Leadership Development Program Leader’s Guide · Lesson 2: Finding The Root Cause(s) 10 Lesson 3: A Look In The Mirror 12 Lesson 4: The Business of Burnout –Part 1 14 Lesson 5:

LeadershipDevelopmentProgram

Leader’sGuide

Abouttheprogram 3

Howtousetheforms 5

SampleAgenda 6

Lesson1:UnderstandingBurnout 7

PersonalEngagementGraph 9

Lesson2:FindingTheRootCause(s) 10

Lesson3:ALookInTheMirror 12

Lesson4:TheBusinessofBurnout– Part1 14



Lesson7:ALeader’sRoleinBurnout– Part1 20

Lesson8:ALeader’sRoleinBurnout– Part2 22

TheLastWord(finalmeeting) 24

BlankMeetingAgenda 26

AboutMattHeller 27

Table of Contents

©2017PerformanceOptimistConsulting

Congratulations!

Youhavejusttakenthefirststepinpreparingyourteamstoeliminateorovercomeburnoutinyourfacility!

Whyisovercomingburnoutimportant?

Theperformanceofyouremployeesistrulywhatdeterminesyoursuccess.Whentheyareburnedout,unproductive,unmotivatedandhardtoworkwith,theyhaveanegativeimpactonmorale,teamwork,guestserviceandultimatelyyourbottomline.

Howtousethisprogram:

Theprogramconsistsofthreepieces:• TheMythofEmployeeBurnoutbook(instructorandstudent)• LeadershipDevelopmentProgramLeader’sGuide(instructor)• LeadershipDevelopmentProgramParticipantWorkbook(student)

Whencombined,thesethreepiecescreateapowerfulresourceofinformation,facilitatedskillbuildingandpersonalreflectionthatteachesleadershowtoengageemployeesandovercomeoreliminateburnout.

Thebookisusedmuchlikeatextbookwouldbeusedinacollegecourse…chaptersareassignedthendiscussedatspecificintervals.Theworkbookisforstudentstocapturetheirthoughtsandimpressionsofthematerialasawaytospurconversationwhenthegroupmeets.Finally,theLeadershipDevelopmentprogramwalkstheinstructorthrough8pre-plannedmeetingstoreinforcethecontentandbuildskills.

The8sessionsareplannedinaspecificordertonotonlyfollowthebook,butalsotobuildoninformationastheprogramgoeson.Itmightbetemptingtojumptoacertainsection,butindoingsoyourisktryingtobuildaskillforwhichthestudentdoesnothavethenecessarybackgroundorcontexttofullyunderstandit’smeaning.

Foreachsession,thereisapre-formattedagendawiththetopic,questionsfordiscussionandactionitems.Theactionitemsarecritical!Withoutputtingtheinformationintopractice,itisuseless.

Itisrecommendedforthemeetingleaderstocompletethereadingsandworksheetsalongwiththeparticipantstobeabletoguidethediscussionsfrompersonalexperience.

Becausethisprogramishighlyinteractiveanddiscussionbased,itisalsoimportanttoestablisha“safezone”whereideascanbesharedwithoutthefearofrepercussions.

3 ©2017PerformanceOptimistConsulting

OneachformthereisalsoaspotforFollow-UpandRecognition.Theseareleftblanksotheinstructorcanfillthatinwithtimelyinformation.Forexample,thefollow-upsectionshouldbeusedforaskingabouttheactionitemsfromthepreviousmeetingorthingsthathappenedinthetimebetweenthemeetings.Thisshowsthattheyareimportantandthereisaccountabilityforcompletingthesteps.

Therecognitionsectionshouldbeusedtospecificallyrecognizeamemberoftheteamwhodidsomethingoutstandingrecently.Itcouldbesomethingwiththemapplyingwhattheylearnedthroughthisprogram,oranythingelsethatdeservesattention.Sincerecognitionissuchanimportantfactorinovercomingoreliminatingburnout,itshouldbepracticedandreinforcedateveryopportunity.

Logistics

Alsoincludedoneachagendaarelogisticssuchasmeetingleader,date,time,location,materialsneeded,etc. Theseareallcriticalcomponentsofthemeetingthatshouldnotbeleftuntilthelastminute.

Itcanalsobeagoodideatorotatethemeetingleaderstogivepeopletheopportunitytorunameetinglikethis(asadevelopmentopportunity)butalsotoseehowpeopledealwiththesesituations.Differentleadershavedifferentstyles,anditcanbebeneficialfortheattendeestobeexposedtothosestyles.

