Lynn E. Lawrence, CMSgt (ret), USAF CPOT, ABOC, COA, OSC
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Transcript of Lynn E. Lawrence, CMSgt (ret), USAF CPOT, ABOC, COA, OSC
Lynn E. Lawrence, CMSgt (ret), USAF CPOT, ABOC, COA, OSC
Faye Wattleton‐ “The only safe ship in a storm is leadership.”
hich is the toxic employee?
This lecture is designed to educate Office Managers and employers and techniques used to resolve issues with a troubled employee.
Documentation and counseling techniques will be discussed and sample forms will be provided.
A tool to develop “Traits of a good team player” will be highlighted. Points from Federal Labor Laws will be discussed.
Define Toxic Employee Impact upon team Hiring Office Leadership Position description Performance feedback Documentation Follow‐up actions Termination point
"Let no man pull you low enough to hate him” unk
Is it the employee or the environment
Does the office have rules and borders
Is office leadership visible
Has every effort been made to reform employee
Do you have a formal training program?
Does the employee know and understand their responsibilities
Is it written down (PD)
How do you correct performance deficiencies with your employees
Is your feedback candid and specific (not about feelings)
Tell about the change in jobs
What is a toxic employee?
Someone who consistently brings the team down
Great effort has been made to reform this individual
The individual does not understand that they are on a team
Refuses to work synergistically with others, always involved in drama (usually at home too)
The approach Don’t go with feelings, go with specifics
What is tangible Can it be measured Where does attitude fit in?
How does this behavior fit into the desired culture
Mission Goals Vision Lines of Authority Standards Leadership Sync Accountability Equity Employee Buy‐in
Ken Blanchard‐“ None of us is as smart as all of us.” Synergy is what makes the team invaluable.
If you make an attempt to establish goals and direction for the office and you have an employee that refuses to give the change a try…this is a sign that the employee has confusion with their role in the office…you need to re‐direct…
Don’t assume anything …teach the rules! Having an awareness of how your actions, body language, and words affect others
Being accountable for one’s action Learning to master skills of the trade Leading by your example Having a passion that cannot be stopped
have a body of knowledge, scope of practice, agreed upon values, oath or code and accountability to our society for their profession and their professional behavior.
What conduct do you allow in your office? What you allow will continue.
What is a profession?
An occupation requiring specialized knowledge and often long and intensive academic preparation
Conforming to the technical or ethical standards of a profession
If you own the practice, you shouldn’t feel like the matador
Where the culture is established
Span of control Set high standards for your
staff Describe acceptable
behavior for your office Post your standards Reward openly, correct in
private Set the bar for “Becoming
an expert” Get Oms training
Start with something positive
Support the leadership, stand as one
Do not allow foolishness during the meeting
An agenda is critical
Be visible
Avoid showing up for the problems only
Groom your office manager, support them and allow them to handle the day to day issues
Document, Document, Document, and document some more
Perform incident reports
Identify witnesses, time, dates, everything
Keep am accurate log
Listen to your staff!
Make sure they listen to you!
Jesus Story:
‐ Learn good listening skills‐Don’t prejudge
"Our lives begin to end the day we become silent about things that matter".Martin Luther King Jr.
