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Mental Health Mastery for Wake Up Eager Leaders: Insights on Trauma, Narcissism, and Coping
Épisode 122
lundi 11 novembre 2024 • Durée 01:02:51
Episode 122 of Wake Up Eager Workforce, "Mental Health Mastery for Wake Up Eager Leaders," features a powerful conversation with Dr. Nicholas Samstag on building psychological fluency to improve workplace dynamics. Suzie Price and Dr. Samstag discuss how leaders can develop emotional awareness and use it to handle workplace challenges effectively. They explore how our responses to colleagues often replicate early family dynamics, leading to "proxy conversations" that can obscure underlying issues. Dr. Samstag emphasizes the importance of recognizing these patterns and understanding that emotions, even anger, are valid and informative.
The discussion also delves into handling narcissistic behavior in professional settings, describing how a distorted self-relationship can complicate interactions. Lastly, they cover the impact of trauma, encouraging leaders to support emotional well-being in their teams. With insights on how feelings shape our interactions, this episode is packed with practical advice for leaders and anyone interested in fostering a psychologically healthy workplace. Tune in to learn how mastering these concepts can lead to more authentic connections and a stronger, more resilient work environment.
In this episode:
04:22 - Integrating Mental Health Support in Organizations Suzie Price and Nicholas Samstag delve into the topic of integrating mental health support in organizations, exploring Nicholas's diverse background and expertise in the field. They emphasize the significance of virtual work and practical therapy application in high-stress environments, highlighting the relevance of Nicholas's approach for corporations seeking a practical approach to therapy.
10:24 - Understanding Mental Health in the Workplace Samstag highlights the need to differentiate between severe mental illness and the broader spectrum of mental health experiences in the workplace. He emphasizes the impact of early family dynamics on behavior within institutional settings and suggests that institutions replicate family dynamics. Samstag also proposes creating a psychologically informed environment in the workplace and advocates for leaders to have psychological fluency.
20:48 - Understanding Proxy Conversations Samstag introduces the concept of proxy arguments and conversations, highlighting their prevalence in various relationships. He emphasizes the importance of understanding that these conversations are often triggered by deeper emotional issues and suggests that recognizing and engaging with them can lead to mutual benefit. Suzie also shares her perspective on the concept, expressing agreement with the idea of proxy statements and the detour method for addressing overreactions.
25:49 - Importance of Psychotherapy Samstag and Price share personal experiences and insights on the significance of psychotherapy, emphasizing its role in self-discovery and personal growth. They stress the importance of finding a trustworthy therapist and being open to discussing uncomfortable topics for deeper work.
32:15 - Discussion on Narcissism Price and Samstag engage in a detailed conversation about narcissism, delving into its historical roots and its manifestation in modern society. They highlight the importance of self-reflection and the impact of narcissism on relationships, business, and health, emphasizing the complexities of the diagnostic label and its implications.
38:16 - Dealing with Narcissism in the Workplace and Family Price and Samstag delve into the complexities of handling narcissistic individuals in professional and personal settings. They explore the challenges of questioning narcissists, the limited effectiveness of psychotherapy, and the potential scenarios in families where narcissistic individuals either dominate or face consequences for their behavior.
46:36 - Discussion on Trauma and Psychological Fluency Price and Samstag on the topic of trauma and its subjective nature, highlighting the significance of recognizing and addressing trauma in the workplace. They also discuss psychological fluency and the role of attributing feelings in making meaning, emphasizing the need for understanding individual experiences and emotions.
55:57 - Workplace Well-being and Leadership Price and Samstag delve into the significance of psychological well-being in the workplace, highlighting the role of leaders in fostering a supportive environment. They discuss the impact of leadership on employees' psychological awareness and the need for leaders to prioritize the holistic care of their teams.
Quantifying Character: TriMetrix & Axiology in NHL Draft & Prospect Development
Épisode 121
mardi 8 octobre 2024 • Durée 01:43:42
Episode Description: In this episode of the Wake Up Eager Workforce podcast, Suzie Price sits down with Neil Smith, former general manager of the New York Rangers, and Allan Hamernick, founder of CoreFive Analytics, to discuss how TriMetrix and Axiology assessments are being used in NHL scouting and player development. Whether you're in sports or business, this episode offers fascinating insights into selecting top talent and reducing risk in decision-making.
Overview of Episode #121 ---
Embracing New Approaches in Talent Scouting: The Application of Assessments in NHL Player Selection
Analyzing Risk Attributes and Decision Making with the Axiology and Acumen Assessment to Make Better Decisions
Reviewing Real-Life Case Studies and the Impact on the Sport, the Team, and Each Individual
In this episode:
[00:04:51 Suzie Price]: "Al uses this inventory of tools to help leaders understand who they’re hiring, who they’re scouting, and which draft picks to make by analyzing information you can’t get just by watching them play."
[00:06:17 Allan Hamernick]: "The core five tools we use are DISC, Motivators, Competencies, Axiology, and EQ. They give us a comprehensive picture of a person, from how they communicate to how they manage themselves emotionally."
[00:18:40 Neil Smith]: "It’s an unbelievably valuable tool for scouting in athletics. It adds a layer of insight that you just can’t get from watching players or hearing their stories."