Timing

Sincethereare8meetingagendas,youcanspreadthisprogramoutover8weeks,or8months,dependingonwhatworksforyouroperation.Seasonaloperatorswouldbenefitfromtheshorterinterval,potentiallyevenstartingsomeofthesessionsbeforetheseasonstarts.Manycompaniesdoleadershiptrainingwiththeirseasonalleaderspriortoopeningday,sohavingsomeofthisbackgroundearlyonwouldhelpsetthemupforsuccess.

Accountability

Theprogram,thebook,andtheworkbookaregreattools,butonlywhenusedtoimproveperformance.Leadershaveatremendousimpactontheirstaff,whohaveatremendousimpactonyourbusinessandbottomline.Itisrecommendedthatthosegoingthroughthisprogramareheldaccountabletotheexpectationsofparticipationandperformance,justastheyshouldbeforanyotherareaoftheirresponsibility.


Thefollowingitemswillhelpprepareforyoursessions:

Meetingleader:Themeetingleadercanrotatetodifferentpeoplewithintheteam.

Date:Beconscienceofotherthingsgoingonintheoperationthatcouldnegativelyeffectattendanceorattentiveness. Trytokeepitconsistentweektoweek(ormonthtomonth).

Time: Sameconsiderationsasmeetingdate.

Location:Themeetingspaceshouldbeanappropriatesizeforthegroup,withchairs,tables,goodlightingandminimaldistractions.Itshouldalsobeabletoaccommodatetheactivitiestakingplace,forexampleifyouneedtoshowavideo,powerpointorneedalargeopenspaceforagroupactivity.Thelocationcanchangefromtimetotimeforachangeofsceneryorasneedschange.

Duration:Similarconsiderationsasdateandtime.30-60minutesisgenerallygoodtopresentatopic,havesomediscussionanddiscussfollow-up.Whateveryousaythedurationisgoingtobe,besuretokeepyourmeetingatorunderthattimeframe.

Materialsneeded:Pens,books,papers…anythingthatyouneedtorunthemeeting,orwhatparticipantswillneedtobringwiththem.Thiscouldbephysicalmaterialsorideasyouhaveaskedthemtoconsiderbeforethemeetinghappens.

Invitees:Listofwhowillbeexpectedtoattend.

Thefollowingitemswillhelppreparethemeetingcontent:

DefineYourTopic• Whatdoyouwantthemtoknow?• Whatdoyouwantthemtodo?• Whatdoyouwantthemtofeel?• Whatgapinknowledgeorskillareyou

tryingtoaddress?• Whatshouldtheybedoingthattheyare

not?

DefineYourResource• ThiscouldbeavideofromYouTube,a

podcast,ablogpostoramovieclip• Makesureitemphasizesyour

maintopic• Ifpossible,allowemployeestoread/view

beforethesessiontogeneratediscussion

PlanYourQuestions• Thinkaboutyourtopicandwhatyouwantpeopleto

takeawayfromthetraining• Useopen-endedquestionstogeneratediscussion

• Anopen-endedquestioncannotbeansweredwithayesorno

• Example:Whatisthemostchallengingexperienceyouhavehadwithaguest?

DetermineActionItem• Assignonethingyouwouldlikeyourstafftotry

thisweek/month• Beflexibleenoughtotakesuggestionsbasedon

discussion• Letthemknowhow/whenyouwillfollow-up• FOLLOW-UP!

OvercomingBurnout:Howtousetheforms


LearningMeetingDetails

Date: Time: Location: Duration:

Materialsneeded: Invitees:

Resource:Pagesinbook,video orarticle

Notes:

Mostlypre-populated withnotesfromthebook,butalsoroomforyoutoincludethingsyouwanttotalkabout,i.e.,incidentsthatsupportedordetractedfromtheweeks’lesson.

Questions fordiscussion:

Mostlypre-populated withquestionsfoundattheendofthechapters,butalsowithroomtoaddyourownbeforethemeetingoraddmoreasthediscussiongoeson.

Assignment:What’snext?Specific stepsthatcanbetakentoturnideasintoaction

Pre-populated withsuggestions,butthereisalsoroomforyoutoassigndifferentactionitemsasneeded.

OvercomingBurnout:SAMPLE

MeetingLeader_____________________Jeff McNamara

6/23/16 8:00 am Training Room 30 min.

