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S killful




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Presentations text content in S killful

Slide1

Skillful Leader …Classified

Introduction to the Skillful Leader

Tony Signoret

Director,

Certificated

Human Resources

Palm Springs Unified School District

Friday April 5

th

,

2013

Slide2

Skillful Leader …Classified

Confronting Mediocre Performance

If the

employee

is performing poorly, I can better deal with that than I can deal with

an employee who

is just doing their job.”

(modified - Confronting Mediocre Teaching - pg.7

)

Slide3

Skillful Focus

Introduce Skillful Concepts

Identify Mediocre Employees

Complete Skillful Reflection

Complete Skillful Roadmap

Workshop Modules - Collaborative Skillful Analysis and Support (Professional Learning Community)

Slide4

Skillful Terms

Leniency Effect & Halo Error

Tentative and/or Mixed Messages

Evaluator Impressions

Evidenced Based Narratives

“More information, means more credibility” (p. 72)

Slide5

Skillful Leader Concepts

Mediocre Employee

Debilitating Beliefs

Unpromising Practices

Confront Institutional Mediocrity

Slide6

Identify the Mediocre Employee

Excellent employees & Incompetent employees share one quality - They are easy to identify

Rate Employees -

Handout 1

(Part One)

Slide7

Identify the Mediocre Employee

They have satisfactory attendance and are pleasant to othersBut they are very unorganized and miss deadlinesThey assist with school or department activities outside of their job duties (Sports, Parent Activities, Staff Events, etc.)But they spend too much time socializing during work hoursThey possess necessary job knowledge to complete tasksBut they are not accountable, and will blame others when they cannot meet a deadline

Common Characteristics

Slide8

Identify the Mediocre Employee

They appear to care for studentsBut they show favoritism to certain studentsThey possess excellent technical skillsBut they can be rude to othersThey demonstrate initiative while completing tasksBut they do not practice the proper rules of safety

Common Characteristics

Slide9

Identify the Mediocre Employee

Mediocre Performance (defined)

:

Of moderate or low quality, value, ability or performance. The inability to provide reliable, high quality work on a consistent basis.

Skillful Profiles

Get in groups of 4 – 5

Read the Skillful Profiles

Discuss the characteristics of the Mediocre Employee

Rate Employees -

Handout 1

(Part Two)

Slide10

Identify the Mediocre Employee

Individual

Employee

Performance

Problems

Supervisory Shortcomings

Institutional Deficiencies

Do not point fingers:

All

of us must own the problem of Mediocre

Employees

Slide11

Skillful Leader …Classified

A skillful leader is good at pointing fingers.

When things aren’t going well,

he/she will point their finger at himself/herself first.

When things are going well,

he/she will first point their finger to others.

Slide12

Debilitating Beliefs

“What can you expect? She’s been like that for 20 years.”“He’s just a couple of years away from retirement, we’ll just ride it out.”“They all like her, there’s no way the union and staff will back me if I make her change now.”

Debilitating Belief #

1 -

Diminished Expectations

Slide13

Debilitating Beliefs

“Remember we’re just a support department and our jobs don’t pay much. We can’t attract high quality employees...”“If I could just clone ‘Mrs. Jones’! She’s one of a kind, you can’t expect everyone to be at her level.”

Debilitating Belief #

2 -

Diminished Aspirations for Achievement and

Opportunity

Slide14

Debilitating Beliefs

Deciding there is only one way to solve a problem - and that one way is too difficult to do“I wish I could fire them all, but I can’t”Firing is an inappropriate and unrealistic first response to dealing with mediocre performance:

Debilitating Belief #3 - Inappropriate Problem Definition and Goal Setting

Instead think: “What are the different ways in which we can make it clear that every

employee must perform.”

Slide15

Debilitating Beliefs

Supervisor’s fear of fracturing relationships and endangering collegiality - leads to ‘backing off’ or ‘looking the other way’Fear of staff being ‘devastated’ or ‘destroyed’ if presented with information indicating areas of need for improvementAfraid of the potential loss of long-time social and professional friendships because recipients will be angryFear that staff members will respond with anger, thus disrupting the positive climate of the department or school

Debilitating Belief #

4 -

Negative Assumptions

A

bout Costs and Benefits

Slide16

Debilitating Beliefs Help Promote Mediocrity

Think of a Debilitating Belief that has affected you. Share your experience.

