Drive , Daniel Pink Motivation comes from three sources: 1. Purpose - - PDF document

Management and Supervision Fall 2014 1 Employee Development and Performance Coaching Management & Supervision

Stephen Orton PhD Senior Investigator, NCIPH October 2014

Agenda for today

• Theory: Teams, Coaching, Performance
• Exercise: feedback
• Role‐play: practice
• Role‐play: your real example
• Homework: Coach your people at home!

Drive, Daniel Pink

Motivation comes from three sources:

• 1. Purpose
• 2. Agency (control)
• 3. Learning

http://www.ted.com/talks/dan_pink_on_motivation.html http://www.youtube.com/watch?v=u6XAPnuFjJc

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Jim Collins, Good To Great

• Humility
• “Hedgehog Concept”
• Right people on the bus
• Know what

turns the flywheel

• utcomes

drivers

Workforce Deliverables

Workforce structure

Dan Cable, Change to Strange

2‐3 things we’re aiming for;

how we measure success

• utcomes

drivers

Workforce Deliverables

Workforce structure 2‐3 strategies that drive our success;

valuable, rare and hard to duplicate

Unique, strange things

• ur employees do

that customers notice

Things the organization does to attract and develop strange employees

Value Chain

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Measuring

How would you know you were doing a good job

• f developing people?

Measuring When Teams Work Best

From a huge database of responses to a team survey

• Team Members
• Team Relationships
• Problem‐Solving
• Leadership and

Org Environment

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Individual Team Members

Working knowledge

• Experience
• Problem‐solving ability

Teamwork

• Openness
• Supportiveness
• Action orientation
• Positive personal style

Relationships

• Ability to give and

receive feedback

• Team focus
• Team climate

Problem‐solving

Working knowledge

• Experience
• Problem‐solving ability

Teamwork

• Openness
• Supportiveness
• Action orientation
• Positive personal style

Individuals When Teams Work Best

GOAL

ENERGY

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Energy

GOAL

ENERGY

Improv exercise Discussion Break

• What is it like to be on this team?
• Identify coaching / feedback you received

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When Improvisation Works

• Say Yes to offers: listen and respond
• Help each other
• Jump in
• Have fun

Your Leverage

• Set goals, create “focus”
• Create a positive climate
• Set norms for team behavior
• Coach individuals

Coaching Template

SBI Situation – Behavior – Impact (listen)

Situation: when and where, specific Behavior: what, descriptive Impact: “I felt, I thought, I did the following:…” Listen: Feedback is a two‐way street. What is the other person’s perspective?

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SBI handout

Stop and Listen

Give Some Thanks

• Situation: where and when
• Behavior: what the person *did*
• Impact: how you experienced their behavior:

exactly how it helped you

• Stop and listen

After‐Action Review

• How did it feel to deliver that feedback?
• How did it feel to receive that feedback?

Write down 2 or 3 opportunities to use this skill NEXT WEEK

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Case

• Read the case
• Plan an SBI: write notes on the case sheet

Role‐Play

Raise your hand when you want to jump in

What are we learning?

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Situation: where and when Behavior: what the person *did* Impact: what happened to you as a result, the specific negative impact on you

Design a Real‐Life SBI

• Real situation, real person
• Write SBI notes… share situation in groups
• Act it out

Role‐Play Groups

• 1. Coach briefly describes roles
• 2. Coach picks actor for “other” role
• 3. Act it out

Debrief: What happened? What worked? What didn’t work? How did it feel?

• REPEAT CYCLE for all group members

Drive, Daniel Pink

How might coaching motivate your people?

• 1. Purpose
• 2. Control
• 3. Learning

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NEXT TIME

• Report out on your SBI results!
• Get more coaching!
• Do more experiential learning about change

Stephen Orton

North Carolina Institute for Public Health Gillings School of Global Public Health sorton@unc.edu (919) 966‐8125