and contributor to the organization.
• Collaboratively develop performance goals and outcomes with each staff member.
• Observe each staff member in the execution of those goals. (Depending on the level of the employee, this may be
daily or it may be quarterly. Regardless, as someone’s manager you should be inspecting his/her work as
appropriate.)
• Provide feedback, based on observations.
• Conduct consistent follow up on goals and outcome progress.
• Determine success and progress and what tools and resources are necessary for the employee's performance.
• Repeat

If you follow this process, you will account for their ability. AND by following this process, you will demonstrate

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your ability to account for others' performance and outcomes. Essentially, by consistently practicing accountability as a
part of your coaching practice(s) with your employees, you are also demonstrating your account-ability.

Building in accountability to your employee and team coaching practice(s) is how you show your team how to WIN! People
want to know where the goal line is. But if they reach the finish line and you don’t acknowledge them, they’ll wonder if
there really is a way to win. And they’ll wonder if you even notice.

Lack of employee accountability is a sign of mismanagement. It is a lack of accounting for your employee’s abilities and
results. It’s an indicator that managers are not holding themselves accountable to the steps listed above. At any one of
these points in the process, there may be an opportunity for a manager to have a courageous conversation. When those
conversations happen with frequency, employees are much more likely to stay on track or to be quickly noticed if they are
significantly off track. Additionally, they are much more likely to repeat the behaviors you want them to be repeating. They
will learn more and achieve more!

Pasted from <https://www.coursera.org/learn/coaching-expectations-performance/supplement/7zg2O/what-is-your-accountability>

Not achieving the goals: is like a fever! Pointing out something is not right
in the body.

Performance Gaps:

Gap means something is NOT effective

pGaps Are due to;

1. Skill Set gap (abilities)
2. Mindset gap (the way employees think)

Skill Set Gap- How to do?

Skill Set gap analysis An employee Doesn't know how to do… but willing to learn
how it can be done!
Don't assume the employee should know the skill
set because of his experience or role etc…. Mindset Gap - Why to do?
An employee Does know how to do… but NOT willing to do!
Be sure it’s a skillset gap… review previous goals
achievement of concerned employee… if he has Skill set Gap + Mindset Gap
achieved it means its not an skill set gap! An employee Doesn't know how to do… but also NOT willing to
Probably Mindset :( learn how it can be done!
Always coach Mindset Gap first

Coaching Algebra
Skill set + Mindset = Result
How + Why = What

Don't focus on example… focus on how & why!

MindSet Coaching (reflective Coaching) Skill Set Coaching (Directive Coaching)

An employee Does know how to do… but NOT willing Skill Transfer :)
to do!
Thought Model TSDR

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MindSet Coaching (reflective Coaching) Skill Set Coaching (Directive Coaching)
An employee Does know how to do… but NOT willing Skill Transfer :)
to do!
Thought Model TSDR
Circumstances: Goals Tell - Show - Do - Review
Thoughts : What does he think about goal
Feelings: How does he feel Tell - What to do
Actions : How his feeling is impacting his actions Describe successful outcome is
Results: How his results are affected by his
action Show - What to do
How to do it
Help employees understand themselves that how
their perspective about circumstances is driving the Do - Watch learner do it
actions which are affecting the results. Make notes

- Listen to the employee Review - based on notes made in Do phase

- Don’t judge/assume Praise
- Make them notice their thoughts Suggest changes
- Show how its impacting their results
- Discuss what alternative thinking they can
adopt to feel better Most Managers only Tell :(

On Mindset coaching more work is to be done by
Employee ( i.e. changing his thoughts)
Pull back the truth
As a manager you can hold him accountable for his
performance, at the end of the day its his thoughts
which are affecting his performance.
If Manager doesn't have enough time (which shouldn't be)
Delegate TSD and close the Skill set coaching loop by
doing the 4th step i.e. reviewing (R).
Though delegated, but ultimately Manager is responsible
for this gap coaching loop.
Not a one time process… Repetitive… until employee
masters the work. (each repetition should be with
improvement)

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