Post by Lori Hebert on Oct 27, 2021 14:54:33 GMT
A. Report on your PDSA on creating a small test of change around delivering constructive and/or positive feedback.
Area of improvement: acknowledging questions from staff with positive reflection rather than just firing off an answer. Evoke more input from the staff asking the question and peers, allow them space to find the answer on own.
What was your Plan?
During a Friday training session, take time to acknowledge an inquiry as a great question and then ask the staff for their input/take on what the correct action should be rather than just give them the answer. I think this is going to help build trust within the group and themselves in critically thinking through problem solving.
What did you Do?
I did just that, we have staff who are nervous to changes and it creates an angst for them. They cope with this anxiety by questioning everything, even processes they already know. I was able to take a step back from just firing off answers and pushed back for the entire group to critically think through the question and formulate either a collective or individual answer.
What did you Study and learn from your test?
This was a lot of work on my end, had to use my patience muscle! By taking the time and opening the space, it evoked conversations among staff and I watched them really start to retain the new processes and forms.
I followed up with two staff, intentionally choosing those who ask the most repeated questions, they all said they felt like processing through on their and with their peers helped them retain the changes better than if I just gave them the answer.
What is your next Act?
I would like to test this again at Tuesday’s staff meeting. Our program is going through some major changes, while facing growing pains from staffing turnover. I want to see if this approach works for operational meetings not just trainings.
Test 2
Tuesday’s staff meeting was focused on our new supervision structure and workflow. As we began, staff had questions and again rather than just firing off answers, I strategically took time to ask the individual and/or group for insight. I along with them learned more than I answered. After the training, one of my staff called me and said, “I see what you are doing Lori and I appreciate it, I am learning more from really thinking through the questions and workflow, thank you for pushing us”. I am going to continue to make every effort in this reflective practice with staff moving forward.
B. Activity #2: Complete Worksheet #1 Scenario’s
Scenario #1: Your assistant sent an important memo to your boss that had a number of embarrassing errors. She’s usually very efficient, but sometimes she does too much at one time and she’s made mistakes like this before.
Negative response: “From now on I want to proof everything you send.”
Positive response: “Janet, your memos are clear and concise along with having a dedication to multitasking. I did notice that this last memo had some mistakes and would like to take some together to look it over and identify areas where I can support you in developing efficient ways in juggling multiple things at once.
Scenario #2: You catch some of your team members talking about last night’s football game when they should be working on a very important project that’s due the next day. Everyone’s been working hard on it for a week.
Negative response: “I’ve been working my tail off to get this out and you’re not ready with your end of it yet. Save the TV talk until your break!”
Positive response: Hey team, that game was insane, and you have all been working so hard on this project to meet the deadline. Let’s circle back to the project and when we are finished, we can spend more time chatting about how bad Brady was last night!
Scenario #3: An employee, who’s otherwise reliable has missed a deadline for the second time in a month. This happened before when her mother was sick but this time, she didn’t give a hint of any problem until it was too late.
Negative response: “When you miss a deadline, you set back the whole team. If this happens again you are off this project.”
Positive response: Angela, you have been through a lot this last year and have continued to manage your workload well through it all. It is obvious you try and take it all on without asking for help however, there have been two missed deadlines that had negative consequence for the project. The team and I are here to support you but can’t unless you communicate what is happening on your end that caused the missed deadline. (Give open space to for Angela to discuss what is going on, not assuming it is her mom).
C. Consider the following questions, which we will discuss in class on Friday:
How are you getting feedback on how you are doing, and how are those around you getting feedback from you?
I receive feedback from my staff weekly because I encourage this. I need them to see that we are all teachable and I welcome and encourage them to give me feedback on my performance as their leader, good and improvements. I also am transparent with my team; I do not wait for a review or disciplinary actions needed to open a dialogue on performance. I also use our weekly staff meetings and my monthly check ins with each individual staff to highlight positive outcomes and area’s for expanding their skill set.
Are there ways you can enhance how you give and receive feedback? Is yes, explain.
Yes, I think I can always enhance communication with my team. One area I am working on now is setting those clear expectations for contract performance along with giving them the tools they need to be successful. As well as implementing a more reflective supervision for trainings and staff meetings, from my PDSA.
Think about some of the performers in your department who may not be performing to the standard you expect. What behaviors can you identify that may be contributing to disappointing performance?
Confidence and trust are an area that holds some of my staff back. While their lived systems experience is beneficial in their work, it can also hold them back in decision making and initiative. There is a distrust of their own instincts from years of being told they were not good enough. This is something I am working on currently with several employee’s, re-enforcing my trust in them until they find that trust in themselves.
When you are observing others in the workplace, would you say you notice more positive or negative things?
I think I notice both equally, especially in this program. I have a staff who are eager to learn and always striving to do better, it is important for me to focus not only on those area’s they excel in but the area’s they need support and growth in which helps their performance, confidence, and our service output.
How, specifically, do you pay attention to the positive?
I review work performance weekly, and I do not wait to highlight a job well done for something big or above their normal scope. I try to be very intentional with positive reinforcement for our field staff, I might call or email an individual or highlight the work in a group email. As well as improvement needs, when I see an area for growth, I work with the individual to recognize it, support it and work to correct it timely.
When was the last time you recognized someone for his or her actions?
Today at our staff meeting! I make it a point to give Kudos weekly to team members for various reasons and I open space for staff to highlight others in the same way. The work they do in the field is taxing and hard, it is important that it be recognized and highlighted.
