Eric Kaufmann draws on over 4000 hours of facilitating senior executives and teams in established companies to become better leaders who make better decisions and achieve better results. He shared his Managing4Results(c) Model during our August 2010 Learning Event. In it, he delineated how to manage team members at different performance states, and with differing abilities, needs, and levels of autonomy. In particular, the Model provides a convenient and consistent guide for managers to determine when and how to train, coach, and discipline; and how to choose suitable leadership behaviors for each process. This is the slide deck of Eric's presentation.

1. Managing4Results From Development To Discipline Eric Kaufmann www.Insights4Results.com

2. Sample Clients

4. © 2009 Insights4Results, LLC ~ Martin & Schmidt, HBR May 2010 High potential employees admits to not putting all his effort into his job 1 in 3 Believes he will be working for another employer in a year 1 in 4 Believes her personal aspirations are quite different from what the organization has planned for her 1 in 5

5. Engagement Index 19% 54% 27% Engaged: employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward Not-engaged: employees are essentially checked out. They’re sleepwalking through their workday, putting time – but not energy – into their work. Actively disengaged: employees aren’t just unhappy at work, they’re busy action out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish

10. ID Current Coaching Candidates Name: Coaching Issue: Coaching Approach:

11. What are you doing currently to address effective managerial behavior?

12. “ Leadership of the immediate supervisor is more important than any other organizational variable.” Wallace and Trinka (2009)

14. BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT P E R F O R M A N C E Disciplinary Process Coaching Process Training Process ABILITY AUTONOMY Performance Development Improvement

17. Plot Candidates BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT

18. BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT P E R F O R M A N C E Disciplinary Process Coaching Process Training Process ABILITY AUTONOMY