High-Performance Team Leader - SHRM › learningandcareer › learning › onsite-training... · The High-Performance Team Leader course teaches team leaders how to integrate these

Copyright © 2016 Gallup, Inc. All rights reserved. Gallup® and Q12® are trademarks of Gallup, Inc.HPM_CourseFlyer_en-US_062116_bk

High-Performance Team Leader INSTRUCTOR-LED COURSE

Gallup has spent decades studying the world’s greatest team leaders, discovering the common strategies, principles and characteristics they all share. The High-Performance Team Leader course teaches team leaders how to integrate these findings into their own management approach to build and sustain individual, team and organizational performance.

Who Should Attend

This course is designed for anyone who manages people and who wants proven strategies, principles and activities for engaging every team member and enhancing the team’s overall performance.

What You Can Expect

From this course, participants will gain the practical experience they need to help them more confidently and effectively manage their daily responsibilities.

By attending the High-Performance Team Leader course, you will:

• gain actionable insights into your own talents to help you optimize your strengths as a team leader

• use your talents to individualize your management approach and develop your employees’ talents to improve their productivity

• practice proven techniques for engaging your employees, including leading effective ongoing conversations that enhance team performance

• create management strategies that yield higher levels of performance from your employees and teams

Participants will also learn how to lead individual and team conversations that will help employees understand and appreciate their talents, build their engagement and establish performance expectations to achieve greater success.

Participants will leave this fast-paced, two-day course with the tools, techniques and practical experience they need to more confidently and effectively manage in ways that create and sustain high performance personally, with each team member and with their team as a whole.

Program Format

Two-day course

Day One

Will of the World

The Path to High Performance

Skills of Strengths-Based Development

Gaining Insights Into Your Team’s Strengths

The Science of Engagement

Day Two

Assessing Your Team’s Engagement

Building Engaged Teams

The Art of Performance

Aiming Your Team at Performance

Refining Your Management Approach

Conducted at Gallup locations worldwide. Gallup can also deliver this course at your location for groups of 15 or more. Visit http://courses.gallup.com for upcoming dates, locations and tuition information or contact [email protected] with additional inquiries.

Participants who successfully complete this course can earn professional credit hours from leading professional organizations. You may email [email protected] to receive more information about professional credit hours for Gallup courses.

Program format is subject to change.

Copyright © 2016 Gallup, Inc. All rights reserved. Gallup® and Q12® are trademarks of Gallup, Inc.HPM_CourseFlyer_en-US_062116_bk

High-Performance Team Leader

Participants who attend this course receive the Managing for Engagement Kit.

INTRODUCTION TO EMPLOYEE ENGAGEMENT

Introduction to Employee Engagement

This guidebook discusses 12 elements that have a powerful influence on employee engagement as revealed by decades of Gallup science and research. The information includes how these elements help managers build trust among their employees that leads to high-performance thinking and actions.

INTRODUCTION TO STRENGTHS-BASED MANAGEMENT

Introduction to Strengths-Based Management

This guidebook provides the principles of strengths-based management that Gallup has gleaned from decades of research on what the most effective managers and teams do differently by harnessing their strengths for greater productivity and performance.

MANAGING FOR ENGAGEMENT RESOURCE GUIDE

Managing for Engagement Resource Guide

This powerful resource guide is divided into two sections to help managers hone their approach toward building a high-performance team. The first section provides information about how managers can use their strengths to individualize their approach and effectively manage others based on their specific talents. The second section includes details about each of the 12 elements of engagement and helps managers know what actions to take and how to involve their team, ask better questions and listen effectively to what their employees are saying to accelerate their engagement.

Engaging Conversations for Individuals and Teams

This binder shares what Gallup has learned over the past decade about keeping individual and team employee engagement conversations alive. It gradually takes managers through the most important individual and team conversations, helping them to prepare, lead and take immediate action based on the insights they gain.

STRENGTHS PROFILE FOR

EMPLOYEE’S TALENTS AND STRENGTHS:

THE VALUE THIS PERSON BRINGS TO

THE TEAM:

MOST IMPORTANT TASKS,

RESPONSIBILITIES, AND EXPECTATIONS

FOR THIS TEAM MEMBER’S ROLE:

MOTIVATIONAL FACTORS:

PERFORMANCE METRICS/GOALS:OPPORTUNITIES FOR DEVELOPMENT:

This document may be copied or reproduced for individual use. It cannot be altered or modified without the written permission of Gallup.

Copyright © 2013 Gallup, Inc. All rights reserved.

INDIVIDUAL CONVERSATIONSTHREE CONVERSATIONS THAT MATTER

FOR TEAM MEMBER

TALENTS AND STRENGTHS (TOP FIVE CLIFTON STRENGTHSFINDER THEMES)

Individual Conversation Tools

The Individual Conversations guide and Strengths Profile tool support each of the individual conversations and provide a place to record notes, observations, insights and actions to take for each employee.

This document may be copied or reproduced for individual use. It cannot be altered or modified without the written permission of Gallup.

