FOCUS ON SUCCESS NOT SUPERVISION
FOCUS ON SUCCESS NOT SUPERVISION
Role and Purpose: •
Increase capacity and maximize effectiveness of the President/CEO
•
Key advisor to CEO on policy, communications, procedures, and organization functionality
Oversee: • • • • • Katherine Shenar Senior Vice President & Chief of Staff
Communications Community Outreach People Development Volunteer Engagement Information Technology
What I Usually Do: • Brief and support the CEO • Ensure his Point of View is communicated and understood throughout the organization • Problem solver for complex, timesensitive issues • Help my division leaders succeed Katherine Shenar Senior Vice President & Chief of Staff
Founded in 1880 – oldest nonprofit in our community Located in southern California 3.2 million residents in San Diego County City of San Diego is 8th largest in the nation Help nearly 30,000 animals annually (20,000 companion, 10,000 wildlife) 325 FTE 24-hour-Kitten Nursery Behavior Center Wildlife Rehabilitation Triage Center 3 Public Campuses $22 million dollar annual operating budget
5
Major Divisions Opera&ons* Strategic* Ini&a&ves*
Community* Engagement*
People* Development*
Development*
Finance*
Humane*Law* Enforcement*
7
8
9
FOCUS ON SUCCESS NOT SUPERVISION
watch
oversee mind observe
monitor 12
13
14
favorable outcome progress
benefit
achievement accomplishment triumph
win
18
19
20
Management or
Employee 21
Employee
22
Remember Your Favorite Boss? Probably • • • • • •
Taught you Treated you well Challenged you Rewarded you Laughed with you Helped you feel successful
Remember Your Worst Boss? Probably • Expected you to mind read • Talked down to you • Micro-managed you • Took all the credit • Lacked sense of humor
#1 Reason Employees Quit?
Their boss Only 12% of workers actually leave for more money
28
You can’t define your culture without them.
Management
31
“When you do things yourself, you are a technician. When you get things done through others, you are a manager.”
- Lawrence Appley Former President American Management Association
Management
is getting results through others.
What We Know: 1. Management is getting things done through others 2. You need your employees more than they need you. 3. You get paid for what your employees do, not what you do
You only succeed when your people succeed
Motivation
Motivation?
Top Reasons Why Employees
Don’t Do What They Are Supposed To Do 1. They don’t know why they should do it 2. They don’t know how to do it 3. They don’t know what they are supposed to do 4. They think your way will not work 5. They think their way is better 6. They think something else is more important 7. There is no positive consequence to them for doing it 8. They think they are doing it 9. They are rewarded for not doing it 10. They are punished for doing what they are supposed to do 11. They anticipate a negative consequence for doing it 12. There is no negative consequence to them for poor performance 13. Obstacles beyond their control 14. Their personal limits prevent them from performing 15. Personal problems 16. No one could do it Ferdinand Fournies Why Employees Don’t Do What They Are Supposed To Do And What You Can Do About It, 25,000 managers
Employee Assistance Program
One in six veterinarians contemplate suicide.
National suicide average for American workers is 1.5 per 1 million. Animal Rescue Workers: Suicide rate of 5.3 in 1 million workers Rate shared only by Firefighters and Police
American Journal of Preventative Medicine
Achievement
Productivity
Why Behavior? You can measure it You can see when it is wrong You can talk about it unemotionally You can see it when it changes
“As coaches, we must focus on behavior, not people. People are in charge of their behavior. If you focus on the behavior, attitude will shortly follow.” – Ferdinand Fournies
51
52
How Do Managers Help Employees Succeed? Expectations Communicate Training Remove Obstacles Tools Evaluate
Expectations
Why it matters, what are the desired behaviors and results, when is the deadline, what are priorities, etc.
Training
SOPs, classes, mentorship, guidance, etc.
Tools
Computer, equipment, supplies, etc.
Communicate
Positive feedback on their accomplishments, insight on how to improve their performance, ask them questions and LISTEN!
