Themes:

-Select the vital few priorities on which to focus energy
-Quality improvement of operations
-Investing time effectively
-Coaching team members for high performance
-Creating effective performance reviews

Issues:

-Time invested ineffectively on low priority actions
-High performance team members ignored
-Operational standards not managed to
-Managers reluctant to conduct coaching conversations

Concepts:

Conversation
Quality improvement
Coaching
Effective vs. efficient
Performance reviews
Operational standards
Problem solving
Decision making
Setting priorities

Skills:

1. Select high priority work, problems, opportunities, people
2. Solve problems and make decision base on high priorities
3. Coach team members on how to use these concepts
4. Create coaching conversations
5. Manage to operational standards
6. Conduct the performance management process effectively

Materials

Time

Process

 
Flipchart:

Markers

Masking tape

Segment time:
15 minutes

Running time:
15 minutes

Introduction

Introduce the outcomes expected from self-study learning assignments seven and eight. Have outcomes pre-written on flipchart. Tape outcomes on wall for rest of session after they are introduced.

Discuss objectives for today's session. Ask for managers objectives for today's session. Have objectives pre-written on flipchart. Capture manager objectives on flipchart as well and post both on wall for the rest of the session.

Flipchart

Markers

Masking tape

Segment time:
1 hour

Running time:
1 hour 15 minutes

Note to trainer: Review the taba questioning strategy if needed before proceeding.

Purpose of this exercise is to have managers explore their experiences from the assignment doing a Pareto analysis in module 7.

• This is a whole group exercise so have the room set up in a horseshoe. This is an open exercise with everyone able to participate. You may use a talking stick if you want to force more participation.
• You will ask the following questions in order which will help generate progressively higher levels of critical thinking as you go along.
  • What happened in the process? What did you experience?
  • How did it make you feel when you experienced this?
  • Why do you think that you got this result? What result would you have preferred?
  • What conclusions can you make about this experience?
  • What could we do or should we do to move the process forward? How could we change the process to get better results?
  • Was the process successful? Which approach did you feel was most important?

Flipchart

Markers

Masking tape

Pareto model for each group for reference

Segment time:
1 hour

Running time:
2 hour 15 minutes

Note to trainer: Review the simulation strategy if needed before proceeding.

Purpose of this exercise is to have managers simulate the experience of doing a Pareto analysis to help solidify the learning around this management tool. Part of the group will be the ones who have the data and the ones who will weight the data. The others will be the managers who will interview etc. Both teams will then work together to assemble the results and create the Pareto analysis.

• Have the group separate into two groups, 50% in one group and 50% in the other.
  • Half will be a group of managers seeking to prioritize the causes of a problem using the Pareto exercise and the other group will be the group with information to help them quantify the weight of each cause.
  • Next have each of the groups split in half. 
  • Have one group be group "A" and the other group "B". You will give each group a separate problem to solve. The managers may use a variety of techniques to discover the priority of the causes of the problem through the smaller group they are pared with. They may poll, they may interview, they may use PostIt's, they may have a focus group. It is up the group as a whole to determine which technique they want to use and which may be more appropriate for their problem.

Print out each scenario and hand out to the two groups. Each scenario will have attached an example of a Pareto chart. Scenario one is for group "A" and is an issue of turnover for new employees. Scenario two is for group "B" and is an issue of value lost in delivering a guest experience.

Segment time:
15 minutes

Running time:
2 hours 30 minutes

During the break, assess where you are in respect to the schedule. 

• If the group is interactive and responsive and the session is running over, complete the exercise and then break.
• Negotiate a shorter break if possible. 
• If  the group is reserved and you end early, take the break when finished and then continue with the next exercise after the break. 

Flipchart

Markers

Masking tape

Segment time:
1 hour 15 minutes

Running time:
3 hours 45 minutes

Note to trainer: Review the three step interview strategy if needed before proceeding.

Note to trainer: Review the role play strategy if needed before proceeding.

This process is designed to help managers practice reviewing with another team member the process of coaching someone on performance standards. In this context we are going to use a derivation of the three step interview as a framework for the role play.

• Break up into groups of three.
• Within those groups, pair off  two mangers and assign one manager to be an observer/reporter. The two managers will role play each role and the observer/reporter will then report to the whole group their observations and insights.
• Then invest 15 minutes role playing the process of coaching the other manager on performance standards then switch and do again for another 15 minutes. 
  • We recommend that each person be allowed to fill out her/his own rankings on the performance standards form and then the other manager role play's the role as coach. Ask the questions below.

One any specific standard, ask the question:

• Why did you rate yourself this way on this standard?
• Here is what I see and why. Do you see any of the differences that I see?
• If we agree that there is a gap in perception, how do we close the gap?
  • Is it a communication issue?
  • Do I not see what you are doing?
  • Do I make my expectations clear?
• You may add any other questions or change these questions. The idea is to get comfortable asking questions and creating conversations.

Bring the whole group back together after the role plays.

• Have the third manager, the observer/reporter, provide a verbal report to the whole group on what he/she observed and any insights that they gained. Be open for questions for each reporter. Other managers from the teams may participate. No more than 5 minutes per presentation.
• Capture key insights and learning on a flip chart to provide back to the mangers on the discussion board.

Flipchart

Markers

Masking tape

Segment time:
15 minutes

Running time:
4 hours

• Review objectives and outcomes and see if they were fulfilled. 
• Talk about assignments for next two weeks and go over expectations. 
• Direct to notices for updates, assignments, discussion for online conversation, and feedback.
• Next week we have a celebration at the end of the session. Plan on 5 hours rather than 4 hours with. We will drinks, cake, sharing, and awards.
• Questions?