Modeling HPT: Diagnostic and Prescriptive Power
Modeling HPT: Diagnostic and Prescriptive Power April 28, 2015, 2:00 to 3:15 pm John B. Lazar, MA, MCC, NCOCTM CEO | Leadership/Executive Coach and Management Consultant John B. Lazar & Associates, Inc. Daniela Robu, MSc, CPT, CRP Director| Knowledge Management Infrastructure Alberta Health Services April 26-29, 2015 www.ispi.org/AC2015 San Antonio, Texas Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Modeling HPT: Diagnostic and Prescriptive Power Lead presenter: John B. Lazar, MA, MCC, NCOC™ Co-Presenter: Daniela Robu, MSc, CPT, CRP Case Study Overview Understand performance environment through case study example. Discussion 1: Diagnose performance gaps (problems) for root causes. Discussion 2: Understand the selection of interventions for analyzed performance. Discussion 3: Evaluate intervention outcomes. HPT Models Learn about how to apply a systemic, systematic approach through different lenses: Models 1: HPT framework, Binder Models 2: Mortenson, Gillum Model 3: Phillips Practice Activities Practice on scenario and how to apply the models and tools Activity 1: Practice diagnosing gaps to probable behaviours and root causes. Activity 2: Practice selecting intervention(s), given identified root causes. HPT Models Learn about how to apply a systemic, systematic approach through the lenses of simplified Model 1: HPT framework Van Tiem, Moseley, & Dessinger (2012) [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 1 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 1: Diagnose performance gaps (problems) for root causes. Discussion 2: Understand the selection of interventions for analyzed performance. Discussion 3: Evaluate intervention outcomes. Case Study Overview Understand performance environment through case study example. Business: 4th generation, family-owned optical care company in Chicago, now has 16 stores in area. Organizational Structure: Each store has store manager (SM); two regions, each with 8 stores; regional store manager (RSM) for each region; RSMs are members on leadership team, reporting to CEO. Background and Performance Issue: Rick, SM for three years, promoted to RSM, replacing someone who left company. CEO had been coaching Rick for one year to perform as effective RSM but not getting desired business results. He requested/hired executive coach for Rick. CEO 16 Stores Regional Store Manager 8 Stores Regional Store Manager 8 Stores Store Manager Store Manager 1 Store Store Manager 1 Store 1 Store Store Manager Store Manager 1 Store Store Manager 1 Store Store Manager 1 Store Store Manager 1 Store 1 Store Lazar (2005) Case Study Overview Understand performance environment through case study example. Discussion 1: Diagnose performance gap (problem) for root causes. Behaviours Work Outputs Delegate Doesn’t Delegate well Accountable Reports Incomplete, Inaccurate, Late Missed opportunities Doesn’t set expectations; doesn’t hold others Accountable Exams only, Multiple Pairs Performance Feedback Excessive remakes in some stores Doesn’t hold Effective store meetings to orient/organize SMs Speak up Product Sales Sales Below Budget Profits Profits Below Target Remakes Doesn’t give Effective performance feedback Store Meetings Business Results Engagement, ideas Lack of engagement and idea generation in Leadership Team (LT) meetings Doesn’t contribute at LT meetings Lazar (2005) [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 2 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 HPT Model Understand performance environment through case study example. Models 1: Binder’s Performance Chain & Six Box Model Behaviour Influences Behaviours Work Outputs Business Results 1. 2. 3. 4. 5. 6. Expectations & Feedback Tools & Resources Consequences & Incentives Skills & Knowledge Selection & Assignment Motives & Preferences Plan Analyze Present Negotiate Design Ask Evaluate Demonstrate Write Etc. Deliverables Transactions Decisions Milestones Relationships Changes Solutions People who do or produce Teams that… Product Sales Revenues Profits Employee Engagement Shareholder Value Market Share Quality Etc… Lazar (2005) Case Study Overview Understand performance environment through case study example. Discussion 1: Diagnose performance gap (problem) for root causes. Binder’s Performance Chain & Six Box Model Behaviour Influences Behaviours Work Outputs Business Results 1. 2. 3. 4. 5. 6. Expectations & Feedback Tools & Resources Consequences & Incentives Skills & Knowledge Selection & Assignment Motives & Preferences Plan Analyze Present Negotiate Design Ask Evaluate Demonstrate Write Etc. Delegate Doesn’t Delegate well Accountable Doesn’t set expectations; doesn’t hold others Accountable Store Meetings Doesn’t hold Effective store meetings to orient/organize SMs Lazar (2005) Reports Speak up Product Sales Revenues Profits Employee Engagement Shareholder Value Market Share Quality Etc… Incomplete, Inaccurate, Late Product Sales Sales Below Budget Missed opportunities Profits Profits Below Target Exams only, Multiple Pairs Performance Feedback Doesn’t give Effective performance feedback Deliverables Transactions Decisions Milestones Relationships Changes Solutions People who do or produce Teams that… Remakes Excessive remakes in some stores Engagement, ideas Lack of engagement and idea generation in Leadership Team (LT) meetings Doesn’t Speak up at LT meetings Case Study Overview Understand performance environment through case study example. Discussion 1: Identify desired state through Executive Coaching (and other solutions) with CEO Binder’s Performance Chain & Six Box Model Behaviour Influences Behaviours Work Outputs Business Results 1. Plan Analyze Present Negotiate Design Ask Evaluate Demonstrate Write Etc. Deliverables Transactions Decisions Milestones Relationships Changes Solutions People who do or produce Teams that… Delegate Reports 2. 