Area of improvement: acknowledging questions from staff with positive reflection rather than just firing off an answer. Evoke more input from the staff asking the question and peers, allow them space to find the answer on own.
What was your Plan?
During a Friday training session, take time to acknowledge an inquiry as a great question and then ask the staff for their input/take on what the correct action should be rather than just give them the answer. I think this is going to help build trust within the group and themselves in critically thinking through problem solving.
What did you Do?
I did just that, we have staff who are nervous to changes and it creates an angst for them. They cope with this anxiety by questioning everything, even processes they already know. I was able to take a step back from just firing off answers and pushed back for the entire group to critically think through the question and formulate either a collective or individual answer.
What did you Study and learn from your test?
This was a lot of work on my end, had to use my patience muscle! By taking the time and opening the space, it evoked conversations among staff and I watched them really start to retain the new processes and forms.
I followed up with two staff, intentionally choosing those who ask the most repeated questions, they all said they felt like processing through on their and with their peers helped them retain the changes better than if I just gave them the answer.
What is your next Act?
I would like to test this again at Tuesday’s staff meeting. Our program is going through some major changes, while facing growing pains from staffing turnover. I want to see if this approach works for operational meetings not just trainings.
Test 2
Tuesday’s staff meeting was focused on our new supervision structure and workflow. As we began, staff had questions and again rather than just firing off answers, I strategically took time to ask the individual and/or group for insight. I along with them learned more than I answered. After the training, one of my staff called me and said, “I see what you are doing Lori and I appreciate it, I am learning more from really thinking through the questions and workflow, thank you for pushing us”. I am going to continue to make every effort in this reflective practice with staff moving forward.
B. Activity #2: Complete Worksheet #1 Scenario’s
Scenario #1: Your assistant sent an important memo to your boss that had a number of embarrassing errors. She’s usually very efficient, but sometimes she does too much at one time and she’s made mistakes like this before.
Negative response: “From now on I want to proof everything you send.”
Positive response: “Janet, your memos are clear and concise along with having a dedication to multitasking. I did notice that this last memo had some mistakes and would like to take some together to look it over and identify areas where I can support you in developing efficient ways in juggling multiple things at once.
Scenario #2: You catch some of your team members talking about last night’s football game when they should be working on a very important project that’s due the next day. Everyone’s been working hard on it for a week.
Negative response: “I’ve been working my tail off to get this out and you’re not ready with your end of it yet. Save the TV talk until your break!”
Positive response: Hey team, that game was insane, and you have all been working so hard on this project to meet the deadline. Let’s circle back to the project and when we are finished, we can spend more time chatting about how bad Brady was last night!
Scenario #3: An employee, who’s otherwise reliable has missed a deadline for the second time in a month. This happened before when her mother was sick but this time, she didn’t give a hint of any problem until it was too late.
Negative response: “When you miss a deadline, you set back the whole team. If this happens again you are off this project.”
Positive response: Angela, you have been through a lot this last year and have continued to manage your workload well through it all. It is obvious you try and take it all on without asking for help however, there have been two missed deadlines that had negative consequence for the project. The team and I are here to support you but can’t unless you communicate what is happening on your end that caused the missed deadline. (Give open space to for Angela to discuss what is going on, not assuming it is her mom).
C. Consider the following questions, which we will discuss in class on Friday:
How are you getting feedback on how you are doing, and how are those around you getting feedback from you?
I receive feedback from my staff weekly because I encourage this. I need them to see that we are all teachable and I welcome and encourage them to give me feedback on my performance as their leader, good and improvements. I also am transparent with my team; I do not wait for a review or disciplinary actions needed to open a dialogue on performance. I also use our weekly staff meetings and my monthly check ins with each individual staff to highlight positive outcomes and area’s for expanding their skill set.
Are there ways you can enhance how you give and receive feedback? Is yes, explain.
Yes, I think I can always enhance communication with my team. One area I am working on now is setting those clear expectations for contract performance along with giving them the tools they need to be successful. As well as implementing a more reflective supervision for trainings and staff meetings, from my PDSA.
Think about some of the performers in your department who may not be performing to the standard you expect. What behaviors can you identify that may be contributing to disappointing performance?
Confidence and trust are an area that holds some of my staff back. While their lived systems experience is beneficial in their work, it can also hold them back in decision making and initiative. There is a distrust of their own instincts from years of being told they were not good enough. This is something I am working on currently with several employee’s, re-enforcing my trust in them until they find that trust in themselves.
When you are observing others in the workplace, would you say you notice more positive or negative things?
I think I notice both equally, especially in this program. I have a staff who are eager to learn and always striving to do better, it is important for me to focus not only on those area’s they excel in but the area’s they need support and growth in which helps their performance, confidence, and our service output.
How, specifically, do you pay attention to the positive?
I review work performance weekly, and I do not wait to highlight a job well done for something big or above their normal scope. I try to be very intentional with positive reinforcement for our field staff, I might call or email an individual or highlight the work in a group email. As well as improvement needs, when I see an area for growth, I work with the individual to recognize it, support it and work to correct it timely.
When was the last time you recognized someone for his or her actions?
Today at our staff meeting! I make it a point to give Kudos weekly to team members for various reasons and I open space for staff to highlight others in the same way. The work they do in the field is taxing and hard, it is important that it be recognized and highlighted.