From the beginning set the bar high The interview
Clear and tangible rules Office goals that are posted,
easy to see
Only post those you will enforce or it will devalue all the other rules
Develop a feedback system Formal feedback
Regular basis…they know it is coming
PERFORMANCE OF ASSIGNED DUTIES Quality and Quantity of work: Timeliness of Work:
KNOWLEDGE OF PRIMARY DUTIES Technical Expertise: Knowledge of Related Areas: Applies Knowledge to Duties:
COMPLIANCE WITH STANDARDS Customs and Courtesies
CONDUCT Responsibility: Support for Organizational Activities: Respect for authority: Maintenance of Facilities:
SUPERVISION/LEADERSHIP Sets and Enforces Standards: Initiative: Self Confidence: Provides Guidance/Feedback: Fosters Teamwork:
INDIVIDUAL TRAINING REQUIREMENTS Upgrade Training Professional Education: Proficiency/Qualification:
COMMUNICATION SKILLS Verbal: Written:
ADDITIONAL FACTORS Values: Demonstrate Integrity: Service to Others Before Self: STRIVE FOR EXCELLENCE IN ALL THEY DO:
Education:
Set clear standards Observe behavior Conduct the interview Give honest feedback
Positive
Negative
Corrective
Monitor progress
Positive
Negative
If an employee feels they can get away with something, they will push until they get what they want or someone in leadership puts a stop to the foolishness
Office behavior is dictated by those in leadership, not by those in subordinate situation
Norm Positive Effects on Norm Negative
Organization and personal pride ‐ People see themselves as a part of the team‐ They display ownership
‐High work standards‐Pride in accomplishments‐Workers feel stake in outcomes
‐People quick to criticize‐Show little concerns for problems‐Treat job as a 8‐5‐No after‐hour involvement
Teamwork/Communication ‐People are open‐Information freely shared‐Rewards/recognition shared
‐Shared information and expertise more effectiveness‐Cooperative atmosphere‐Open communication maintained
‐People hold vital information‐People go out of their way to make themselves look good‐Always looking out for himself
Leadership/Supervision ‐Open door policy active‐People come to the boss for advice‐Work gets done without the boss present
‐Less psychological gaming‐Supervision f0cused on leading, helping, and developing
‐Cats away, the mice will play‐Subordinates only communicate when forced‐Subordinates get quiet when boss enters room‐Boss trying to catch workers doing wrong
Customer Relations ‐ Attitude that everyone’s time/ mission is of value and treated with respect
‐Satisfied customers‐Customer feedback is seen as a motivator by workers and supervisors
‐Complaints from patients‐Lack of respect shown by workers‐Rudeness, apathy, anger, displayed‐Keeping others waiting
Profitability/Cost Effectiveness ‐Funds outlive budget‐Little waste‐Workers question cost
‐Funds available for priority items‐Essential items last longer
‐Blank checkbook mentality‐Trash can always full
Innovativeness/Creativity ‐Workers experiment with new ways‐Active suggestion program
‐More effective methods surface‐Creative people motivate to improve output
‐People criticized for new ideas‐Nothing new in years‐Listening is not an acquired skill
Training/Development ‐Unit fully supports training (OJT,PME, off‐duty education‐Training is vital part of job
‐More qualified people to do tasks‐Experience workers free to take on tough taskings‐Able to adapt to new technology
‐Training program routinely miss target dates‐High qualification failure rates‐Slow to adapt to new systems
Why do you call yourself a leader?
Doc, office manager, are you afraid of coming out of your exam room because of staff drama?
Afraid of getting involved?
Doctor/Office Manager do you wait until things are on your last nerve?
Do you allow shouting matches
You need to turn the staff away from negative behavior
Identify leadership Polite Why we are here Eliminate chaos…bid for
power…who is in control Constructive criticism Esprit de corps Team concepts Continual improvement
processes Conflict resolution Professional treatment
Standards
Reinforcement
Constant communication
Immediate correction *
Time‐intervention
Specific Focused on critical items
Measurable Concrete deliverables
Achievable Produces highest performance and
motivation
Relevant Currency on important issues
Time based Must have deadlines
Make a score card to track the goals
Use a thermometer or some other device to show progress for all
An apprentice period Probationary period Don’t trust the interview
Check “Facebook” Check with previous employers
Check letters of recommendation
Don’t trust a feeling Background checks
Review job description Document strengths Document weaknesses Document concerns Document tangible plan for change
Document next follow‐up date
A systemic, two‐way discussion between supervisor and subordinate concerning duty performance as compared to established standards and goals
Feedback supports individual growth…directional progress Upward
downward
Always have previous evaluation available
While we are free to choose our actions, we are not free to choose the consequences of our actions.‐Steven Covey
Values: Demonstrate Integrity: Do they so what’s right even when no one is looking? Can they be trusted? Do they tell the truth? Do they cut corners?
Service to Others Before Self: Do they try to avoid work? Do they put in extra hours when needed without complaining? Are they willing to go to the extreme or do they try to get out of assignments?
STRIVE FOR EXCELLENCE IN ALL THEY DO: Do they do the best job possible? Are they committed to dong it right? Do they pass the buck or not accept responsibility?