Diminished Expectations

Diminished Aspirations for Achievement and Opportunity

Inappropriate Problem Definition and Goal Setting

Negative assumptions about Costs and Benefits

Slide17

Unpromising Practices

Unpromising Practice 1

:

Transferring Problems

Tailoring Job Duties - hand picking duties based upon the employee’s weaknesses or another employee’s strengths

Transferring Staff - moving the ‘weak links’ to different desk, area or department

Slide18

Unpromising Practices

Unpromising Practice 1

: Results?

Short-term solutions carry Long-term

consequences

Tailoring job duties places the burden on the remaining staff

Transferring staff temporarily minimizes damage, yet mediocre performance continues

Slide19

Unpromising Practices

Unpromising Practice 2

:

Basing Evaluations on Limited Data

Evaluating based on 1 or 2

events or observations

all

year

Using general/interchangeable feedback terms from one evaluation to the other:

“Mrs. Smith creates a comfortable working environment.”

“Mr. Jones enhances the library experience.”

“Mrs. Gomez is a real veteran security officer.”

Slide20

Unpromising Practices

Unpromising Practice 2

: Results?

- Promotes

Mediocrity due to vague, tentative and ‘insecure’

writing

Avoid

Evaluator Impressions -

‘Nutshell Summaries’ based on limited to nonexistent

data or facts; hearsay or assumptions

Utilize

Evidence-Based Narratives

- Provide clear narratives of the observation supported by evidence; follow with examples or models of the kind of practices you’d like to see.

More information means more competence & credibility

Slide21

Unpromising Practices

Unpromising Practice 3

:

Assigning Inappropriate Weight to Unrelated Duties

Socially Active

:

Friendly

; Collaborative; Brings doughnuts; Distributes Birthday

Cards; Coaching; etc.

Accessible: Always available to provide help with tasks that are unrelated to the position.

Slide22

Unpromising Practices

Unpromising Practice 4

:

Allowing written evaluations that contain Mixed Messages and/or Inflated Performance Ratings

“The Officer’s warm rapport and quickness to respond makes for a safe environment. While students love the attention, it would seem that they are reluctant to assist when they are called upon as witnesses to skirmishes. You might want to try to a different approach. This will add to the delightful way in which you motivate youngsters.”

Slide23

Unpromising Practices

Unpromising Practice 4

: Results?

Mediocrity

is protected by poor,

tentative writing and mixed messages

!

Inflated performance ratings communicate that everyone is “excellent

Be directive and establish clear benchmarks for improvement

Slide24

Confronting Mediocrity

ConvictionInstitutional belief that EVERY employee must be held accountable for their performanceAdopt the norm of excellenceTaking steps to improve employee performance will make a difference

Eliminate Debilitating Beliefs & Unpromising Practices with:

The Three C’s

Slide25

Confronting Mediocrity

Competence

Determination to develop supervisory competence (invest the time in professional learning communities)

Ask hard questions

Avoid fluff

-

Use Evidence Based Narratives

Slide26

Confronting Mediocrity

ControlCreate adequate structures, processes and resources to support evaluators who are charged with confronting mediocre performance

The Three C’s:

Conviction, Competence & Control

Slide27

Skillful Reflection & Road Map

Skillful Reflection -

Handout

2

Select one Mediocre employee from your list of employees (handout 1)

Complete handout 2

The Skillful Road Map -

Handout 3

Develop your Skillful Road Map to Confront Mediocrity

Slide28

Review: Skillful Terms

Evidenced Based Narratives

Structured feedback based on clearly stated narratives supported by evidence; followed with examples/models for

improvement

Leniency Effect & Halo Error

Something

unrelated to the essential job function that encourages

the

evaluator to

boost the overall appraisal

Slide29

Review: Skillful Terms

Tentative and/or Mixed Messages

Poorly written

feedback

that lacks clear directives,

examples

and benchmarks for improvement; ‘warm

fuzzies

Evaluator Impressions

‘Nutshell S

ummaries

’ based on limited or nonexistent

data/facts

More information Means More Credibility

Collecting & using evidence drawn from a

variety of resources or incidents increases

an evaluator’s competence & credibility

Slide30

Be A Skillful Leader

It is an immutable law that words are words,

explanations are explanations,

and promises are promises.

But only performance is reality

.

Slide31


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