2012 ASTD MS Annual State-wide Symposium Breakout Session 1 by Wanda J. Freeland, S.M.A.R.T. Performance Solutions. June 14, 2012. The University of Southern Mississippi Gulf Park Campus.

1. S.M.A.R.T. Performance Solutions
Presents
Influencing Others:
“Creating
To do what they
Partnerships in
the Workplace” are supposed to do!
Excerpts from Center for Management and Organization Effectiveness
(CMOE) Coaching Skills Workshops www.cmoe.com

2. True or False?
Most people at work
do most of what they are
supposed to do
most of the time?
*Why Employees Don’t Do What They’re Supposed to Do
and What to Do About It by Ferdinand F. Fournies.

3. True
Most people at work do most of what they
are supposed to do most of the time.
5% 90% 5%

4. ACTIVITY
Why do you think people don’t do what
they are supposed to do?

5. Why people don’t do what
they are supposed to do.
1. Don’t know what to do.
2. Don’t have skill to do.
3. Never told NOT doing it.
4. Not recognized/rewarded
6..I can’t do it.
for doing it.
7. I WON’T
5. Don’t have time/resources
do it.
to do it.
5% 5%
Low 90% High
Performers Average Performers Performers
HO2

6. Greatest ROI
5% 5%
Low 90% High
Performers Average Performers Performers

7. Measured across
2,000 business units
24 companies
100,000 workers
10 yrs Research
1M Data Points
100 Questions on pay, benefits, senior
management, organization structure - did not
make the list? Why?
- Equally important to all Employees, but not
most important to higher performing Employees.
(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)

8. What is most important to
“better performing” workers?
(Excerpts from “First Break All The Rules” by Buckingham and Coffman, p. 32)

9. 12Q
At the Summit (A feeling like no other!)
Sense of achievement, clear focus, being the best you can be everyday!
Camp 3 (How can we all grow?) = Want to make things better; source of innovation
12. Over the last year, I had opportunities to learn and grow.
11. In the last six months, I spoke with someone about my progress.
Camp 2 (Do I belong here?) = Do my values match company’s and co-workers
10. I have a (best) friend at work.
9. My co-workers are committed to doing quality work.
8. The mission or purpose of my company makes me feel like my work is important.
7. At work, my opinions seem to count.
Camp 1 (What do I give?) = Individual perceptions of contribution/Other’s perceptions of
contribution
6. At work, there is someone who encourages my development.
5. My supervisor (or another) seems to care about me as a person.
4. In the last seven days, I received recognition or praise for good work.
3. At work I have the opportunity to do what I do best every day.
Base Camp (What do I get?) = Basic Needs
2. I have the materials and equipment I need to do my work.
1. I know what is expected of me at work. HO3
*Adapted from Gallup Organization’s First Break All the Rules by Marcus Buckingham and Curt Coffman.

10. Strongest influence on the twelve responses was the:
Immediate Supervisor
8-10 Questions relate to mgmt.
(Not pay, benefits, perks, or
a charismatic corporate leader)
Conclusion:
“People leave Managers,
not Companies.”

11. Is there a link between how
workers feel
and business unit
performance?
YES!
5% 45% 45% 5%

12. Leadership Competencies
Vision and Motivation
Leadership/Teambuilding
Values
Culture
Coaching/Effective
Communication
HO4

13. Effective Communication:
Coaching to build Partnerships
An interactive communication process
between members of the organization (leaders
to team members, Peers to Peers, team
members to leaders) aimed at exerting a
positive influence.
Coaching enhances the motivation,
performance, awareness, and development of
another person. Coaching is an ongoing
process for building a PARTNERSHIP for
continuous improvement. CMOE©
HO5

14. 21st Century Workforce
Veterans Boomers Gen-X Gen Y/Nexters Gen Z?
1922 - 45 1946 - 64 1965 - 80 1980 - 2000 2001 -
Personal Workplace
Characteristics Characteristics
Core Values Work is…
Family Leadership Style
Education Communication Style
Media/Com
Feedback/Rewards
Dealing w/Money
Messages that Motivate
Work ethic/Values
Work and Family Life
HO6

15. Building Trust*
Linking
Reviewing
Confronting Mentoring
Choosing
5% 90% 5% HO7
*CMOE©

16. Effective Communication
Termination Success
Coaching for Performance
Coaching for Coaching for
Counseling Development
Purpose of Coaching using Effective
Communication
Deal w/behaviors, performance &
opportunities across
a broad spectrum of performers
5% 5%
Low
90% High
Performers Average Performers Performers

17. Elements of
Effective
Communication
and Coaching
OPPORTUNITY
CMOE©

18. Supportive Behaviors Types of Support
- Felt
- Expressed
10 Caring - Tangible
P Behaviors
A
R Collaborate (Flexibility)
T Help (Assistance)
N Empathy (Understanding)
E Recognize Value
Listen (45%)/Talk (55%)
R
Recognize Interests/Goals
S Positive feedback (Credit)
H Encourage (Optimism)
I Positive Interaction
P Own-up (Your Contribution)
CMOE©

19. Effective Communication
in Action
CMOE©

20. Case Observation Sheet
Case ___________________ Coach _________________
Steps Order/Frequency
1: Be Supportive  
2: Define the Topic and Needs 
3: Establish Impact 
4: Initiate a Plan 
5: Get a Commitment
6: Confront Excuses/Resistance 
7: Clarify Consequences, Don’t Punish
8: Don’t Give Up
NOTES:
HO8

21. Coaching Continuum Worksheet
Termination Success
Counseling Performance
Development
Termination
Behavior
Performance
5% 45% 45% 5%
LOW AVERAGE HIGH
HO9

22. Federal Law
U.S. Constitution (14th Amendment)
“Job as Property Doctrine”
 Employee entitled to Due Process
 Right to be informed of unsatisfactory
performance
 Have chance to defend self and improve
BEFORE adverse employment action
(such as discharge/termination)
*101 Sample Write ups. Paul Falcone

23. Elements of Due Process
Employee Employer
 Must understand  Be consistent in
expectations & actions; follow through
consequences w/consequences
 Given opportunity  Be appropriate to
to respond offense
 Allowed reasonable
 Have right to change
policies at any time
time to improve
 Ensure “Final Incident”
has sufficient
documentation
*101 Sample Write ups. Paul Falcone HO10

24. The Secret to Success
If you want one year of Prosperity,
grow Grain.
If you want ten years of Prosperity,
grow Trees.
If you want one hundred years of Prosperity,
grow People.
- Chinese Proverb

25. It is not the strongest of
the species that survive,
nor the most
intelligent, but the one
most responsive to
change.
- Charles Darwin

26. Thank you.
Please complete Surveys
Wanda Freeland, SPHR 228.355.0156
Wanda@smartperfsolutions.com
www.smartperfsolutions.com