Confronting Without Conflict and Guilt

Supporting and Holding Your People Accountable

The first step of handling issues and breakdowns in delivery is facing them.

This course will help you increase accountability and productivity by effectively dealing with concerns and breakdowns. You will learn to create goals in the form of commitments that are specific, measurable, attainable, and relevant to executing on your organization’s strategy. Next you will learn to develop measurement milestones that let you and your people know exactly where you all stand at any moment. You will also understand how to get buy-in to the goals and the performance standards. Finally, you will learn a structured system for conducting accountability discussions that actually correct an employee when he or she is going off course without creating resentment and conflict.

Managers get things done by delegating, however, delegation is a process, not an event, and includes tracking and assessing results delivered by others. The competence to confront issues and breakdowns is a critical part of the process that must be mastered to be an effective manager. However, facing issues and breakdowns is often avoided or ineffectively handled. Participants will gain effective perspective, ready to use templates, conversational tools, and renewed confidence to address critical issues and breakdowns in the process of delivering on their commitments.

COURSE TOPICS

  • What is a manager’s job…bottom line? What does a manager get paid for? How to increase value.
  • Competing Commitments: Why we let things go rather than facing them.
  • Low Investment / High Return Influencing: How to stay on “high ground” and avoid losing your rightful managerial power.
  • Redefining Confrontation: What you need to know about supporting your people in the learning process. Making it easier to develop your people’s competence.
  • Characteristics of Effective Confrontation
    • Structural Components: Setting things up to avoid serious yet common mistakes; how to manage commitments rather than activities.
    • Process Components: Steps to take and the order in which to take them.
    • Psychological Components: Why we avoid; how we can deal with our own tendencies to avoid; getting past our own buttons/triggers and barriers to being effective in the delegation process; being aware of the “dinosaur brain”
  • The Six Steps to an effective confrontation conversation.
  • How to control the process to assure it works for both of you.
  • Effectively dealing with the reactions and upsets of your report.
  • Putting it all together to increase value and your managerial power.

“Trying to run a business, department or unit without accountability is equivalent to closing your eyes and hoping for the best. This workshop gave my managers the tools and perspective needed to raise the bar on accountability. My managers are more energized and productivity has increased.”
-- Howard Elder, VP Engineering
BEA Systems Inc.

“The two biggest reasons why managers fail involve accountability. First, most mangers fail to hold people accountable because accountability discussions are often needlessly difficult and confrontational. Second, managers frequently put the wrong performance measurements in place. Measure the wrong thing and you get busy work. Measure the right things and you focus attention on those activities that really drive the organization forward.”
--Dale Carnegie

 

 

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