[00:21:51 Neil Smith]: "In the 1989 draft, we took five players, two of whom became Hockey Hall of Famers, and it set Detroit up for ten to twelve years as a team."
[00:25:29 Neil Smith]: "The more information I can get about a person, the better chance I have of making the right decision. That goes for employment in business as well as athletics."
[00:29:45 Allan Hamernick]: "One team asked us, can you tell us what this player will be like if we give him $3 million two years from now? What’s he going to be like? And we were able to build an index for that."
Life and Work is About Impacting Others - Don't Be 'Relationship Lazy' with Amy Lugar
Épisode 112
mercredi 20 mars 2024 • Durée 01:13:03
When we think about a wake-up eager workforce, we are looking for people who are performing roles that align with their strengths. We are looking for people who are motivated and feel respected and appreciated in their roles.
Often, we find in the workplace that some employees are not as involved or enthused as we would like. Sometimes, they are actively disengaged or quiet quitting, or even outwardly disgruntled, commonly referred to as loud quitting.
In this episode, I speak with Amy Lugar, Senior Vice President of People Strategy for the southern region of HUB International. We discuss the biggest mistake leaders make in the workplace: being “relationship lazy.”
Leaders are focused on tasks and performance without dedicating the time and energy to getting to know the people on their teams. This extends beyond knowing the tasks that they’re working on to understanding their goals and dreams and ensuring there is a stream of consistent and transparent communication.
Once these relationships are built, it makes accountability and feedback a more streamlined and less offensive process. When there are areas that employees need to improve on, it’s a better conversation for the leader and the employee when it is approached from a growth mindset with the approach of helping grow and improve as opposed to reprimanding poor performance. These conversations require the foundation of a relationship to be productive.
Additionally, HUB International is exceptional at matching people not only to the roles they are looking to fill but also to the culture of the company. When employees are aligned with the company culture, they will feel more fulfilled and committed to their work.
This episode is full of so much amazing insight into combating quiet and loud quitting as well as maintaining a positive work culture. I know you’re going to love it! Tune in to my conversation with Amy today.
In this episode:
[00:01:08] Welcome to the Wake Up Eager Workforce Podcast!
[00:04:32] I share some background on my guest, Amy Lugar.
Links & Resources: Connect with Suzie:
Effective Course Correction Conversations #22
Épisode 22
mercredi 23 mars 2016 • Durée 44:36
Overview of Episode #22. The following topics are covered:
Conversation model to help you effectively handle conflict, performance issues and sensitive subjects in a calm, confident, get results way four simple steps
Greatest possibility for Building trust, cooperation and buy-in
#4 in a four-part series on Accountability
Questions for Suzie? Call 770-578-6976, suzie@pricelessprofessional.com
Timing on Recording: @ 2:15---
Topic 1: Three Other Accountability-Focused Podcasts
#21 How Amazon Creates a Culture of Accountability - An Interview with the Author of The Amazon Way How amazon does it – expectations/ metrics = dashboard/expectations (LOT OF TIME) If metrics are right and everybody has them – then – the conversations feel less personal, and people understand that there will be conversations; “Social cohesion is the enemy of accountability…” I like you, I want us to be friends, I don’t want to be the bad guy/gal” - No secrets – leader goes first – admits what’s not working, why, action plan…
Timing on Recording: @ 8:50 ---
Topic 2: Effective Course Correction Conversation
How do you prepare so that you can have an effective course correction conversation – one that will help you clearly state the problem and get buy-in to begin make changes?
Creating a Culture of Accountability - The Amazon Way #21
Épisode 21
samedi 13 février 2016 • Durée 01:14:22
Overview of Episode #21. The following topics are covered: Get an inside look into how Amazon creates a culture of accountability with Author of the The Amazon Way John Rossman:
John shares three key actions every leader can take to create more accountability for themselves, their team and their organization
The number one thing every leader at Amazon obsesses about
The three Amazon leadership principles that you can use to create more accountability on your team and in your organization.
Find out why ‘social cohesion’ is the enemy of accountability
Contact Suzie Price at 770-578-6976 or suzie@pricelessprofessional.com
Timing on Recording: @ 2:25 ---
Topic 1: John's Background, Contact Information, Fun Information and Challenges and Reward with John as a Leader
John's favorite guilty pleasure tv show and favorite possession
"In accountability a lot times it's not a situation you made, but you have to own it."
"The best leaders...commit to it, there's no more hesitation, nor more pointing fingers or hedging...they really own it."
Mantra: "I try to not drive looking through the rear view mirror, I only drive looking at the windshield." "You have to own your dependencies well beyond your current scope... you have to go upstream and downstream..." "Amazon does not let the organizational structure get in the way of ownership. Don't let your org structure get in the way of doing the right thing."
The Amazon Way: 14 Leadership Principles
Accountability Series:Setting Perf Expectations the Easy Way #20
Épisode 20
mardi 19 janvier 2016 • Durée 40:26
Overview of Episode #20. The following topics are covered:
Focus: Helping Leaders Create a Culture of Accountability on their team and in their organization.
I share a seven question quiz to test your understanding around performance expectations.
I show you how to use a three step model, the Job Dashboard, as an easy way to create and share performance expectations and keep people accountable.
