Teaching Managers the Hard Work of Soft Skills - PowerPoint by rpv32164

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									    Teaching Managers the Hard
              Work of Soft Skills
              The Evolution of EMPAT
              a Critical Skills Course for
              Supervisors at Hospira




2/9/2011
Overview
    Evolution of an Idea
         Story of EMPAT
    Course Content
         Purpose,Goals, Target
    Organizational Reaction
         Managing Resistance and Misunderstanding
         Feedback
    Typical Exercise
    Question and Answer

    2/9/2011                EMPAT for AOOP
Organizations and Health
(Stephen Heidel MD)

    We think                     They think
         Primary                      Proactive
          Prevention
         Secondary                    Reactive
          Prevention
         Tertiary                     Damage Control
          Prevention




    2/9/2011           EMPAT for AOOP
Proactive
    Primary Prevention:
         Performance Appraisal Systems,
         Career Development,
         Executive recruitment,
         Leadership training and development,
         Strategic planning,
         Team development,
         Planning prior to M&A.




    2/9/2011                 EMPAT for AOOP
                        Clinician - Consultant
                                                       Len Sperry

    Consultant                    Clinician
         Proactive and                 Supportive, serious
          Practical                     Interpretive,
         Energetic & Optimistic         reparative
         Strategic                     Directly &
         Focused on                     intentionally
          Organizational Goals           psychologically-
                                         minded
         Non psychologically-
          minded


    2/9/2011                 EMPAT for AOOP
Engagement and Attachment:
The Intersection of Two Professions

    Employee Engagement
         Critical Focus of Employee Relations and
          Human Resources
    Attachment
         Integrates our biology and our biography
    Implicit overlap



    2/9/2011              EMPAT for AOOP
Attachment
    Critical Factor in all Psychiatric Work
         From the homeless schizophrenic to the
          CEO
    Three Patterns
       Seen in children and adults
       Secure and two insecure

    Powerful Biological Force

    2/9/2011              EMPAT for AOOP
2/9/2011   EMPAT for AOOP
2/9/2011   EMPAT for AOOP
Attachment and work with
individuals:
    Executives are Dismissive
         Misunderstand and dismiss their emotional and interpersonal
          world
           • “Compartmentalize” = not integrated
           • Use structural non-personal solutions for interpersonal challenges
           • Ignore the powerful impact of their interaction with employees
         Spills over into family
           • Emotionally remote/unavailable on weekends and
             evenings
           • Miss critical periods of children’s school and
             spouses’ careers

    2/9/2011                       EMPAT for AOOP
Engagement
 A commonly used concept to measure the
  workforce effectiveness
 Engagement Defined: If you are engaged
  you are
       In a role that fits your talent,
       working to full potential, and

       with a manager who cares about you



    2/9/2011           EMPAT for AOOP
Employee Engagement
    A method to measure employees’ personal
     investment in their jobs and their employer
    Typical questions include items such as:
         How likely are you to consider leaving the
          organization?
         Do you have the needed resources?
         Do you have a friend at work? (Gallup)
    Typical process


    2/9/2011                  EMPAT for AOOP
Common Engagement
Findings:
    Fully Engaged Employees
         Do their best, constantly learn, feel stretched,
          take personal satisfaction in their work
          (Decision wise)
    Disengaged employees
       Actively look for next job
       Look because of supervisor, leave because
        of money/benefits, etc.

    2/9/2011                EMPAT for AOOP
February 15, 2006




                       EMPAT


                    Effective
                    Managerial
                    Principles
                    And
                          Technique
                    s

    2/9/2011
EMPAT
    PURPOSE:
     Provide the tools and techniques for managers
     and supervisors to build and maintain strong
     working relationships with their employees. This
     will enable managers and supervisors to manifest
     Hospira’s Vision, Values, and Commitment in
     the workplace. The Course is designed to
     facilitate productive, frequent, and motivational
     dialogue between supervisors and employees,
     and among employees.
    2/9/2011              EMPAT for AOOP
EMPAT
     GOAL:
   Course is generally dedicated to equip managers and
   supervisors with specific techniques and processes in
   order to foster an open and communicative environment
   and employee engagement through a truly inclusive
   leadership approach
Specifically:
1. Improve overall production, execution, and quality
2. Maintain/increase existing employee commitment




    2/9/2011              EMPAT for AOOP
GOAL: (cont.)
4.     Retain quality people in critical positions
5.     Enable managers to feel more competent and
       confident to meet daily challenges of
       managing employees in the corporate context
6.     Help managers provide clarity to employees
       on how/where they fit within the company,
       thereby increasing loyalty and commitment


     2/9/2011            EMPAT for AOOP
WHAT’S UNIQUE ABOUT
EMPAT
Statistical research indicates clear evidence that issues of
   employee retention, engagement, turnover, customer
   satisfaction, and other critical performance factors tie directly
   to an organization’s bottom line.