Remove Obstacles
Evaluate
How are they are doing and what do they need to do to succeed
FOCUS ON SUCCESS
X
Human Resources
People Development and
Employee Engagement
Courage • You*respec@ully*share*your*input* even*if*it*may*be*controversial*or* contrary*to*current*prac&ces* * • You*are*willing*to*make*tough* decisions*and*take*smart*risks** • You*try*new*things*even*if*they* scare*you** • You’re*not*afraid*to*make* mistakes* • You*ques&on*ac&ons*inconsistent* with*our*values*
Empathy • You*strive*to*understand* and*appreciate*the*feelings* of*your*colleagues*and*our* clients* • You*see*through*the*eyes*of* another* • You’re*not*judgmental*of* others*
Engaged • * •
You’re*commiHed*to*our*mission*and* you*are*passionate*about*being*here* You*seek*to*understand*our*clients*and* their*needs*
•
You*crave*learning*more*about*our* efforts*and*listen*to*your*colleagues*
•
You*are*invested*in*our*strategic*vision* and*par&cipate*through*your*ac&ons*
•
You*value,*thank,*and*appreciate*our* volunteers*
Enthusiastic • You*demonstrate*excitement*and* interest*in*our*efforts* • You*seek*out*new*challenges,*take* ini&a&ve*and*go*the*extra*mile* • You’re*happy*about*being*part*of* San*Diego*Humane*Society*which* is*revealed*daily*in*your*posi&ve* ac&ons*and*behavior* • You*are*good*spirited,*warm*and* friendly*to*colleagues,*volunteers,* and*community*
Impactful • You*recognize*you’re*part*of*a* team*in*the*animal*welfare* movement*that*supports*people* and*animals* * • You*seek*out*ways*to*contribute* more*in*your*role* • You*shoot*for*the*moon*and*go* the*extra*mile* • You*remove*barriers*and*help* others*achieve*goals*
Integrity • You*can*always*be*counted* on*to*“Do$the$Right$Thing”$ * • You*lead*by*example*with* honesty*and*accountability* • You*take*ownership*and* follow*through** * • You*earn*respect*of*your* colleagues*by*trea&ng* everyone*with*respect*
Resourceful * • You*demonstrate*cost* consciousness*with*respect* for*donated*dollars* • You*adapt*to*change*and*help* your*colleagues*do*the*same* * • You*see*challenges*as* opportuni&es*for* improvement*and*offer* solu&ons* * • You*figure*out*how*to*make* things*happen*instead*of* erec&ng*barriers* *
X
Success Discussions
1 page with bullet points, includes employee input, agreed goals, determine what improvement is needed, set target date for improvement, talk, coach, and inspire.
Critical Factors Organizational Success Making People Matter Job Effectiveness Additional Factors for Managers
SMART Goals – Specific – Measurable – Attainable – Relevant – Timely
Notice of Concern:
Immediate feedback through conversation and coaching, prevents problems from escalating to more serious offenses that require traditional disciplinary actions such as a write up
How Do Managers Help Employees Succeed? Expectations Communicate Training Remove Obstacles Tools Evaluate
Questions?"
Katherine Shenar [email protected]
Thank YOU
Role and Purpose: •
Increase capacity and maximize effectiveness of the President/CEO
•
Key advisor to CEO on policy, communications, procedures, and organization functionality
Oversee: • • • • • Katherine Shenar Senior Vice President & Chief of Staff
Communications Community Outreach People Development Volunteer Engagement Information Technology
What I Usually Do: • Brief and support the CEO • Ensure his Point of View is communicated and understood throughout the organization • Problem solver for complex, timesensitive issues • Help my division leaders succeed Katherine Shenar Senior Vice President & Chief of Staff
Founded in 1880 – oldest nonprofit in our community Located in southern California 3.2 million residents in San Diego County City of San Diego is 8th largest in the nation Help nearly 30,000 animals annually (20,000 companion, 10,000 wildlife) 325 FTE 24-hour-Kitten Nursery Behavior Center Wildlife Rehabilitation Triage Center 3 Public Campuses $22 million dollar annual operating budget
5
Major Divisions Opera&ons* Strategic* Ini&a&ves*
Community* Engagement*
People* Development*
Development*
Finance*
Humane*Law* Enforcement*
7
8
9
FOCUS ON SUCCESS NOT SUPERVISION
watch
oversee mind observe
monitor 12
13
14
favorable outcome progress
benefit
achievement accomplishment triumph
win
18
19
20
Management or
Employee 21
Employee
22
Remember Your Favorite Boss? Probably • • • • • •
Taught you Treated you well Challenged you Rewarded you Laughed with you Helped you feel successful
Remember Your Worst Boss? Probably • Expected you to mind read • Talked down to you • Micro-managed you • Took all the credit • Lacked sense of humor
#1 Reason Employees Quit?
Their boss Only 12% of workers actually leave for more money
28
You can’t define your culture without them.
Management
31
“When you do things yourself, you are a technician. When you get things done through others, you are a manager.”
- Lawrence Appley Former President American Management Association
Management
is getting results through others.
What We Know: 1. Management is getting things done through others 2. You need your employees more than they need you. 3. You get paid for what your employees do, not what you do
You only succeed when your people succeed
Motivation
Motivation?