Book Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Contact me at: 770-578-6976 or suzie@pricelessprofessional.com
Timing on Recording: @ 1:48 ---
Topic 1: Performance Expectations - Seven Question Quiz - Test Your Understanding
What client Jim shared and how that prompted this Series
Upcoming programs in this Accountability Series
Quiz (Agree or Disagree): 1) When team members help set their own performance expectations they tend to underestimate what they can accomplish.(Agree or Disagree?) 2) Not all performance expectations can be stated so that they are measurable.(Agree or Disagree?) 3) The best performance expectation plans are loose and flexible. (Agree or Disagree) 4) Not all expectations have to be written. (Agree or Disagree) 5) Most team members do not like have performance expectations. (Agree or Disagree) 6) (Agree or Disagree) 7) (Agree or Disagree)
Accountability Series: Three Step R.E.V. Process for Leaders, #19
Épisode 19
mercredi 6 janvier 2016 • Durée 47:01
Show Notes:
Overview of Episode #19. The following topics are covered:
Kicking off a series on Accountability - will have 3-4 podcasts devoted to this topic
Key superior performance skill/attribute: Personal Accountability tools for looking for that skill in candidates.
R.E.V. - A three Step accountability process. A mind map of things to consider as a leader – to help an employee get on track and to improve accountability.
Books Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Topic 1: Personal Story and Why People Do Not Work Out
A Personal Story: When I first realized how challenging it can be to hire the right person for the job – a tough lesson.
Reasons why people do not work out.
Georgia Labor Commissioner Mark Butler shared 69% let go due to lack of personal skills
Cost of turnover 1.5 to 8 times salary – silent killer of Corporate Profitability
Timing on Recording: @ 14:37 ---
Topic 2: What People Bring to the Job
My Car Analogy
Have to get away from, “Anyone can be trained to do any job.” “With enough training & try hard enough any one can excel…”
People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators.
Fit Matters
Our data shows that one assessment is 60% predictable – good fit- in successful hiring; two assessments are 80% predictable in successful hiring and three assessments are 93% predictable in successful hiring.
Department of Labor recommends three views of a person
Assessment Results should account for less than 30%
Timing on Recording: @ 17:00 ---
M.O.R.E. Motivation #17
Épisode 17
jeudi 15 octobre 2015 • Durée 01:08:11
Show Notes:
Overview of Episode #17. The following topics are covered:
Overview of the Six Motivators
Four Step process for MORE Motivation - How to double your levels of motivation and energy, in 70 days - How to use this info you help your ee’s do the same - Understanding potential blind spots so you can manage them
Five interview questions to ask candidates
Complimentary offer
Timing on Recording: @ 0:02:25 ---
Topic 1: Suzie’s Real-Life Story Around Mis-Matched of Motivators, What the Motivators Are and About the Workplace Motivators Assessment
The Workplace Motivators is an Assessment used to reveal what puts gas in your tank. DISC style – what people see, WM – not seen, but they drive your behaviors. I use this assessment in team building, training – leadership/sales/interviewers and in hiring.
Your Assessment results explain why people do what they do.
Your top two motivators, according to the assessment, are your top strengths, preferences and where you thrive.
Timing on Recording: @ 0:16:08 ---
Topic 2: What are the Six Motivators?
The Learner/Intellectual motivator – She will research market trends and actually become trained in the workshop and become certified in the assessments so she can train other people to teach the class. She will focus on gathering all the necessary information. (Einstein, Professors, Journalists)
The Business Person/Resourceful motivator – He will focus on sales and figuring out what the budget should be. (82% of all top sales people score #1 in this area…) Work hard and long for economic return and want to reduce waste. He’s going focus on how to maximize return on investment. (Donald Trump, Investors, Sales people)
Hear Cobb EMC's Director of Talent Management Ron Younker and I talk about how to have those tough conversations. Ron brings real world insight and fresh ideas from his 30+ years of experience.
We cover:
How to Hold Those Tough Conversations
The Power and Simplicity of Holding ‘How’s it Going?’ Meetings…
Performance Management Litmus Test: Four Questions to Ask Employees
A Bright Idea: Peer Mentoring for Growth and Support for Leaders
Biggest Struggles for Leaders in the Area of Performance Management
One Thing You Should Always Do When Having Tough Conversations
Timing on Recording: @ 4:44---
Topic #1: Ron Younker's Backgroundand How to Hold Those Tough Conversations
Will often have “constructive tension”
Create safety
Describe the behaviors - Use the litmus test of “Did I hear it, did I see it?”
[00:32:03 Allan Hamernick]: "We approach draft selection as risk management. You can't eliminate risk, but we help teams know what a player will need to work on and where they could potentially struggle."
[00:54:33 Suzie Price]: "We use these tools to reduce the risk in hiring and team decisions, but there’s always a risk because humans are complex beings."
[01:02:35 Neil Smith]: "Leadership on a team, in a company, or anywhere is critical. If you have an idiot for a leader, your company is going to fail."
[01:03:31 Suzie Price]: "The fish rots from the head down. That’s why the work you guys are doing is so important. It gives you such a competitive advantage."
[00:06:43] Welcome to the show, Amy! Tell us about the three common mistakes that leaders make that contribute to quiet and loud quitting.