Team ConversaTion:

Understand and appreciate strengths

The purpose of this team conversation is to appreciate the team’s individual and collective talents and strengths. Your job

as the manager is to help team members harness their individual and collective talents and intentionally bring them to

life daily.

As a team, have each person share his or her responses to each set of questions. Flip the page to record the key responses

that will help you remember the insights gained and informal commitments shared during the conversation.

1. YoU get the Best of Me When …

Discuss how to draw out the best in each person by

sharing responses to the following questions.

• Give an example of a time when you gave

your best to a task, activity, or project. What

was the result, and what did it feel like?

• What talents or strengths did you use?

• How can others on the team draw out the

best in you?

2. the ValUe i Bring to the teaM …

Help team members become aware of and appreciate

the valuable contribution that each person brings to

the team.

• Of all the tasks, activities, or projects

on the team, which bring you the

most satisfaction?

• What do you think are some of the

most valuable contributions you make to

the team?

• Are there any missed opportunities or areas

of value that we are not using?

3. this is What i need froM YoU …

Have each person identify what support he or she

needs to be successful.

• What do you need from others on the team

to help you use your talents and strengths

more effectively?

• What kind of support do you need from

me that will help you be more successful in

your role?

4. YoU can coUnt on Me to …

Although the team may not formally commit to

specific actions yet, use this conversation to talk

about how team members can make informal

commitments to the team and to each other.

• What can other team members count on

you to bring to your role?

Manager considerations:

• Look for ways to more effectively draw out the best in each team member.

• Ensure that team members are aligned based on their contributions and that you address

any missed opportunities.

• Identify potential partnerships that will complement team members’ talents.

• Regularly follow up on each team member’s commitments, either formally or informally.


Team CONVeRSaTION: State of the team

The purpose of this team conversation is to assess the team’s current state of engagement. Listen to your team, learn about the factors influencing their engagement, and lead the team to take the actions necessary to realize their performance goals.

As a team, answer each set of questions. Flip this page to record your team’s plan of action.

1. IdentIfy a team Performance Goal

Collaborate to identify the team’s most important performance goal.

• What are the three or four most important performance goals we face today?

• How would you prioritize these performance goals from most to least important to our team?

• Which performance goal should we focus on as a team?

2. analyze GalluP Q12® Survey reSultS

Review your latest Gallup Q12 survey results. Distribute your latest report, and then ask your team the following questions.

• Do any of the results surprise you?

• What areas of engagement are strong for our team? What are we doing that makes this a strong result?

• What areas of engagement are opportunities for our team? What are we not doing that makes this an opportunity?

3. Select the enGaGement Item to focuS on and actIonS to take

Select the most relevant engagement item to focus on and then brainstorm the actions and owners necessary for improvement.

• Which engagement item do you think we should focus on to help us reach our performance goal?

• What actions do we need to take to have an effect on this engagement item?

• What three or four immediate actions should we focus on first? Who can take ownership of these actions?

4. revIew and recalIbrate

Evaluate progress on the team’s goal, and recalibrate as necessary.

• Regularly lead a five- to 10-minute discussion about two things:

- Did we complete the actions we said we would?

- Did completing them make a difference?

• Recalibrate as necessary.

manaGer conSIderatIonS:

• Ensure every team member feels like he or she contributed to the overall process.

• Continue doing things that helped you achieve strong results. Stop doing things that hinder your team’s engagement. Start doing things that will have a positive impact on your team’s performance goals and engagement.

• Be aware of priorities. Be intentional. Be focused.

This document may be copied or reproduced for individual use. It cannot be altered or modified without the written permission of Gallup.Copyright © 2014 Gallup, Inc. All rights reserved.

Team Conversation Tools

These tools help guide each of the team conversations and provide a place for the manager and his or her team members to record notes, observations, insights and actions to take.

IT’S HERE!COMPLETE THE

EMPLOYEE ENGAGEMENT SURVEY

AND LET YOUR VOICE BE HEARD!

HELP ME SEE MY

IMPORTANCE

HELP ME SEE

MY VALUE

CARES

ABOUT MEFREE ME FROM

UNNECESSARY STRESS

CHALLENGE ME

HELP ME BUILD

MUTUAL TRUSTHELP ME REVIEW

MY CONTRIBUTIONS


COMPLETE THEE M P LOY E EENGAGEMENTSU RVEY AND BE HEARD!

COMPLETELY CONFIDENTIAL


Engagement Posters

Managers can use these colorful posters to help build excitement about their organization’s engagement initiatives and increase employee participation in the Gallup Q12 survey.

Your Company Engagement Survey | Your Group

Overall Satisfaction

Know What’s Expected

Materials and Equipment

Opportunity to Do Best

Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose

Committed to Quality

Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |

YOUR COMPANY | YOUR GROUPSEPTEMBER 2013

®

4.00

4.57

4.64

4.86

4.64

4.43

4.00

4.14

4.14

-

4.36

4.07

4.43

Percentile Range in Gallup Database • <33 | • 33-66 | • >66

YOUR GROUP

4.36GRANDMEAN

How satisfied are you with [Company Name] as a place to work?