Flip charts, markers Rides Section 3 Sups

Follow-up:Ask aboutactionsteps– whodidthem?Whatwastheirexperience?(leftblankonsheet– tobefilledoutbeforethemeeting)

Recognition:Positiverecognitionforsomething goodthathappenedsincethelastmeeting.(leftblankonsheet– tobefilledoutbeforethemeeting)

Meetingtopic:Area ofdiscussionforthatmeeting





Reading:TheMYTH ofEmployeeBurnout- Pages11-22

• Ourownengagementlevelinfluencesthebehaviorsandhabitsthatleadtoburnout.• Burnoutdoesn’thappenovernight.Inordertoaddressandeliminatetheburnoutbehaviorswesee

whentheyoccur,wehavetolookfortheinfluencesthatcreatedthehabitsinthefirstplace

Questions fordiscussion:• Whatdowetypicallythinkcausesburnout?• When doesburnoutgenerallystarttoshow?Inus?Inouremployees?• Whathavewetriedinthepasttoovercomeburnout?Hasitworked?

Assignment:StartTrackingEngagement

1. Onpage5of theMythofEmployeeBurnoutParticipantWorkbook,recordyourcurrentengagementlevel.Revisitthisateachmeeting,comparingyourlevelofengagementtothatofyouremployees.

2. Readchapter3,completepage6intheMythofEmployeeBurnoutParticipantWorkbook.

Lesson1:UnderstandingBurnout

MeetingLeader_____________________

Follow-up:

Recognition:

Meetingtopic:UnderstandingBurnout


Based onthereadingforthislesson,answerthequestionsbelowandbereadytodiscussinclass.

Whatisthe“myth”ofemployeeburnout?

Howmucheffortshouldweexpectfromouremployees?

Howcouldaleaders’engagementlevelimpactburnout?

Howlongdoesittakeforburnouttosetin?

ParticipantWorksheet

Lesson1:UnderstandingBurnout

Reading:Forward,Chapters1&2- pp11-22


Assignment:StartTrackingEngagement

1. Onpage5of theMythofEmployeeBurnoutParticipantWorkbook,recordyourcurrentengagementlevel.Revisitthisateachmeeting,comparingyourlevelofengagementtothatofyouremployees.

2. Readchapter3,completepage6inTheMythofEmployeeBurnoutParticipantWorkbook.


MyEngagementLevel:Eachweek,rateyourpersonalengagementlevel(1=low,6=high.)Comparethistotheengagementlevelofyouremployees.

Week1

Date:

Week2

Date:

Week3

Date:

Week4

Date:

Week5

Date:

Week6

Date:

Week7

Date:

Week 8

Date:

6

5

4

3

2

1

Documentyour reasoning fortheengagementratingabove

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week7

Week8




Resource:TheMYTH ofEmployeeBurnout– chapter3- pp23-30

• Burnout:fatigue,frustration,orapathyresultingfromprolongedstress,overwork,orintenseactivity. –Dictionary.com

Questions fordiscussion:• Whatdofatigue,frustration,andapathylooklikeInyourworld?• Whatareyour“burnoutbehaviors?”• Whatcausesstressamongyouremployees?• Howdotheydefineoverwork?• Whatisyourversion of intenseactivity,andhowmuchis toomuch?• Howdoyouremove(orminimize)thesefactorsfromtheworkplace?• Whatisyourcurrentengagementlevel?

Assignment:Observeemployees

1. Watch forphysicalsignsoffatigueandfrustration.Trytoidentifythethingscausingprolongedstress.Defineintenseactivityinyourdepartment.Thinkaboutwaystominimizethosefactorsinyourarea.


Lesson2:FindingtheRootCause(s)

MeetingLeader_____________________

Follow-up:

Recognition:

Meetingtopic:Findingtherootcauses ofburnout



Whatisthedefinitionofburnout?

Whatdofatigue,frustration,andapathylooklikeInyourworld?Whatareyour“burnoutbehaviors?”

Whatcausesstressamongyouremployees?

Howdotheydefineoverwork?

Whatisyourversionofintenseactivity,andhowmuchistoomuch?


Lesson2:FindingtheRootCause(s)

Reading:Chapter3 – pp23-30


Myengagementlevelthisweek:___________(1-6;plotthisvalueonthechartonpage5.)

Assignment:Observeemployees

1. Watch forphysicalsignsoffatigueandfrustration.Trytoidentifythethingscausingprolongedstress.Defineintenseactivityinyourdepartment.Thinkaboutwaystominimizethosefactorsinyourarea.





