How Caribbean Executives can raise their standards - HRMATT
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How Caribbean Executives can raise their standards - HRMATT
- 1. How Caribbean Executives Can Raise Their Standards Francis Wade HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 13-4, 2013
- 2. We want high accomplishments HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2
- 3. More than individual standouts HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 3
- 4. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 4
- 5. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 5
- 6. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 6
- 7. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 7
- 8. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 8 History
- 9. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 9
- 10. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 10
- 11. A Caribbean Solution HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 11
- 12. My case HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 12
- 13. With high quality confrontations… What problems could be resolved? Who would work well with whom? What new standard could be set and achieved? What stress would disappear? With a partner, pick one interpersonal situation that you want to improve. Take 2 minutes. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 13
- 14. How to Close the Gap? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
- 15. 1. Develop a hypothesis HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 15
- 16. What are the causes of the problem? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 16 Poor Sales Lack of leads Not asking / leads Not adding prospects to database Weak closing Poor closing techniques
- 17. Why behaviours? They are essential for change to occur They are often ill-defined or unknown They come after every other approach has been tried HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 17
- 18. Assumption Consistent, deliberate practice impacts performance HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 18
- 19. Behaviours that are: Observable Coachable Visible Video-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 19
- 20. For the problem you chose before… What are the underlying behaviors you want to stop or start? HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 20 With a partner, choose one behaviour to focus on. Take 3 minutes.
- 21. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 21
- 22. Case Study A client in 3 Caribbean countries (T&T, Barbados and Jamaica) Change coaching behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 22
- 23. Custom Design: Embed behaviours into 2 person interactive cases with a Protagonist and an Actor HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 23
- 24. Cases were custom-built Involved interviewed with multiple executives Looked for realistic situations Used real language / jargon Exaggerated to emphasize an acute problem HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 24
- 25. For Example Unknown to him, the employee has received another job offer (for the same pay) and is in the final stages of making a decision. This interaction will help her decide. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 25 A manager must convince a seemingly lazy employee to improve her timeliness. She has started to arrive late to every single meeting.
- 26. Protagonist The focus of the training in each role-play Tries his best to meet a pre-set goal Receives a description of the case from his perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26
- 27. Actor Follows a scripted role Attempts to give the protagonist a challenge Receives a description of the case from her perspective HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27
- 28. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 28 2. Throw people in
- 29. Quiz: Starting the session What’s the best way to start? a) Teach people the correct best practices in the behaviour before doing the video-taping b) Start video-taping right away c) Give a brief outline of the best practices d) It doesn’t matter e) A different answer not included above HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 29
- 30. The Answer: Each training session began with a short outline of the principles to be used Experience shows that what is outlined makes little/no difference The real action starts when the video tape starts rolling – everyone wakes up The principles are introduced during the debriefing HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 30
- 31. Capture the interaction HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 31
- 32. 3. Going for Immediate Improvement HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 32 Bad Performance
- 33. Debrief the video-tape slowly HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33
- 34. Twin Objectives Feedback for the protagonist Clearly-defined best-in-class behaviours HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 34
- 35. Further practice Ask the Protagonist to repeat the role-play using the advice received (no cameras required) HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 35
- 36. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 36 Why did that work?Why did I fail? Why didn’t my experience match the result?
- 37. Behaviour Traps: Trinidadians Friendly and so indirect that the actor would have no clue the shoe was about to drop HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 37
- 38. Behaviour Traps: Barbadians A Bajan boss spoke for the entire 7 minutes, then defended the need to do so – publicly deferential to a fault HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 38
- 39. Behaviour Traps: Jamaicans Either indirect and vague, or in school-teacher lecturing mode. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39
- 40. No one-size-fits-all; each individual needs enough practice to get better HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 40 Culture Change!
- 41. Summary High standards require new skills All organizational improvements require collaboration and feedback The best feedback is often the hardest to give Steady, deliberate practice is the only tactic that works HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 41
- 42. Receive My Special Report HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 42 Minnie Mouse minnie@disney.com John Smith-Ramlogan john@tstt.net Add your contact information to my list
Notas del editor
- Title: ……How Trinidadian Executives Can Raise Their Standards Date and Time: …………To be decided/assigned……………………………………... Abstract: (200 words) “No man, it’s alright. No problem.” The Caribbean is famous for its laid-back attitude, so perfect for getting away from the stresses of the world's capitals. However, it’s not so much fun when you live here and have to experience this attitude first-hand at the Driver's Licensing Office. Why does this and other awful experiences persist? Our research at Framework Consulting tells us that it’s a historical backlash. Slavery and indentureship brought harsh consequences for the smallest infractions, and as its descendants we have responded: our workplaces are remarkably free of consequences, feedback and real accountability. Reversing the tide of history will take more than just talk however. A few years ago we embarked on a project to train over 80 of the top executives of a regional conglomerate in three countries - primarily in Trinidad but also in Barbados and Jamaica. Quite separately, we also conducted the same transformation program in these three countries in different companies. We learned that our region's professionals are loathe to give feedback, but also that it's easy to correct the problem with the right intervention using customized cases and video-taped feedback. Come and learn the nuances of changing a core behaviour that plagues Trinidadian companies.
- Strong Start
- We have a history of cultural confrontations gone bad
- Historically – British confrontation
- You know - Only way to high standards as a group is fast, effective confrontationDilemma – how do you resolve our need for harmony with our desire for results?
- Point A
- Dilemma – how do you resolve our need for harmony with our desire for results?Point B
- I had to fire two partners. It took an hour of tense coaching to have a decent 5 minute conversation. McKinsey
- With little preparation, ask them to play roles in the cases
- With little preparation, ask them to play roles in the cases
- Take feedback using a standard model from all observers
- Shows the immediate value of a suggestion- some suggestions won’t work- others can participateTe protagonist can be surprised by what works and how it feels
- As new generations enter the workplace, more practice is needed
- Lights! Camera! Action!