The H.O.T. Management Coaching Model

“You don’t think yourself into a different way of acting, you act your way into a different way of thinking.”

H.O.T. Management

Managers in every workplace today are engaged in a tug of war. On one side, employers are demanding more work and better work out of people–often out of fewer people, with fewer resources. On the other, employees are feeling pressured, overworked, and in need of some relief in the form of flexible working conditions, or at least some incentives for all their hard work. Stuck in the middle–trying to negotiate these competing needs–is every single person with supervisory authority. How can managers reconcile these opposite forces? How can they possibly win the game? What can they do every day to get more work and better work out of each person and at the same time give people more of the flexibility they need?

This term describes the highly engaged management style of supervisors leading high performance teams in today’s demanding workplace. HOT stands for “Hands-On” and “Transactional.”

HOT Managers are “hands-on.”
That means they spend time regularly with the people they are managing to help them think through assignments up front, anticipate resource needs, avoid potential problems, and create realistic timetables for results. They also provide regular constructive feedback and Coaching
to get people on track and keep them there..

HOT Managers are also “transactional.”
They drive performance through negotiation, rather than just relying on “being the boss.” They find and leverage the “needles in a haystack” that are each employee’s unique needs and wants–whether it is a choice section assignment, Thursdays off, free movie passes, or the additional training to garner a promotion. They know they can’t give everything to everybody. But they try to do as much as they can for every employee, making a custom deal for every person to give him or her more of what he or she needs or wants. In exchange, HOT Managers hold each employee accountable for meeting ambitious goals and deadlines.

HOT Managers engage in an ongoing dialogue with each person they manage.
That dialogue basically sounds like this: “What do you want from me? Good. Here’s what I need from you.” And conversely, “Here’s what I need from you. What do you want from me in return?”

HOT Management is not a 100% solution (there are no 100% solutions). But this approach will help you move your team toward higher productivity, higher morale and higher retention of high performers. What exactly is it that HOT Managers do?

(#1) HOT Managers do the hard work of managing people. They commit to rolling up their sleeves, getting in there and doing the hard work of managing people every day. They Coach their people to do their best work, pushing them beyond what they think they can produce, and rewarding them appropriately in return.

(#2) HOT Managers don’t hide behind rules and red tape. They get the resources they need to give each person more of what she wants in order to gain that special leverage necessary to drive performance. They build allies anywhere they need allies. They jump through hoops, dot “I”s, cross “T”s, go to bat and navigate through the bureaucracy.

(#3) HOT Managers consult with their employees about the work—all the time. They spend time consulting with employees openly and directly about their work, engaging them in tackling ambitious goals and providing them with the resources they need to pull them off. They help employees think through their work up front, so that they can anticipate resource needs, avoid potential problems, and create realistic timetables for improved results.

(#4) HOT Managers send the message that high performance is the only option on their team. They know that no one likes to work with low performers. So they set high standards for performance and hold their people accountable for achieving those standards. And they remove low performers from the team immediately.

(#5) HOT Managers find the “needle in the haystack” that motivates each team player. One person at a time, one day at a time, HOT Managers create unique value propositions for every person.

(#6) HOT Managers negotiate CUSTOM deals in exchange for high performance. They engage in an ongoing dialogue: “What do you want from me? Good. Here’s what I need from you.” Then they spell out all the conditions of the custom deal, and keep that deal on the table all the time.

(#7) HOT Managers engage in difficult conversations. They hold people accountable for high performance every step of the way. They address performance problems immediately. They quickly move to the “deal breaker” conversation with recalcitrant low performers and remove them from the team.

HOT SKILLS.

What HOT Skills do we teach managers? It’s back to the basics, but fine-tuned and adjusted to get more work and better work out of fewer people… and give people the work-life balance they need.

HOT Skill #1: Negotiating custom deals in exchange for high performance.
The HOT Manager must find each team member’s “needles in a haystack” (his/her unique needs and wants). The only way to find those needles in a haystack is in one-on-one discussions with every person. Of course, once you find those needles in a haystack, you still can’t do everything for everybody. So the HOT Manager has to figure out which needs and wants can be met and which ones are impossible. Then the HOT Manager offers to provide a needle in a haystack to every team member in exchange for steadily accomplishing ambitious goals and deadlines.

HOT Skill #2: Holding people accountable for ambitious goals and deadlines.
The HOT Manager meets with every team member every day (at least once a week) to provide Coaching and support. The HOT Manager sets ambitious goals and deadlines, plans for resource needs, and troubleshoots. Most important: The HOT Manager holds every team member accountable for high performance—one person at a time, one day at a time—and rewards the high performers.

HOT Skill #3: Dealing with low performers immediately.
The HOT Manager has the guts and skill to engage low performers, insist they improve, help them improve, and hold them accountable for improvement—one person at a time, one day at a time. Using a performance improvement model focusing on the three elements of performance—ability, skill and will—HOT Managers Coach
low performers back on track to an upward spiral of improvement.

HOT Skill #4: Conducting deal-breaker conversations.
The HOT Manager does not tolerate recalcitrant low performers. When the HOT Manager has exhausted all reasonable efforts to help a low performer get back on track, it is time for the “deal-breaker” conversation. This is where the HOT Manager gives the low performer one last chance: “improve or be removed.”

HOT Skill #5: Cutting through the red tape.
The HOT Manager builds allies throughout the organization to help dot the “I”s, cross the “T”s, follow necessary procedures and cut through the red tape.

HOT Skill #6: Maintaining the intensity of HOT Teams.
The HOT Manager keeps the team in balance and maintains enthusiasm, buzz and intensity.

 

Call us to begin the process of Coaching you to achieve the kind of success you deserve. 877-535-2324 or email me to fine out more about how our H.O.T. Coaching Seminar can help you get the results you need to drive success!

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