Resource:TheMYTH ofEmployeeBurnout– chapter4

• Wemaynotbeasself-awareaswethinkweare.Whenitcomestowhetherornotyouthinkyouarethecauseofyouremployees’burnout,donottakeyourownwordforit. Askyouremployees,peers,managers,andcoworkersfortheirinput.

Questions fordiscussion:• Whatareyoudoingthatwouldcauseprolongedstress,overwork,andintenseactivityamongyour

employees?• Howcouldyouchangethewayyouinfluenceyourstafftoeliminatesomeofthestress,overwork,

andintenseactivity?• Whatisyourcurrentengagementlevel?

Assignment:Takenoteofthingsyoumightbedoingtocauseburnout

1. Inventoryyour actionsandinteractionswithemployees.Howmanyofthoseactionscould,ifrepeated,causeanemployeetolosemotivation?Examinewhatyoucandodifferently.

2. ReadtheRecruiting,HiringandTrainingportionsofchapter5(pp36-54),completepage8oftheMythofEmployeeBurnoutParticipantWorkbook.

Lesson3:ALookInTheMirror

MeetingLeader_____________________

Follow-up:

Recognition:

Meetingtopic:Findingtherootcauses ofburnout– Alookinthemirror- pp31-35



Whohasthesinglegreatestinfluenceontheenvironmentyouremployeesoccupywhileatwork?

Whydowethinkthatother(outside)influencesplayagreaterroleinemployeeburnoutthanwedo?

Whatareyoudoingthatwouldcauseprolongedstress,overworkandintenseactivityamongyouremployees?

Howcouldyouchangethewayyouinfluenceyourstafftoeliminatesomeofthestress,overworkandintenseactivity?


Lesson3:ALookInTheMirror

Reading:Chapter4 – pp31-35


Myengagementlevelthisweek:___________(1-6;plotthisvalueonthechartonpage5.)

Assignment:Takenoteofthingsyoumightbedoingtocauseburnout

1. Inventoryyour actionsandinteractionswithemployees.Howmanyofthoseactionscould,ifrepeated,causeanemployeetolosemotivation?Examinewhatyoucandodifferently.

2. ReadtheRecruiting,HiringandTrainingportionsofchapter5(pp36-54),completepage8oftheMythofEmployeeBurnoutParticipantWorkbook.

About Matt Heller

MattHellerhasspentalmost30yearsintheamusement/themeparkindustry.StartingasarideoperatoratCanobieLakeParkjustoutofhighschool,MatthasenjoyedarobustcareeraroundtheindustrywithleadershippositionsatCanobie,Knott’sCampSnoopy,ValleyfairandSmilesEntertainmentCenter.Pullingfromhispreviousleadershipexperience,in2003MattjoinedUniversalOrlandoResortastheSeniorTrainerofLeadershipDevelopment.MatthasalsoservedontheIAAPAEducationCommittee,andastheChairoftheIAAPAHumanResourcesCommitteefrom2009-2012.

In2011,MattreducedhisroleatUniversaltopursueadditionalindependenttrainingandconsultingopportunities.HecreatedPerformanceOptimistConsulting,andnowhelpsleadersacrosstheworldmakesuretheyaregettingthemostoutofthemselvesandtheirteams.Hedoesthisthroughone-on-onecoaching,interactivekeynotesandcustomizedtrainingsessions.

Asatrainerandfacilitator,Matthasadevelopedaproventrackrecordforbeingabletorelatetoanyaudienceandgivethemsolidtoolstheycanuseimmediately.Hisengagingpresentationsnotonlycaptivatethelearner’sattention,butalsoencouragethemtogetinvolvedandparticipate.

In2013,Mattreleasedhisfirstbook,TheMythofEmployeeBurnout.Init,hedescribeshisquesttofindoutwhyemployeesstartoffstrongbuteventuallylosemotivation.Thebookincludesstrategiesforleaderstokeepemployeesengagedandmotivatedthroughouttheentire“employeelifecycle”.

In2014,MattpartneredwithfellowfacilitatorandthemeparkfanScottBrowntocreateLESSONSINFUN.Thisimmersivebusinessbuildingworkshophelpsleadersidentifyandadaptbestpracticestohelpimprovetheirleadershipabilityandbusinessperformance.

[email protected]:@PrfrmnceOptmstLinkedIn:linkedin.com/in/mattheller407-435-8084

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Leadership Development Program Leader’s Guide · Lesson 2: Finding The Root Cause(s) 10 Lesson 3: A Look In The Mirror 12 Lesson 4: The Business of Burnout –Part 1 14 Lesson 5:

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