[00:10:34] What are some ways that leaders can connect with their employees to build relationships?
[00:13:30] Amy shares about the amazing culture at HUB International.
[00:16:47] Amy shares some examples of how HUB International is empowering its employees.
[00:20:10] There is a balance between employee appreciation and course correction.
[00:25:04] It is important to get the right person in the right seat for workplace performance.
[00:34:58] Amy and I discuss her strengths and motivators and how they are present in her role.
[00:43:42] Who are the people who have influenced Amy the most in her life?
[00:47:54] The best tools that have been instrumental in Amy’s professional development.
[00:48:53] The definition of success as it pertains to Amy.
[00:53:36] Amy’s advice to her 25-year-old self.
[00:55:20] A harsh quote that inspires and motivates Amy.
[01:01:10] Parting words of wisdom from Amy. Thanks for joining me today!
[01:02:57] My key takeaways from my conversation with Amy.
[01:10:59] Thanks for joining me on the Wake Up Eager Workforce Podcast! See you next time!
Fifty Workplace Motivators Assessments* This is a $350 value!
We will send a complimentary assessment link to the first fifty people who take a few minutes to share a podcast review and let Suzie know. Once you have your Assessment results, go to www.motivatorsppd.com to watch the debrief video and use hundreds of resource materials.
*The Workplace Motivators Assessment takes ten minutes to complete and is a robust tool for measuring a person's top drivers and interests. (Sample Report ) Use your complimentary for yourself or give it to an employee, family member, or friend.
Conversation a dialogue a back and forth where all of the information is shared and discussed with a focus on eventually coming up with a plan, together
Awkward at first – clumsy – each time, easier, faster, more natural…
First step is W- Warm Start– that is to begin the conversation with a calm and open demeanor.
The next is: P – for Problem. This is where you state the problem and then you ask the other person, their view.
Once the problem’s been thoroughly discussed and there’s been some agreement on it, you move to the next step, S – Solutions.
Once one or more solutions have been selected you go to the fourth and final step with is: A-Agreement. This is where you confirm what actions will be taken and you set a time and date for review.
That’s it: WPSA.
Timing on Recording: @ 14:00 ---
Topic 3: Let's Go Into Detail Around Each Step...
Warm Start. FOCUS: Make the conversation as comfortable as possible given the circumstance.
CHARACTERISTICS: • Be Sincere and Real • Be Specific • Express what’s right about this person, situation • If the situation is super tense: at a minimum take the scowl off your face and offer warm eye contact, a firm handshake and calm demeanor.
The next step is to into to Stating the Problem FOCUS: State and Get Agreement on the Facts. Plan what you say in advance. There are two steps.
CHARACTERISTICS: Step 1- You share your view of the facts, what you’ve seen and heard Be succinct, be direct Do not ramble.
Step 2- Ask: What's your view of this? Listen Aggressive – to understand. No, “Yea, but...” Just listen & ask questions. Breathe!
Step 3 - SOLUTIONS- FOCUS: Only move to solutions after you’ve both come to some agreement about the facts. Let the other person start first
CHARACTERISTICS: Part 1: Ask, “What ideas do you have?” Questions to use: “Tell me more.” “How would that help?” “What obstacles (or problems) would this create or cause?”“Do you have any additional ideas? Breathe! Part 2: Share your ideas after the other person shares
Part 3: Discuss Options and Decide What’s Next
You wrap up the discussion with an important, very simple step, Agreement. This simple step gets skipped over often. If you skip this step – you’ve blown it. If you do not confirm what you heard with what the other person heard – you do not have a commitment.
FOCUS: Recapping What’s Been Discussed. Confirming commitments.
CHARACTERISTICS: • Get the employee to restate the plan, agreement –“So Jim, we came up with some great ideas for improvement today – let’s recap with you sharing what your plan is…” Add anything that needs to be added or clarified. • Add measurements • Schedule a specific time for follow up
That’s WPSA.
Timing on Recording: @ 35:00 ---
Topic 4: Your Turn - Get Out a Piece of Paper
WARM START: How will you start the conversation? What will you do to demonstrate sincere care and appreciation.
PROBLEM: Step 1 – Describe the problem succinctly and factually. Step 2 – Ask, What’s Your View? (listen)
SOLUTIONS: Ask, What ideas/ solutions do you have? (listen) List the ideas/suggestions you’ll make here:
AGREEMENT EE Restate agreed upon solution. What date and time will you recommend for follow up
Hardest parts – 1) stating the PROBLEM clearly, succinctly, factually and 2) listening to understand
I remember one of my leadership class participants, Joe, a seasoned manager who was very skeptical of the steps we’re about review together. He didn’t think they would work. I challenged Joe to try it and then, if it didn’t work he wouldn’t have to come to class again.
When we met again the following week, he stood up and said, “Well, I guess I’ll continue to come to class because this stuff works!” He tried the communication template with one of foremen who had some safety issues and in the past had been defensive.
Joe exclaimed, “I followed every step. It felt a little awkward to me, but my Foreman didn’t seem to notice. We had a good discussion and we made progress. He didn’t even stomp out like he usually does.”
So if you’re skeptical – I understand. But I will also challenge you – try it first. Okay?
