Engage Motivate Coach Develop April 1 2 5

Engage Motivate Coach Develop April 1, 2, 5, and 6, 2021

Welcome Boupha Siharath, Finance Manager Joyce Brown , Administrative Director Shoreline Fire Department jbrown@shorelinefire. com Joan Montegary Chief Administrative Officer Woodinville Fire & Rescue jmontegary@wf-r. org Shannon Moore Human Resources Manager Northshore Fire Department smoore@northshorefire. com Erik Wallgren Training Director North KC Training Consortium ewallgren@nkctc. org

Plan Why are Evaluations Important? Prepare Yourself Set the Stage Goals and Expectations Meetings and Check-Ins Difficult Conversations Q & A Handouts

Clarifying Expectations/ Accountability Why are Evaluations Important? Coaching for Improvement Strengthen Relationships Employee Engagement Supports Decisions Made/Legal Defense

Prepare e Sch e dul Prepare Yourself eti Me ng Get Started Start the draft PE Review performance log Prepare questions Prepare to Be Present

Central tendency Favoritism Grouping Guilt by association Halo effect Holding a grudge Horns effect Bias Recency Sunflower effect

Start with yourself – are you building a coaching culture? Regular check-ins Feedback and recognition Set the Stage How do your employees like to be recognized and praised? Do they prefer private or public recognition? Be consistent Are you consistent in your own habits with those you expect others to exhibit? Are you meeting consistently with your employees? Are you consistently addressing issues that come up in a timely manner?

Active Listening Be authentic Awkward silence is ok Allow employee to talk Redirect conversation Open mind; check your biases Let employee help with problem solving Don’t make assumptions Tools/training needed Don’t interrupt What do you need from me?

Performance Evaluations vs. Performance Management Performance Evaluation Goals and Expectations Performance Management – a partnership between you and your employee Goals and Expectations Performance Goals Development Goals

Setting SMART Goals Specific Measurable Goals and Expectations Achievable Relevant Timely

PERFORMANCE Goal - Memorize the Truck Know where all the supplies are on the truck. This includes tools, medical bags, equipment, hose, gear, and everything else on the master checklist. Pass a test on what is in each compartment on the truck (the test is PASS/FAIL). Take pictures of each compartment and make a copy of the master list; practice often. This is a job requirement; lack of proficiency could jeopardize life and property. Complete this task within 2 months with other basic training requirements.

DEVELOPMENT Goal (Firefighter) - Promote to Lieutenant Firefighter is interested in becoming a Lieutenant sometime in the next 3 years. Completion of 6 Officer Development courses are required to test for the position. The minimum score to pass each course is 70%. The NKCTC offers 3 Officer Development courses each quarter and offers one-on-one skills training. Classes are a not a job requirement; but are a requirement to become a Lieutenant. Complete and pass 6 classes by end of 2024.

Summary - Creating a Smart Goal 1. Use specific wording 2. Include measurable goals Goals and Expectations 3. Aim for realistically attainable goals 4. Pick relevant goals 5. Make the goals time-bound by including a timeframe and deadline information.

No Surprises! Check-Ins – Best Practices Meetings and Check-Ins Schedule quarterly check-ins after the annual PE Private, quiet meeting space Review goals Have an open mind LISTEN Update performance log

Annual PE Meeting Be welcoming Review draft PE with employee; take notes and ask questions What else? Tell me more about that? Any ideas how we might fix that issue?

Set goals for upcoming review period Consider a development goal Ensure all goals and expectations are abundantly clear Review performance in core competencies Accurate – Business oriented - Consistent Follow-up Confirm understanding Review next steps

Lead with empathy Research facts; document issues Leave emotions out of the conversation Be mindful of your body language Difficult Conversations Encourage open and transparent communication Always start out seeking “Why? ” Don’t assume you know the root cause of an issue. Be proactive Be respectful and direct Be invested in your employee’s success Every conversation will be different End on a positive note – highlight what the employee does well

Q&A Thank you! Handouts on the Training Website