2012 ASTD MS Annual State-wide Symposium Breakout Session 1 by Wanda J. Freeland, S.M.A.R.T. Performance Solutions. June 14, 2012. The University of Southern Mississippi Gulf Park Campus.

1. Influencing Others: To do what they
are supposed to do!
Wanda Freeland, SPHR
228.355.0156
www.smartperfsolutions.com*
Wanda@smartperfsolutions.com
*Affiliate of Center for Management and Organization Effectiveness (CMOE) 1

2. Why people don’t do what
they are supposed to do.
1. I don’t know ____ to do.
2. I don’t have ____ to do.
3. I was never ____ not doing it.
4. Not __________/__________
6..I ____ do it. for doing it.
7. I _____ do it. 5. Don’t have ______/________
to do it.
5% 5%
Low 90% High
Performers Average Performers Performers2

3. 12Q
At the Summit (A feeling like no other!)
Sense of achievement; clear focus; being the best you can be everyday!
Camp 3 (How can we all grow?) = Want to make things better; source of innovation
12. Over the last year, I had opportunities to learn and grow.
11. In the last six months, I spoke with someone about my progress.
Camp 2 (Do I belong here?) = Do my values match company’s and co-workers
10. I have a (best) friend at work.
9. My co-workers are committed to doing quality work.
8. The mission or purpose of my company makes me feel like my work is important.
7. At work, my opinions seem to count.
Camp 1 (What do I give?) = Individual perceptions of contribution/Other’s perceptions of
contribution
6. At work, there is someone who encourages my development.
5. My supervisor (or another) seems to care about me as a person.
4. In the last seven days, I received recognition or praise for good work.
3. At work, I have the opportunity to do what I do best every day.
Base Camp (What do I get?) = Basic Needs
2. I have the materials and equipment I need to do my work.
1. I know what is expected of me at work. 3
*Adapted from Gallup Organization’s First Break All the Rules by Marcus Buckingham and Curt Coffman.

4. Coaching: A Definition
An interactive communication process
between members of the organization (leaders
to team members, Peers to Peers, team
members to leaders) aimed at exerting a
positive influence.
Coaching enhances the motivation,
performance, awareness, and development of
another person. Coaching is an ongoing
process for building a partnership for
continuous improvement.
5

5. Veterans Boomers Gen-X Gen Y
Personal 1922 - 45 1946 - 64 1965 - 80 1981 - 2000
Characteristics
Respect for Authority; Optimism; Involvement Skepticism; Fun; Informality Realism; Confidence;
Core Values Conformers; Disciplined Extreme Fun; Social
Family Traditional; Nuclear Disintegrating Latch-key Kids Merged/Blended
Education A Dream A Birthright A way to get THERE An incredible expense
Media/Com Rotary phones; One Touch-tone Cell phones; Call Internet; Picture phones;
to one; Write a memo phones; call me me anytime email; text messaging
anytime
Dealing w/Money Put it away; Pay cash Buy now; Pay later Cautious; Conservative; Earn to SPEND!
Save, save, save
Workplace
Characteristics
Hard work; Respect Authority; Workaholics; Work Eliminate the task; self- What’s next/; multitasking;
Work ethic/Values Sacrifice; Duty before fun; efficiently; crusading causes; reliance; want tenacity; entrepreneurial;
Adhere to rules personal fulfillment; desire structure/direction; skeptical tolerant; goal oriented
quality; question authority
Work is An obligation Exciting adventure Difficult challenge; a contract Means to end; Fulfillment
Leadership Style Directive; Control Consensual; Collegial Ask why; challenges others TBD
Communication Style Formal; Memo In person Direct; Immediate Email; Voice Mail; Text
Feedback/Rewards No news is good news; Money; title recognition Immediate; Personal Meaningful work; now
Personal satisfaction freedom best
Messages that Motivate Your experience is You are valued; you are Forget the rules; Do it your You will work with bright,
respected needed way creative people
Work and Family Life
Ne’er the twain shall meet No balance; work to life Balance Balance
6

6. Trust*
Linking
Reviewing
Confronting Mentoring
Choosing
5% 90% 5% 7
*CMOE©

7. Order and Frequency
1
2
3
4
5
6
7
8 8

8. Coaching Continuum Worksheet
Termination Success
Counseling Performance
Development
Termination
Behavior
Performance
5% 45% 45% 5%
LOW AVERAGE HIGH
9

9. Elements of Due Process
Employee Employer
- Must understand - Be consistent in
expectations & actions; follow through
consequences w/consequences
- Given opportunity - Be appropriate to
to respond offense
- Have right to change
- Allowed reasonable
policies at any time
time to improve
- Ensure “Final Incident”
has sufficient
documentation
*101 Sample Write ups. Paul Falcone
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10. Additional Workshops/Resources
Workforce Development Solutions
Principles of Performance Leadership©
– Coaching for Performance/Development© (CMOE)
– Coaching for Counseling/Termination
– Coaching for Conflict Resolution ©
– HUDDLE Up! Best Part of a Supervisor’s Day! ©
– Other workshops upon request Wanda Freeland , SPHR
• Certified Senior Professional Human Resource
by the Society for Human Resource
Customer Service Management
– World Class Customer Service ©(Internal) • Certified Hospitality Department Trainer (AHLA)
– World Famous Customer Care ©(External) • MBA & Master of Science in Industrial and
Organizational Psychology.
Pinciples of Performance Management© • Myers Briggs Type Indicator (MBTI) practitioner
– Moving inexperienced workers to experienced workers and DISC trained.
in 90 days or less; new employee/department • Certified Wilson Learning & CMOE
orientation, workflow process mapping, job analysis, etc. • Former ACT WorkKeys® Job Profiler
• Experience: hospitality/casino, banking &
– Employee Engagement Survey© industrial operations
– Custom designed work position training www.smartperfsolutions.com
Wanda@smartperfsolutions.com
228.355.0156
For more information and additional workshops and workforce development solutions, go to our website 11
www.smartperfsolutions.com (An Affiliate of Center for Management and Organization Effectiveness www.cmoe.com)