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Timing on Recording: @ 30:00 ---
Topic 2: Describe what a culture of accountability looks like and the benefits, through examples at Amazon or in other companies, who have figured this out.
Combination of habits and techniques
Individual - understanding your daily priorities, really important.
Team - orient around metrics - the metrics must have a logical flow and created thoughtfully -Amazon spends most of their time in getting the metrics right -Create a weekly rhythm around reviewing a consistent set of metrics -Every metric is owned by one person - make sure somebody owns it
Organization - managing dependencies, other factors that you lean on to get your results - Trust but verify, everybody would dive into your business - this was usual and not personal; "This is how we manage together as a team..." -Leaders have to say and give permission for this - so that everybody is doing this... -Metrics can be THE way to run the business... -"In God we trust, all others must bring data."
Timing on Recording: @ 49:00 ---
Topic 3: The top 3 things that most get in the way of leaders/managers building a culture of accountability on their team and in their company
Leaders are Right A Lot – understand the details, dive deep, great metric, experience and intuition to know what’s right Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
Having a Bias for Action – know the right time to analyze and the right time to take action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
Be Vocally Self Critical - demonstrates that they are on top of their business, when leaders act this way – it gives permission to challenge others and builds trust. “How can we get better?” Speak up make sure the truth is heard… Honest feedback. “open his kimono --- there is simply no other way” Blend - Humility and will. A 1990's phrase @ Japanese silk robe - kimono - that means that everyone should share data. There should be no secrets between those in the meeting. everyone shares all the information they have with everyone else "honesty, bare and open" no holding back.
Deliver Results The results and being accountable for them
Have to get over social-cohesion. This is the tendency for groups and individuals to want to get along so much that we don't hold each other accountable. It can be one of the enemies of accountability. Metrics and managing dependencies in a good and deep way can help with social cohesion. We don't want group think.
A good leader gets results, hold people accountable and can get along with people. Hard to do.
Timing on Recording: @ 57:00 ---
Topic 4: Which Principle Has Helped Your Career, Advice to 30 Year Old Self and Billboard Anywhere What Would It Say, Advice to Every Leader
Bias for action
Get comfortable with unproductive time; Not always taking over situations or being the driver of an agenda
Advice to 30 Year Old Self: eat less sugar - have more unproductive time, your greatest personal strengths can become your weaknesses in some circumstances - "It's amazing what comes to you when you leave one hand open..."
Billboard: You have to be willing to be misunderstood. (To do hard things or to make change.)
Advice: Focus on the metrics of your business, be very thoughtful, slow down and really think about the metrics.
1. Obsess Over the Customer Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.
2. Take Ownership of Results Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job".
3. Invent and Simplify Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here". As we do new things, we accept that we may be misunderstood for long periods of time.
4. Leaders Are Right, A Lot Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
5. Hire and Develop The Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.
6. Insist on the Highest Standards Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
7. Think Big Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
8. Bias for Action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
9. Practice Frugality Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.
10. Be Vocally Self –Critical “How can we get better?” Speak up make sure the truth is heard… Honest feedback. “open his kimono --- there is simply no other way” Blend - Humility and will.
11. Earn Trust Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.
12. Dive Deep Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.
13. Have Backbone; Disagree and Commit Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
14. Deliver Results Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Specific performance expectations help a manager evaluate a team member's performance.
Having team members share their performance expectations promotes team work.
Timing on Recording: @ 12:16 ---
Topic 2: Story/Analogy That Explains What a Job Dashboard Is...
A Job Dashboard is a performance management and hiring tool that succinctly describes the top three to five performance expectations (or priorities) that are crucial for superior performance in a position. The employee gets involved in deciding what actions he/she will take for each of the Dashboard Expectations or Priorities and it is referenced often to track progress or breakdowns.
Dashboard Story...
Here is an EXAMPLE of one Performance Dashboard for a Senior Customer Service position: Priority #1.) Customer Satisfaction provided at required levels. Priority #2.) Become a product expert & learn new features as they are released. Priority #3.) Complete all orders and requests according protocol. Priority #4.) Train and mentor new customer service reps.
Timing on Recording: @ 20:45 ---
Topic 3: How to Create a Job Dashboard
A simple three-step goal setting guidelines process that is easily remembered with the acronym: R.P.M. Can use post it notes.
1. R. Respond & Brainstorm Question
What must happen or the job has failed?” Or said in a positive way, “This must happen in the job for superior performance…” Think about the job and past people in the job. Think about what you liked and what was a 'disaster'. Brainstorm your answers.
2. P. Place Responses, Create Headlines & Prioritize
Group all of the answers you brainstormed into 3 to 5 categories. Create a summary statement or headline for each category.
3. M. Metrics Are Added & Interview Questions Selected
Select measurements for each category. Create and select the best interview questions for each.
You can create: • By yourself (I do this for my own position) • With the employee • For a position you are filling - include three to eight subject matter experts (SMEs) who have a vested interested in the success of the Position. (I facilitate these types of discussions.)
The main objective here is to just have a Job Dashboard for every Position. If you can't get a group of SMEs together, do it by yourself.
