Managerial Best Practices Susan Harnden LCSW Health Point

Managerial Best Practices Susan Harnden, LCSW Health. Point Employee Assistance Program

Agenda § Leadership Competencies § Crucial Conversations § Filters § Defensiveness § Emotion in the Workplace § Approaching Difficult Conversations

Building Blocks Hire Appraise Set Expectations Manage Conflict Talent Management Leave Corrective Motivate

Primal Leadership § § Self Awareness Self Management Social Awareness Relationship Management Primal Leadership, Goleman, Boyatzis, Mc. Kee

Self Awareness

Self Management Act instead of Reacting Primal Leadership, Goleman, Boyatzis, Mc. Kee

Social Awareness Read Nonverbal Communication Primal Leadership, Goleman, Boyatzis, Mc. Kee

Social Awareness Empathy Put Yourself In Their Shoes

Influence Relationship Management Guide and Motivate with a Compelling Vision Develop Employees through Feedback and Guidance Initiate Lead Resolve Disagreements Cultivate and Maintain a Web of Relationships Build a Team and Cooperation Primal Leadership, Goleman, Boyatzis, Mc. Kee

Crucial Conversations § Opinions vary § Stakes are high § Emotions run strong § How do most people handle “Crucial Conversations”? § Avoidance § Handle but add to the problem § Handle well – how do we define handling them well? Crucial Conversations by Patterson, Grenny, Mc Millan and Sitzler

Opinions Vary Filters § Previous Workplaces § Culture and Family § Age, Gender, Ethnicity § Traditions § Information § Time Constraints § Thoughts and Feelings

Stakes are High Making the Conversation Safe § The goal of defensiveness is self protection • What could be perceived as threatening?

Brain Functioning § Two parts of the brain § Amygdala § Fight or Flight § Survival § Pre-frontal Cortex § § § Cognition Tells us things Sorts input May focus on information that triggers fight or flight May provide thoughts that are soothing David Rock, 2007 www. workplacecoaching. com

Emotions Run Strong § When are emotions likely to occur in the workplace? § When is emotion appropriate in the workplace? § What indicates to you that a conversation has become emotional?

Focus Your Attention § What are you noticing? § What are you telling yourself? § What other information do you need? § Describe what you see in terms of behavior. § “Am I avoiding my role in the situation? ” David Rock, 2007 www. workplacecoaching. com

Employees With a Conflict Ask “what would you like to have happen? ” Is it realistic? If not is there a more realistic or partial outcome? What can they do? What would they like you to do? Set a time for follow up

Be My Coach § Pair up § Pick a scenario – You will be the employee in the scenario you pick § Supervisor will respond § Stay in role for 5 minutes then switch § Discussion § What is challenging about this type of scenario? § What is the difference in perspective? § What are the stakes? § What are the emotions?

Peer To Supervisor § Mistakes New Mangers Make § § Sharing Privileged Information Failing to Set and Follow Through with Expectations Under-communicating Making Changes Too Quickly § Tips for Transition § § Have Explicit Conversations Discuss Your Role and Theirs Discuss Expectations – Yours and Theirs Spend Time Listening and Clarifying

Staying On Track Plan ahead Clarify your definition of success § Is it realistic? § What do you have control over? § What draws you off track? § Wanting to win? § Seeking revenge? § Hoping to remain safe? Crucial Conversations by Patterson, Grenny, Mc Millan and Sitzler

Susan Harnden, LCSW EAP Coordinator 471 -3366 susan. harnden@ausitn. utexas. edu