Top Reasons Why Employees
Don’t Do What They Are Supposed To Do 1. They don’t know why they should do it 2. They don’t know how to do it 3. They don’t know what they are supposed to do 4. They think your way will not work 5. They think their way is better 6. They think something else is more important 7. There is no positive consequence to them for doing it 8. They think they are doing it 9. They are rewarded for not doing it 10. They are punished for doing what they are supposed to do 11. They anticipate a negative consequence for doing it 12. There is no negative consequence to them for poor performance 13. Obstacles beyond their control 14. Their personal limits prevent them from performing 15. Personal problems 16. No one could do it Ferdinand Fournies Why Employees Don’t Do What They Are Supposed To Do And What You Can Do About It, 25,000 managers
Employee Assistance Program
One in six veterinarians contemplate suicide.
National suicide average for American workers is 1.5 per 1 million. Animal Rescue Workers: Suicide rate of 5.3 in 1 million workers Rate shared only by Firefighters and Police
American Journal of Preventative Medicine
Achievement
Productivity
Why Behavior? You can measure it You can see when it is wrong You can talk about it unemotionally You can see it when it changes
“As coaches, we must focus on behavior, not people. People are in charge of their behavior. If you focus on the behavior, attitude will shortly follow.” – Ferdinand Fournies
51
52
How Do Managers Help Employees Succeed? Expectations Communicate Training Remove Obstacles Tools Evaluate
Expectations
Why it matters, what are the desired behaviors and results, when is the deadline, what are priorities, etc.
Training
SOPs, classes, mentorship, guidance, etc.
Tools
Computer, equipment, supplies, etc.
Communicate
Positive feedback on their accomplishments, insight on how to improve their performance, ask them questions and LISTEN!
Remove Obstacles
Evaluate
How are they are doing and what do they need to do to succeed
FOCUS ON SUCCESS
X
Human Resources
People Development and
Employee Engagement
Courage • You*respec@ully*share*your*input* even*if*it*may*be*controversial*or* contrary*to*current*prac&ces* * • You*are*willing*to*make*tough* decisions*and*take*smart*risks** • You*try*new*things*even*if*they* scare*you** • You’re*not*afraid*to*make* mistakes* • You*ques&on*ac&ons*inconsistent* with*our*values*
Empathy • You*strive*to*understand* and*appreciate*the*feelings* of*your*colleagues*and*our* clients* • You*see*through*the*eyes*of* another* • You’re*not*judgmental*of* others*
Engaged • * •
You’re*commiHed*to*our*mission*and* you*are*passionate*about*being*here* You*seek*to*understand*our*clients*and* their*needs*
•
You*crave*learning*more*about*our* efforts*and*listen*to*your*colleagues*
•
You*are*invested*in*our*strategic*vision* and*par&cipate*through*your*ac&ons*
•
You*value,*thank,*and*appreciate*our* volunteers*
Enthusiastic • You*demonstrate*excitement*and* interest*in*our*efforts* • You*seek*out*new*challenges,*take* ini&a&ve*and*go*the*extra*mile* • You’re*happy*about*being*part*of* San*Diego*Humane*Society*which* is*revealed*daily*in*your*posi&ve* ac&ons*and*behavior* • You*are*good*spirited,*warm*and* friendly*to*colleagues,*volunteers,* and*community*
Impactful • You*recognize*you’re*part*of*a* team*in*the*animal*welfare* movement*that*supports*people* and*animals* * • You*seek*out*ways*to*contribute* more*in*your*role* • You*shoot*for*the*moon*and*go* the*extra*mile* • You*remove*barriers*and*help* others*achieve*goals*
Integrity • You*can*always*be*counted* on*to*“Do$the$Right$Thing”$ * • You*lead*by*example*with* honesty*and*accountability* • You*take*ownership*and* follow*through** * • You*earn*respect*of*your* colleagues*by*trea&ng* everyone*with*respect*
Resourceful * • You*demonstrate*cost* consciousness*with*respect* for*donated*dollars* • You*adapt*to*change*and*help* your*colleagues*do*the*same* * • You*see*challenges*as* opportuni&es*for* improvement*and*offer* solu&ons* * • You*figure*out*how*to*make* things*happen*instead*of* erec&ng*barriers* *
X
Success Discussions
1 page with bullet points, includes employee input, agreed goals, determine what improvement is needed, set target date for improvement, talk, coach, and inspire.
Critical Factors Organizational Success Making People Matter Job Effectiveness Additional Factors for Managers
SMART Goals – Specific – Measurable – Attainable – Relevant – Timely
Notice of Concern:
Immediate feedback through conversation and coaching, prevents problems from escalating to more serious offenses that require traditional disciplinary actions such as a write up
How Do Managers Help Employees Succeed? Expectations Communicate Training Remove Obstacles Tools Evaluate
Questions?"
Katherine Shenar [email protected]
Thank YOU