More specifically, employee retention, employee engagement,
  productivity, and quality directly relate to the quality of the
  relationship the employee has with his/her immediate
  supervisor.

The most significant reason employees leave an employer is how
  they feel about their immediate manager.


  2/9/2011                      EMPAT for AOOP
WHAT’S UNIQUE ABOUT
EMPAT (CONT.)
Most managerial training to date focuses on what managers
 should do, but not on how to do it. In other words,
 leadership training has not yet gone far enough.

Evidence would suggest that other organizations have not
 yet addressed the leadership challenge at such a critical,
 fundamental level. The EMPAT Course work is directly
 related to not only what managers need to do, but more
 importantly on how to do it.

EMPAT recognizes what has traditionally been called "soft
 skills" are just as impact-full in business results and
 leadership as the laws of physics are in technical, scientific
 applications.
  2/9/2011                   EMPAT for AOOP
DESIRED RESULT:
Every employee will perceive that he/she is an
  important, valued member of the team; will be
  motivated to achieve high standards of performance
  and conduct; will experience an open,
  communicative environment in which he/she feels
  free to surface ideas, questions, issues, and/or
  concerns; and Hospira will become an employer of
  choice. From the supervisor’s perspective, they will
  overcome what many supervisors experience as the
  “caution syndrome” in order to feel once again that
  they are “driving the bus” in terms of running their
  work groups.
 2/9/2011                EMPAT for AOOP
BENEFITS TO HOSPIRA:
    High quality products
    Superior productivity
    Customers feel valued
    Low employee turnover rate
    Reduced occurrence of violence in the workplace
    Significantly low number of EEOC and HRC Charges
     and Complaints




    2/9/2011               EMPAT for AOOP
GENERAL TOPICS COVERED
    Mastering truths and techniques       The hostile employee
     of effective communication            Performance feedback meetings
    Demonstrating understanding           Conducting performance
    Basic challenges to                    counseling sessions
     communication & inclusion             Handling passive/aggressive
    Body language as communication         behavior
    Application of "tough love"           Disruptive employee behavior
     approach in workplace                 Preserving self-esteem in the
    The supervisor and reality of          workplace
     power at work                         Recognizing opportunities




    2/9/2011                    EMPAT for AOOP
Underlying Lessons/Awareness of
the “Laws of Human Nature”
There are a number of learning points combined with what
  is referred to as “laws of human nature” provided in the
  Course material. These are intended to serve as
  reminders of the power of the supervisor’s interaction
  with each person at work, the criticality of maintaining
  an awareness that how we say and do things is 90% of
  what is communicated, and provide ready reference
  points to guide supervisors through a number of
  challenging issues and interactions in any given work
  day.


 2/9/2011                EMPAT for AOOP
Example Exercises
 Listening to Develop Understanding
 Job Interview
 Passive Aggressive Employee




    2/9/2011      EMPAT for AOOP
PARTICIPANTS EVALUATION OF
THE COURSE

Statistically: approximately 230 supervisors/managers trained to date in
  15 courses across all Hospira:
 Virtually every participant said Course will be of help to them in their
  job
 All participants said Course would be of help to all
  supervisors/managers (many wrote in “at all levels”)
 All participants said the dialogues/case histories were realistic and not
  contrived
 Weighted average of participants’ ratings of trainers: 4.75 on a scale
  of 1 to 5 (5 being the highest rating) on knowledge of subject areas;
  and 4.4 out of 5 on presentation/delivery


  2/9/2011                         EMPAT for AOOP
PARTICIPANTS EVALUATION OF
THE COURSE

Sampling of participants' evaluative comments:
 "Showed examples of communication and effective ways of dealing
  with unpleasant situations"
 "I will be aware of my actions and how I am perceived to build an
  even greater level of respect. I also feel that the "showing
  understanding" skill will be very useful at work and also in my
  personal life"
 "As a new supervisor, I had no training on this type of material and I
  feel like I have matured tremendously by being exposed to 'how to
  effectively manage others, in all aspects of life and not just on the
  course work I am certified on through college', this was a tremendous
  learning experience for me"



  2/9/2011                       EMPAT for AOOP
PARTICIPANTS EVALUATIVE
COMMENTS (cont.)

   "Good examples and direction on how to address difficult situations
    (staying on subject, persistent, dodging sidetrack issues)"
   "I liked these: “caution syndrome”, comprehensive inclusion, quality
    of relationships of supervisor and employee, delivery of evaluation -
    having specifics to support feedback, deal with problems right away"
   "General empathic communication techniques (while still) maintaining
    the managerial role"
   "There can't be too much communication, so I'll do more
    communicating with my team of people"



    2/9/2011                      EMPAT for AOOP
           Sample Exercise
           A Passive Aggressive
                      Employee




2/9/2011
           Question and Answer




2/9/2011      EMPAT for AOOP
OOP

								
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