Why a Job Dashboard Matters and How It Helps You: - Helps you and the employee get very clear about what’s important and what matters the most. Promotes clarity and purpose. Eliminates confusion. - Improves ownership of their job and makes accountability conversations objective and non-threatening. - Help you have clear, honest and straightforward performance review conversations with every employee. - Helps new hires focus on what matters most for success in their new position, setting them up for quicker up time, less overwhelm and a greater probability of success.
Timing on Recording: @ 28:20 ---
Topic 4: Conversations With Your Employee
Review top priorities with employee, ask their view
Get the employee to share actions they are willing to take
Negotiate any actions that are too high or too low - get clarity and agreement around what the actions will be.
Create the measurements TOGETHER, AFTER you've agreed on the action.
Have the employee repeat back to you what was agreed upon in the Dashboard. Make sure you are both on the same page.
Schedule a time RIGHT THEN - open your calendars and schedule a time to meet and follow up.
Timing on Recording: @ 35:07 ---
Topic 5: Get the Employee Involved
Job Dashboard, three steps, get the employee involved = more commitment, motivation and cooperation.
Once set YOU MUST hold team members accountable to them.. Follow up, reference them… and support their performance by providing resources, encouragement, providing performance feedback and coaching, and recognition.
When hiring and interviewing the Performance Dashboard helps: - Avoid the three biggest interview mistakes, because it keeps interviewers focused on the skills and attitude that are most important for success in the job. - The interview team ask the right interview questions because all interviewers are 'on the same page' around what's most important in the job. - Focus on the right final selection criteria so that the interview team does not over-focus on the candidate's likability and/or background. - Create clearer and more specific job postings so that you attract candidates who are a great match to the position. - Delivers a consistent message to all candidates and new hires about what's expected in the job. - Leaders do a much better job of instilling confidence in new hires and setting them up for success.
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Topic 2: What R.E.V. Stands for and Why It Works...
R.E.V. Performance Improvement Process to build an action plan for this employee. Here are the steps we used: R. Remove Obvious Barriers E. Expectations for Performance V. Verify Job Fit
Why R.E.V. works: - Leader takes responsibility for his/her part by taking positive action - Gets the leader "into" the situation – instead of pointing blame and feeling frustrated - It demonstrates the skill of someone with strong personal accountability - It is a Mind map and thought process for determining next best action steps - Lays the ground work for future conversations so that they can be clear, direct, helpful and specific - Ensures accountability if steps are completed - Clears confusion – helps leader think objectively
Timing on Recording: @ 24:25 ---
Topic 3: R. Remove Obvious Barriers:
Questions for Remove Obvious Barriers (R):
Does this employee have the right tools, experience and training to do the job?
Are there structural team or company issues getting the way?
Are you leading, managing and supporting the employee in the best and most effective way?
Actions Mike Decided to Take:
1. Provide more mentoring and training by having this employee spend a few hours a week shadowing a high performer, in the same role, at another location and scheduling him for relevant skill training. 2. Review processes for approval on ordering items – leader Mike has been a bottleneck around that. 3. Mike also – recognized his desire to control everything – and that he had not specifically given this new supervisor the authority to take action – micromanaging him, he vowed to give him more responsibility and the authority to take action. 4. Mike will review the DISC Communication Style Video and Style Cheat Sheet to adapt his communication style match this employee's style and needs. 5. Throughout Mike's career, including time in the military, he ALWAYS did exactly what his leaders asked of him. Lately, he's been frustrated with many of his younger employees who are not similarly motivated. To gain a better understanding of what today's younger workers need, he decided to listen to this podcast: How to Train and Retain the Millennial / Generation Y Employee for ideas on how to engage this person and the other Millennials on his team.
Timing on Recording: @ 30:44 ---
Topic 4: E. Are Expectations Clear?
Questions for: Are Expectations Clear?
Does this employee clearly understand top focus areas and priorities in the job and have they been discussed?
Has the employee had the opportunity to help craft the actions and measurements for each performance area? (Getting the employee involved will improve his buy-in.)
Once performance expectations are in place, are employees held accountable to them? Are they reviewed regularly to check progress?
Actions Mike Decided to Take: 1. He realized that the elaborate checklists he's been using, while accurate are probably overwhelming to someone new in the industry. He decided to create, with the employee, a Performance Dashboard of the top expectations in the job. 2. Mike committed to hold short employee accountability and trouble shooting meetings around Dashboard progress, success and trouble areas.
Timing on Recording: @ 37:23 ---
Topic 5: V. Verify Job Fit
Questions for: Verify Job Fit (V.):
Is this person a strong fit for the job? Does he match the style, motivators, personal skills, experience and future goals required for success in the job?
Actions Mike Decided to Take:
1. This employee may or may not be a great fit for the job. He will revisit this area in three to six months. 2. If at that time: ---performance has decreased or stayed the same, Mike will take official Company Action Plan and Discipline steps toward termination. ---performance has only slightly improved, Mike will consider having this employee participate in the assessment and coaching process to determine job fit and next-step specific development actions.
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Topic 3: What Is TriMetrix?
What makes TriMetrix unique - tri-modal assessment = three views
Dr. Hartman quote, “Are they going to be happy? Are they going to be productive? Will they want to stay? Will they own their job? Will they contribute their talent generously?"