Education: If they’re finished their standard training requirements, are they trying to improve themselves? (education/away from the office) Are they involved in any professional organization?
Be clear on expected outcomes
Plan what you will say
Have the strategy in your mind
Use the “I” message, it demonstrated responsibility and authority
Have the employee repeat back expectations
Get rid of the workers that won’t work as a team
Cut the cancer off from the team
Assist those who find it difficult conforming to the plan to transition into another environment more conducive for their personal growth
Deal in specifics (tangibles) Avoid general statements Behavior, effect, thoughts Quality, quantity,
timeliness, cost Focus on actions Must be non‐threatening
Determine time/place Give FB ASAP/avoid
waiting Refrain from including
other issues Avoid topics not FB related
Make every effort to reform employee
Document, document, document
Document some more Let them know they are being monitored
Be specific Be clear
They never use my name They ask me to repeat info
already given They never admit mistakes They are not well groomed They talk to their friends
instead of the patients They talk on the phone
while the patients wait They act condescending They lie about what they
have done
They give rules with no explanation
They blame the computer They won’t look me in the eye They make stuff up in their
answers They smile and don’t mean it They give a smart flippant
answer They don’t listen to what I
have to say They question my honesty
Punctuality Poor communications Feedback/follow‐up actions Poor accountability The “Blame Game” The “I told you so” attitude Turn down opportunities Spreading rumors Drama Queen/King Never satisfied
Sign for staff door:
We are NOT paying you to have a bad day!
Keep an application for Burger King by the time clock
800mg Suck it up
500mg Happy Pills
1000mg Kaboom
1000mg Fruit of theSpirit
Be in charge
Be focused on goals
Be clear
Praise in public
Correct in private
Outline acceptable steps:
Be firm and respectful
Describe specifically the behavior or situation
Express clearly what the concerns are
Suggest alternatives for agreement
Consequences for negative impact on team performance, strive for consensus
What do you practice at home?
3 things in life that once gone can never come back Time
Words
Opportunity
3 thing in life that can destroy a person
▪ Anger
▪ Pride
▪ Unforgiveness
3 things in life that are most valuable Love Family and friends kindness
3 things in life you show never lose Hope Peace Honesty
Staff members must know the negative impact of un‐necessary drama
Communicate expectations of professional maturity
Provide opportunity to improve
Take action ASAP when there is a disruption that negatively impacts the office
Get all of the facts
As long as there are people the will be conflicts
U.S. Department of Labor
Interview question
Question:What notices must be given before an employee is terminated or laid off?
Answer:The Fair Labor Standards Act (FLSA) has no requirements for notice to an employee prior to termination or lay‐off. In certain cases, employers must give the workers advanced notice of mass layoffs or plant closure. The Warn Actprovides specific information on advance notice, employer responsibility and workers rights during mass layoffs or plant closure.
http://www.dol.gov/whd/state/state.htm
There is no reason to have rules that you will not enforce
Failing to enforce any rule, devalues every rule
Accountability enforces leadership
An office with high standards will have high motivation
An office with loose standards will have plenty of drama
Leadership will have to set the example of the standards
Identify specific issues Document Constant monitoring Stop the drama!!! Establish timelines and stick to them
Constant feedback Point of termination
When every effort has been made and the risk is not worth the investment…terminate the relationship
A new work environment may be just what the person needs to appreciate their job!
An economics professor at a local college made a statement that he had never failed a single student before but had once failed an entire class. That class had insisted that Obama's socialism worked and that no one would be poor and no one would be rich, a great equalizer. The professor then said, "OK, we will have an experiment in this class on Obama's plan". All grades would be averaged and everyone would receive the same grade so no one would fail and no one would receive an A... After the first test, the grades were averaged and everyone got a B. The students who studied hard were upset and the students who studied little were happy. As the second test rolled around, the students who studied little had studied even less and the ones who studied hard decided they wanted a free ride too so they studied little. The second test average was a D! No one was happy. When the 3rd test rolled around, the average was an F. The scores never increased as bickering, blame and name‐calling all resulted in hard feelings and no one would study for the benefit of anyone else. All failed, to their great surprise, and the professor told them that socialism would also ultimately fail because when the reward is great, the effort to succeed is great but when government takes all the reward away, no one will try or want to succeed.
Thank you