Managing Performance Through Accountability Conversations Lenny Pollack Ph

Managing Performance Through Accountability Conversations Lenny Pollack, Ph. D. Lenny Pollack is Professor of Practice in Penn State’s Department of Labor Studies and Employment Relations. Dr. Pollack develops and teaches online and residential courses in leadership, human resources, and leadership communications. Throughout his career, Lenny has been committed to improving the performance of individuals and organizations. He is a certified executive coach and has expertise in areas of leadership, performance management, survey design and administration, organizational development, group facilitation, change management, and strategic planning. Before joining Penn State’s College of the Liberal Arts, Dr. Pollack served as the Director of the University’s Human Resource Development Center and Strategic Services and led workshops in leadership, management, planning, communications, and leading change. Lenny has also served as adjunct faculty in the University’s College of Education. Dr. Pollack has developed and delivered educational products for a variety of professionals representing several industries. Instructional programs and performance assessment tools authored by Dr. Pollack have been delivered via classroom instruction, print materials, conferences, self-study, clinical instruction in the workplace, audiotape, and instructional video. Lenny has a Ph. D. in Learning and Performance Systems and an M. Ed. in Counselor Education from The Pennsylvania State University, and a B. A. in Psychology from Indiana University of Pennsylvania. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

• HRTMS is a Talent Management software company, based in North Carolina that includes: – : an on-line job description management tool that allows you to maintain accurate & up-to-date job descriptions – : an automated system to accurately evaluate employee performance in your unique environment – : web-based compensation solution that uses your Excel workbooks Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Managing Performance Through Accountability Conversations Lenny Pollack, Ph. D Executive Coach Professor of Practice, Penn State June 28, 2012

Today’s Agenda: Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Scope of Performance Management • • Organizational goals Job responsibilities Competencies Standards Feedback and notes Annual review Development goals Consequences: Pay-for-performance / employment status Lenny Pollack, Ph. D Leadership Development & Executive Coaching

The Role of Performance Standards in Performance Reviews • Assess progress toward standards of excellence. • Reinforce positive aspects of performance that exceed standards. • Encourage continued development in areas that fall short of established standards. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Overview of Performance Standards • Derived from organizational goals • Specific expectations for individual employee responsibilities • Tool for shaping successful employee performance • Criteria for evaluating individual and group performance Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Example of Links between Goals, Responsibilities, and Standards Company goal Improve customer service Receptionist responsibility Greet visitors Performance standard Greet all visitors with a friendly smile, offer them a beverage, and inform them how long he or she is likely to wait before being seen by a representative. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Using Standards to Foster Accountability • Inform followers up front of the standards that will be used to assess performance • Establish benchmarks for desired performance • Increase followers' accountability for meeting standards and achieving outcomes • Put followers in position to monitor their progress • Basis for employee development: Training, coaching, and developmental feedback • Criteria for future performance reviews: Did performance meet expectations? All quarterly reports will be up-to-date, submitted by the specified deadline, accurate, and error-free. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Examples of Performance Standards • Each rest room will be spotless and fully-stocked with supplies after cleaning. • Each client will be greeted politely, offered a hot or cold beverage, and told approximately how long they are likely to wait before being seen by a representative. • The new project filing system will be fully-implemented by July 1; and files will be searchable by date, client name, and project title with online help available to all users so that all staff are able to use the system without the need for training. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

More Examples of Performance Standards • All project team meetings will begin with a review of the meeting’s goal and major discussion topics, adjourn the meeting within 5 minutes of the scheduled time, and conclude with a review of action items that describe individual tasks with due target dates. • Monthly payroll action forms will be error-free and submitted for the manager’s approval at least two work days before each payroll deadline. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Three-Step Process for Using Standards to Manage Performance 1. Plan and prepare in advance to communicate your expectations. 2. Delegate 3. Follow-up Delegate the task by communicating your specific expectations. Follow-up by providing feedback to shape successful performance. Use performance standards that reinforce expectations when you plan to assign tasks, when you delegate, and when you follow-up with feedback.