Topic 4: History of TriMetrix and About the Science of Axiology
Formal Axiology is a logic-based science
When we make decisions and take action-we use our mental and emotional capacities to do so. Sometimes we take the right actions and make the right decisions, sometimes we don’t
Axiology is measuring the quality of our judgment and decision-making by gauging both our mental clarity and emotional orientation and conditioning. Judgement responses reveal strengths and development opportunities.
Dr. Hartman, “This is a study of one’s thinking habits.”
Robert Schirokauer – 1932 fled Germany fake passport. Rejected communism and believed that ‘every life is sacred and that you can’t kill people for an idea’
Changed name: Robert S. Hartman. 12 books, hundreds of articles, 1970’s – companies like Seimens, Volkswagen, Alcoa Aluminum were using HVP.
Hartman's vision was to give us the means to recognize and fulfill "the good" within each of us, thereby enriching our lives. By applying these principles on a broader scale, we may also enrich our world and make it a place of more "goodness" and peace.
Serves as a roadmap – pointing where we are and where we can go – to full self-actualization
How people judge, think and process.
TTI SI is powered by its three decades of research, conducted by Target Training International, Ltd. data pool of millions of individuals collected over these decades. They have four patents.
I become certified in 2004.
Timing on Recording: @ 33:20 ---
Topic 5: Understanding How We Make Decisions – Three Dimensions of Thinking from Axiology and Dr. Hartman, The Dimensional Balance Page and Personal Skills
How does axiology do this? Three main thinking dimensions.
We all use all three dimensions in our thinking and decision-making to various degrees. We think and feel in all three dimensions, fluidly, all the time.
Young Man on a Cruise – SYSTEMIC: I’m here to meet women; EXTRINSIC: Three days, tall women with brown hair; INTRINSIC: I met the love of my life
How this relates to TriMetrix & Dimensional Balance page… The higher the score = high clarity = high capacity – “I can do this with ease – it will be a strength.”
External and Internal – Six areas: - External- Understanding Others –“stepping in the shoes of others…” Listening skills, empathy and degree of emotional distance, ability to build trust and rapport. Ability to adapt to others. - External- Practical Thinking -Common Sense -social norms, can do or frustration in getting things done. Understanding functions at work, apply resources. - External- Systems Judgment - understanding the system and order, approach to authority, understanding of rules and whether embrace them or rebel against them. Big picture, structure and order. - Internal- Sense of Self -Sense of inner worth, Comfortable in own skin, below average – hungry for achievement or tendency to burn out-does not take care of self. - Internal- Role Awareness – changes – impacts resiliency, self-management, internalized role, understand place in the world, if high + - no barriers to their drive/motivation/pride in role - Internal- Self-Direction - ideal self. Self-discipline, self-image, project self into the future
Proxy Statements – 78 quadrillion ways to rank the items, First Set of 18 – good to bad, Second Set of 18 - agree to disagree
Clarity - How well the respondent understands the dimension Based on how the 18 statements were ranked - 4-6 low, 6-8 medium, 8-10 high
Personal Skills – research --- required at some level for most jobs; all are job related. most jobs only require Mastery of seven, 18- 20 high = high performer, high capacity
Research – Top Personal Skills in Leaders: Personal Accountability, Goal Achievement, Interpersonal Skills, Leading Others, Persuasion.
The Serving Others/Altruistic motivator she will coach people who’ve completed the assessment before and after each workshop. She will also mentor the new trainers and coaches mentor as they are out around the country teaching, making sure their needs and interests are taken care of (Mother Teresa, princess Diana, coaches)
The Balance Seeker’ Harmonious motivator he will focus on using his talents in design to make sure that the marketing materials look and feel just right. He will also oversee how the PowerPoint slides and workbooks look, ensuring just the right look and pleasing aesthetic. (Martha Stewart, Walt Disney, architects, designers-marketing, web, interior, landscaper)
The Power Player/Commanding motivator she will be the public image and face of the training program – making speeches to groups and attending networking meetings all over the country. She’ll help lead the team and stay focused on thinking outside the box, getting visibility and advancing her own and the team’s image. (Professional speakers, politicians, entrepreneurs, sales – networking)
The Principled /Process and Order Keeper motivator he’ll drive the efforts for standard operating procedures for all employees and for the roll-out of the program. He’ll monitor and enforce the rules to ensure that the traditions of the company stay strong. He’ll also oversee that the budget – checking to make sure that everyone is following the budgetary guidelines. (Ministry, policeman, CFO)
Motivators help answer these four questions, a quote from 1960 by Dr. Robert S. Hartman, the Founder of the Science of Axiology: "What am I here for in this world? Why do I work for this organization? What can this organization do to help me fulfill my meaning in the world? How I can help this organization help me fulfill my meaning in the world?"
Timing on Recording: @ 0:30:25 ---
Topic 3: M.O.R.E. Motivation – The First Two Steps, Questions for Candidates
There are four key actions for getting MORE Motivation, they are M. Motivators and Strengths Matter O. Observe, List R. Re-Fuel Daily, Check Blind spots E. Embrace Differences
M. Motivators and Strengths Matter. This first step for MORE motivation is a reminder about the power of using your strengths every day.