3. 4. 5. 6. Expectations & Feedback Tools & Resources Consequences & Incentives Skills & Knowledge Selection & Assignment Motives & Preferences Delegate well Accountable Set expectations; Hold others Accountable Complete, Accurate, Timely Missed opportunities Product Sales Revenues Profits Employee Engagement Shareholder Value Market Share Quality Etc… Product Sales Sales At or Above Budget Profits Profits At or Above Target At or Below acceptable Level Performance Feedback at all stores Remakes Give Effective performance feedback Store Meetings Hold Effective store meetings to orient/organize SMs Lazar (2005) Speak up Contribute to LT meeting di i At or Below acceptable Level at all stores Engagement, ideas Engaged in leadership team meeting discussions; offering ideas and perspectives [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 3 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 1: Complete gap analysis and identify root causes Binder’s Six Box Model Expectations & Feedback Tools & Resources Consequences & Incentives Skills & Knowledge Selection & Assignment Motives & Preferences Feels comfortable doing some SM tasks himself (even though inappropriate for him to do) Doesn’t know how to delegate well to SMs (setting expectations and standards, giving rationale, providing tools, monitoring performance) Doesn’t know how to or feel comfortable giving SMs performance feedback, renegotiating promises, and holding them accountable for improved performance Doesn’t know how to hold effective store visit meetings with SMs Doesn’t have any tools to support his management tasks Feels embarrassed, uncomfortable and resigned with his RSM performance; feels embarrassed and pressured to contribute in LT meetings Lazar (2005) Practice Activities Practice on scenario and how to apply the models and tools Activity 1: Practice diagnosing gaps to probable behaviours and root causes. Case Study Overview Understand performance environment through case study example. Discussion 2: Understand the selection of interventions for analyzed performance. [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 4 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 2: Understand the selection of interventions for analyzed performance. My change agent questions for myself: Given identified multiple performance gaps and their related root causes, what intervention(s) might be appropriate and which ones, taken together, could 1) Provide great(est) impact and benefit with least investment and unintended disruption of current practices? 2) Be accepted by decision maker? HPT Models Learn about how to apply a systemic, systematic approach through the lenses of simplified Models: Mortenson, Gillum Case Study Overview Understand performance environment through case study example. Discussion 2: Understand the selection of interventions for analyzed performance. Mortenson’s & Gillum’s Targeted Solution Matrix Performance Gaps Solution(s) Effort/ Benefit S/K for self-awareness & self-management Assessment for Regional Manager (with debriefing discussion) A L/H S/K for self-management and delegation Executive/leadership coaching Sessions for 90 min twice per month for: Effective Delegation to SMs B M/H S/K for self-management and performance management Executive/leadership coaching Sessions for 90 min twice per month for: Effective Performance Management Conversations with SMs C M/H S/K for self-management and reviewing KPIs Executive/leadership coaching Sessions for 90 min twice per month for: Review KPIs and translate to timely/specific coaching/training conversations with SMs D M/H S/K for delegation S/K for performance management Training/education with relevant Articles for: Effective delegation to SMs E L / M-H Training/education with relevant Articles for: Holding effective performance management conversations with SMs F L / M-H S/K for self-management and reviewing KPIs Training/education with relevant Articles for: Review KPIs and translate to timely, specific coaching/training conversations with SMs G Performance feedback, data, consequences Training/education with relevant Articles for: Tools/job aids to support RSM delegation conversations, store set up conversations, feedback conversations with SMs H Performance feedback, data, consequences Training/education with relevant Articles for: Tools/job aids to display daily store associate sales performance Data Informal Meetings with CEO (30 to 45 min) for: What he is Observing Expectations, feedback, consequences Informal Meetings with CEO (30 to 45 min) for: His assumptions, expectations and assessments I J K L / M-H L-M / H L/H L/M L/H Lazar (2005) [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 5 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 2: Understand the selection of interventions for analyzed performance. Mortenson’s Effort Benefit Matrix Assessment for Regional Manager (with debriefing discussion) A A K I H D C B E F G Executive/leadership coaching Sessions for 90 min twice per month for: Effective Delegation to SMs B C Effective Performance Management Conversations with SMs Review KPIs and translate to timely/specific coaching/training conversations with SMs Tools/job aids • To support RSM delegation conversations, store set up conversations, feedback conversations with SMs J • To display daily store associate sales performance D H I Informal Meetings with CEO (30 to 45 min) for: His assumptions, expectations and assessments K Lazar (2005) Practice Activities Practice on scenario and how to apply the models and tools Activity 2: Practice selecting intervention(s), given identified root causes. Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 6 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. My change agent questions to myself (at beginning of project): Given what my customer (CEO of the organization) wants me to accomplish with his Regional Sales Manager (my client) for his organization, 1) What evaluation framework makes sense to use? 2) What conversations do I need to have during contracting? 3) What commitments about accountability, responsibility, outputs, logistics and communications do I need to discuss and develop? 4) How do I estimate and include these resource allocation issues in the cost of what I propose? HPT Models Learn about how to apply a systemic, systematic approach through the lenses of simplified models. Model: Phillips Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. Level 2 Level 5: ROI Level 4: Business Impact After six months of coaching, Rick had learned some (L2): Level 3: Application Level 2: Learning Level1 : Reaction Principles and distinctions of effective delegation Principles and distinctions of effective performance management Relationships between KPI measures and kinds of conversations to have with SMs Skills to delegate effectively Skills to provide performance feedback and hold others accountable Skills to have coaching/training conversations with others Different attitude/assessment about his capacity to be successful RSM Different attitude/assessment about appropriateness of delegating and conducting performance management Different attitude about doing SM tasks as RSM Different attitude about how to contribute in LT meetings [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 7 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. Level 5: ROI Level 3 Level 4: Business Impact As a result of what he learned, Rick made the following behaviour changes (L3): Level 3: Application Level 2: Learning Level1 : Reaction Delegated (more) effectively to SMs Held (more) effective performance management conversations with SMs Gave feedback (more) effectively to SMs Held (more) effective store visit conversations with SMs Contributed ideas during or after LT meetings Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. Level 4 Level 5: ROI Level 4: Business Impact As a result of these behaviour changes, Rick produced these results through new behaviours by SMs, opticians, doctors and sales associates (L4): Level 3: Application Desired state through Executive Coaching and Other Solutions with Rick Level 2: Learning Level1 : Reaction Case Study Overview Understand performance environment through case study example. Discussion 3: Evaluate intervention outcomes. Level 5 Level 5: ROI Level 4: Business Impact Evaluation of effectiveness of blended (executive coaching, consulting) intervention (L5): Level 3: Application Level 2: Learning Calculated estimated ROI at end of coaching engagement: 1067% Calculated ROI after one year: 799% Level1 : Reaction [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 8 Modeling HPT: Diagnostic and Prescriptive Power 4/28/2015 Lessons Learned • Follow the ISPI principles and remain solutionneutral. • Contract well to frame the work, design for evaluation, and set mutual expectations. • Anticipate that performance problems may have multiple root causes and solutions. • Manage project and process for successful implementation. • Evaluate and report results; make credible claims. Adapted from Lazar & Robu (2014) References Binder C. (1998). The six boxes: A descendent of Gilbert’s behavior engineering model. Performance Improvement, 37(6), 48–52. Dunham, R. (2009). The generative foundations of action in organizations: Speaking and listening. IJCO The International Journal of Coaching in Organizations, 7(2), 43-63. Gilmore, E.R. (2008). Assessing the efficacy of a framework of human performance in organizations (Doctoral dissertation). Department of Instructional Technology, Indiana University. Lazar, J. (2005, September). Developing management practices through executive coaching plus – A case study. Presentation at ISPI Management and Organizational Practices conference, Las Vegas, NV. Lazar, J., & Bernardez, M. (2003). The supervisor’s job is performance support. Performance Improvement Global Network, ISPI. URL: www.pignc-ispi.org/articles/management/SupervisorEILazarBernardez.htm. Lazar, J.B., & Robu, D. (2014, September). Modeling a systematic approach to solving performance problems that deliver value: A case study application. Presentation at ISPI EMEA conference, Warsaw, Poland. Mortenson, K. (2012, June). Using HPT models for rapid performance analysis and solutions. Presentation at CISPI Crackerbarrel, Chicago, IL. Mortenson, K., & Gillum, T. (2013, October). Ledge-walking technology: Quick and painless HPT. Presentation at CISPI Fall Skillbuilding workshops, Lombard, IL. Phillips, P.P., Phillips, J.J., Stone, R.D., & Burkett, H. (2007). The ROI field book. Burlington, MA: Butterworth-Heinemann. Van Tiem, D.M., Moseley, J.L, & Dessinger, J.C. (2012). Fundamentals of performance improvement through people, processes, and organizations. San Francisco, CA: ISPI Wiley. About the Presenters John B. Lazar, MA, MCC, NCOC™ CEO | Leadership/Executive Coach and Management Consultant John B. Lazar & Associates, Inc. [email protected] 1 (708) 771-9176 Daniela Robu, MSc, CPT, CRP Director| Knowledge Management Infrastructure Alberta Health Services [email protected] 1 (403) 944-7700 [email protected] [email protected] © 2015 John Lazar and Daniela Robu. All rights reserved. 9
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