Step 1: Plan and Prepare in Advance • • Right person to do the job Room on their plate? Realistic timeline Resources, guidance, and support Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Step 2: Delegate the Task • Describe the expected outcome. – Use SMART goals. – Define performance standards. – Specify a completion date. • Inspire success. – Link the task to the employee’s unique motivators. – Summarize benefits. – Express your confidence. • Request commitment. • Emphasize consequences. Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Step 3: Follow-up with Feedback • • • Monitor and measure progress. Give frequent feedback. Coach for success. Celebrate accomplishments. Address shortfalls. Partially adapted from Coleman and Corbett (2006) Sherpa Coaching; and Evans (2008) Winning with Accountability. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Possible Goals for Performance Feedback • • To inform followers of their effectiveness To encourage improvement To reinforce positive behaviors To reward progressive improvement To correct negative behaviors To minimize future surprises To increase employee engagement Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Characteristics of Constructive Feedback • • • Helpful Behavioral Descriptive Specific Immediate Continuous Direct Discussed Constructive Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Skill Points for Giving Positive Feedback • • • Describe the behavior. Review the relevant performance standard. Explain the upside of the positive behavior. Discuss the employee’s perspective. Express confidence in the employee. Thank the employee for their good work. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Skill Points for Giving Corrective Feedback • • • Select an appropriate time and place. Stare interest in the employee’s success. Review the relevant performance standard. Identify the behavior to be improved. Explain the downside of the negative behavior. Describe what acceptable performance looks like. Discuss the employee’s perspective. Agree on corrective actions. Ask how you can help. Express confidence in the employee. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Managing Performance through Accountability Conversations • Exploring the Scope of Performance Management • Establishing Accountability through Performance Standards • Sustaining Accountability through Feedback • Ensuring Accountability by Addressing Shortfalls in Performance Lenny Pollack, Ph. D Leadership Development & Executive Coaching

The Accountability Conversation: ERROR • • • Expectation State the Expectation Results Summarize the Result Recover Describe how to Recover Own it & Offer an apology Recurrence Explain how to prevent a Recurrence Lenny Pollack, Ph. D Leadership Development & Executive Coaching

The Other-Directed Accountability Conversation Expectation Results Recover Own Recurrence What was your understanding of the commitment you had made? What do you see as the negative consequences of not getting this done? What will you to minimize the negative impact and make it right? What do you see as your responsibility in this? What will you do to make sure this doesn’t happen again? Lenny Pollack, Ph. D Leadership Development & Executive Coaching

The Self-Initiated Accountability Conversation Expectation I know that I had made a commitment to… Results I realize my failure to deliver has the following negative consequences… Here’s what I will do to minimize the negative impact and make it right… I’m sorry that I dropped the ball and let you down… Here’s what I will do to make sure that it doesn’t happen again… Recover Own Recurrence Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Building the Foundation for Employee Accountability When you make commitments to others, model personal accountability and set an example for direct reports by using the process below. • State the expected outcome, deadline, and standards. • Own it. • Invite others to check-in. • Give advance notice of shortfalls. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Key Points for Managing Performance through Accountability Conversations • Link standards to goals to increase engagement. • Use standards as a developmental tool. • Utilize standards as review criteria in performance appraisals. • Follow the three-step process for using standards to manage performance: Plan, delegate, follow-up. • Follow proven guidelines for giving constructive positive and corrective feedback. • Remember “ERROR” when addressing shortfalls in performance. Lenny Pollack, Ph. D Leadership Development & Executive Coaching

Questions Managing Performance Through Accountability Conversations Lenny Pollack lep 2@psu. edu Bill Rost brost@hrtms. com 919. 351. JOBS (5627) Lenny Pollack, Ph. D Leadership Development & Executive Coaching