O. Observe and List Begin OBSERVING your actions and energy and creating your own list of your top 5 strengths are - It’s empowering to know what you’re good at, and it’s thrilling to spend your time focused there! Go to Episode #2 for five simple, but revealing Observe and List Actions You Can Take:
“We have the energy to do what we want to, and we never have the energy to do what we don’t want to do, and we always want to “do” our strengths and motivators.”
“People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators.”
Five Questions to Ask Candidates: Just ask the questions, and listen closely. Don’t let the candidates off easy by allowing them to give you vague and general answers, be sure to press them to give you specific examples for every answer.
What jobs have you enjoyed the most? Why? Please share specific examples of what you enjoyed.
What jobs have you enjoyed the least? Why? Please share specific examples of what you disliked.
Give specific examples of past environments you worked best in.
Give specific examples of past environments that did not work well for you.
What kind of responsibilities would you like to avoid in your next job? Why?
Timing on Recording: @ 0:38:42 ---
Topic 4: M.O.R.E. Motivation – 1% a Day and in 70 Days, You’re TWICE Improved & Step 3 R. Refuel Daily, Check Blind Spots
Small efforts add up! Pick one: Option #1 - $3 million in cash this very instant OR Option #2 - A single penny that doubles in value every day for 31 days.
If you chose Option #2, the penny, you're going to be very pleased with yourself. That's because on Day 31 you'll have $10,737,418.24! That’s over three times more than Option #1, the $3 million in cash!!
The “magic” of compounding: The Compound Effect by Darren Hardy. (Download this book for free! Get a complimentary audio download with a free 30 day trial by using my Audible.com affiliate link.)
Take 15 minutes a day to use your strengths and motivators more, which is 1% a day, and your efforts will add up. Do this for 1% a day and in 70 days, your motivation will be twice improved.
Top Stressors for Each Motivator
What’s a blind spot? Well, blind spots point to ANOTHER advantage to Observing, Listing and knowing your top M&S - that we’ve not even talked about yet – because your top strengths and motivators can become so second-nature to you, you often don’t even realize when you’re overusing them… We all have blind spots.
"Any virtue carried to an extreme can become a crime.”
Pride around what you value (your top motivators) can lead to unintentional judgment and conflict, “I’m right, you’re wrong.”
“One person’s crazy is another person’s refreshing.”
Hire people who match the job so that you have stronger intrinsic commitment to the work; and for the people already there – pay attention to their strengths and help each person become aware of them and use them as much as possible.
This step is a reminder to not judge yourself for having differing interests from others, and to not judge others for their interests. Pushing against difference is usually the root cause of personal and professional conflict.
Schedule a Complimentary Consulting Call with Suzie – suzie@pricelessprofessional.com
Special offer for the first three who email and schedule a call – two options: 1) two DISC/WM Talent Insight Coaching Reports and access to my private self-study coaching tools web page and debrief video OR 2) One TriMetrixHD Candidate assessment, I’ll compare to a national benchmark… written debrief with follow up recommendation.
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Breaking down development: 70% is through experience, 20% comes from mentoring and coaching, 10% training
Help employees move through problems/experiences or pair them up with a mentor, don’t just throw people into training.
Timing on Recording: @ 32:40 ---
Topic #2: The Power and Simplicity of Holding ‘How’s it Going?’ Meetings…
Scheduled meetings with employees to stay in touch – make them a regular expectation.
Used to stay in tune with employees – what hurdles they are facing.
Hold more of these if you are in an active coaching situation – meet weekly. But if there are no real issues you can meet every 2-3 weeks.
Let them start…
Usually 30-45 minutes long.
Always asking, at the end, “What can I do?"
Leadership is about enabling people to get their work done.
Timing on Recording: @ 36:36 ---
Topic #3: Performance Management Litmus Test: Four Questions to Ask Employees
1) What are the objectives you are trying to achieve?
2) What are the behaviors and values your department is focused on?
3) How are you doing?
4) What are you doing to get better?
Timing on Recording: @ 44:10 ---
Topic #4:A Bright Idea: Peer Mentoring for Growth and Support for Leaders
Create a “Board” of 2-3 peer leaders.
Consider these folks as your accountability partners.
Confidential discussions.Talk about real issues and challenges and sharing of best practices.
This helps develop a common mindset among all of your leaders.
A lot of companies keep safety at the forefront of their work. We hold meetings about safety every week and month. There is a continuous dialogue. As leaders we ought to doing the same thing so that it all stays fresh so that we’re sharing best practices and always learning.
Timing on Recording: @ 50:15 ---
Topic #5:Biggest Struggles for Leaders in the Area of Performance Management
Letting problems fester by turning our heads - do not have the courage to have the conversation – must display courage.
Must realize that having the conversation is a gift you are giving that employee.
Let wise people who’ve done it before – show you how to do it.
Timing on Recording: @ 53:53 ---
Topic #6:One Thing You Should Always Do When Having Tough Conversations
Take great notes. --- Write out the conversation in advance – this will help you have the courage. --- Create thoughtful notes for recognition and development. --- Demonstrates respect.
Timing on Recording: @ 58:30 ---
Topic #7:Final Notes and Recommended Resources
The Annual Review discussion should never be a surprise.
The role of the leader – developing employees should be near the top, along with getting stellar results.
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