I know what is expected of me at work.

I have the materials and equipment I need to do my work right.

At work, I have the opportunity to do what I do best every day.

In the last seven days, I have received recognition or praise for doing good work.

My supervisor, or someone at work, seems to care about me as a person.

There is someone at work who encourages my development.

At work, my opinions seem to count.

The mission or purpose of my company makes me feel my job is important.

My associates or fellow employees are committed to doing quality work.

I have a best friend at work.

In the last six months, someone at work has talked to me about progress.

This last year, I have had opportunities at work to learn and grow.

* Item data not shown if sample size is less than 4. Workgroup data not shown to protect confidentiality.

4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

YOUR COMPANY

4.76GRANDMEAN

Gallup Database Percentile Rank

50

79

80

94

84

71

62

62

46

-

70

24

48

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(*)

(14)

(14)

(14)

Score (Respondents) Score (Respondents)

Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.

Your Company Engagement Survey | Overall





Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose


Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |

YOUR COMPANY | OVERALLSEPTEMBER 2013

®















60

91

65

91

48

62

91

50

90

32

87

89

82

4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)

Score (Repspondents)

YOUR COMPANY

4.76GRANDMEAN




WHERE DO WE GO FROM HERE?

Engagement is not a one-time event. It’s what happens after the survey that leads to team growth and improved performance.

UNDERSTANDING THE GALLUP Q12 SURVEY RESULTS REPORT

GROUP REPORTS

Each Q12 item has an average score.

This is your company’s GrandMean.

The GrandMean score is an average of the averages for the scores you receive on the individual Q12 items. It highlights your company’s overall engagement.

The total number of respondents is listed for each Q12 item.

Each Q12 item is color-coded by database percentile rank so that you can easily visualize where your company stands in relation to others.

Green — Above the 66th percentile in the Gallup database

Yellow — 33rd to 66th percentile in the Gallup database

Red — Below the 33rd percentile in the Gallup database

Group reports include both the company’s overall GrandMean and the group GrandMean for quick and easy comparison of the group’s engagement scores with those of the company.

The data on group reports are relevant only to the individuals in that particular group.

5 Regularly follow up on team goals and shine a spotlight on success.

Make adjustments to goals as needed. Frequently celebrate progress and recognize success.

4 Make engagement a priority, and constantly focus on it.

With the help of the Engaging Conversations tools, meet with employees individually and collectively to build engagement and drive performance.

2 Meet with your team for a State of the Team conversation.

Share and discuss the survey results. Together, complete the State of the Team tool and set goals for improvement.

3 Create visibility for team goals.

Talk about engagement routinely. Post the State of the Team tool where employees can see it.

1 Carefully read and analyze your Gallup Q12 survey results.

Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved. Gallup® and Q12® are trademarks of Gallup, Inc.






Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose


Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |


®

4.00

4.57

4.64

4.86

4.64

4.43

4.00

4.14

4.14

-

4.36

4.07

4.43


YOUR GROUP

4.36GRANDMEAN















4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

YOUR COMPANY

4.76GRANDMEAN


50

79

80

94

84

71

62

62

46

-

70

24

48

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

( *)

(14)

(14)

(14)








Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose


Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |


®















60

91

65

91

48

62

91

50

90

32

87

89

82

4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)


YOUR COMPANY

4.76GRANDMEAN







GROUP REPORTS


























Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose


Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |


®

4.00

4.57

4.64

4.86

4.64

4.43

4.00

4.14

4.14

-

4.36

4.07

4.43


YOUR GROUP

4.36GRANDMEAN















4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

YOUR COMPANY

4.76GRANDMEAN


50

79

80

94

84

71

62

62

46

-

70

24

48

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(14)

(*)

(14)

(14)

(14)








Recognition

Cares About Me

Development

Opinions Count

Mission/Purpose


Best Friend

Progress

Learn and Grow

Q00 |

Q01 |

Q02 |

Q03 |

Q04 |

Q05 |

Q06 |

Q07 |

Q08 |

Q09 |

Q10 |

Q11 |

Q12 |


®















60

91

65

91

48

62

91

50

90

32

87

89

82

4.65

4.83

4.83

4.79

4.81

4.76

4.68

4.71

4.83

4.62

4.68

4.75

4.81

(459)

(457)

(454)

(452)

(455)

(447)

(452)

(454)

(455)

(457)

(457)

(455)

(458)


YOUR COMPANY

4.76GRANDMEAN







GROUP REPORTS





















Understanding Your Q12 Results Tool

This easy-to-follow tool provides an overview of how to read and understand the Gallup Q12 survey results and what managers should do after the survey.

Documents

High-Performance Team Leader - SHRM › learningandcareer › learning › onsite-training... · The High-Performance Team Leader course teaches team leaders how to integrate these