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How Caribbean Executives Can Raise Their Standards
Francis WadeHRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference CenterMay 13-4, 2013 Hear the audio by following the
link in the description
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We want high accomplishments
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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More than individual standouts
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Organizational Excellence?
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Don’t want confrontation or dis-harmony
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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History of unsuccessful confrontation – British taught us to “just ignore it”
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
History
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Effective Confrontation:The Only Way
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Executives who want results. But won’t confront
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You
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A Caribbean Solution
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My case
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2 partners
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With a partner, pick one interpersonal situation that you
want to improve. Take 2 minutes.
What problems could be resolved?Who would work well with whom?What new standard could be set and achieved?What stresses would disappear?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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How to Close the Gap?
1. Develop a hypothesis 2. Throw people in 3. Fight for immediate improvement
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1. Develop a hypothesis
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What are the Causes of a Problem?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
ProblemCause #1
Cause #2
Behaviours
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Example: Sales Behaviours
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
Poor SalesLack of leads
Not asking for leads
Not adding prospects to database
Weak closingPoor closing techniques
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Why Behaviours?
They are essential for change to occurThey are often ill-defined or unknownThey come after every other approach has been tried
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Assumption 1 Consistent, deliberate practice impacts performance
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Behaviours that are:
ObservableCoachableVisibleVideo-TapableHRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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For the problem you chose before…
What are the underlying behaviors you want to stop or
start?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
With a partner, choose one behaviour to focus on. Take 3
minutes.
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Assumption 2
People want positive results – rational self-interest
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Case Study
A client in 3 Caribbean countries (T&T, Barbados and Jamaica)Change coaching behaviours
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Diagnosis and Design:Embed behaviours into 2 person interactive cases
with a Protagonist and an Actor
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How? Custom-Built Cases
Involved interviewed with multiple executivesLooked for realistic situationsUsed real language / jargonExaggerated to emphasize an acute problem
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For Example
Unknown to him, the employee has received another job offer (for the same pay) and is in the final stages of making a decision. This interaction will help her decide.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
An IT manager must convince a seemingly lazy employee to improve her timeliness. She has started to arrive late to every single meeting.
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Protagonist
The focus of the training in each role-playTries his best to meet a pre-set goalReceives a description of the case from his perspective
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Actor
Follows a scripted roleAttempts to give the protagonist a challengeReceives a description of the case from her perspective
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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2. Throw people in
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Quiz: What’s the best way to start this kind of training session?a) Teach people the correct best practices in the
behaviour before doing the video-tapingb) Start video-taping right awayc) Give a brief outline of the best practices then
start tapingd) It doesn’t matter
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The Answer:
Each training session began with a short outline of the principles to be usedExperience shows that what is outlined makes little/no differenceThe real action starts when the video tape starts rolling – everyone wakes upThe principles are introduced during the debriefing
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Capture the interaction
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3. Going for Immediate Improvement
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Bad Performance
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Debrief the video-tape slowly
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Twin Objectives
Feedback for the protagonist Clearly defined best-in-class behaviours
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Further practice
Ask the Protagonist to repeat the role-play using the advice received (no cameras required)
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Why did that work?Why did I
fail?
Why didn’t my
experience match the
result?
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Behaviour Traps: Trinidadians
Friendly and so indirect that the actor would have no clue the shoe was about to drop
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Behaviour Traps: Barbadians
A Bajan General Manager spoke for the entire 7 minute roleplay, then defended the need to do so.
Others were publicly deferential… to a fault
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Behaviour Traps: Jamaicans
Either indirect and vague, or in school-teacher lecturing mode.
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No one-size-fits-all; each individual needs enough practice to get better
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
Culture Change!
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Summary
High standards require new individual skillsAll organizational improvements require collaboration and feedbackThe best feedback is often the hardest to giveSteady, deliberate practice is the only tactic that works
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Special Reports
1. Lights! Camera! Action! Method2. Lights! Camera! Action! Case Study
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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To Receive My Special Report
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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