PARTICIPANT GUIDE
Leadership Essentials:Building High Performance Teams at BioMarin
Copyright © 2016 Cindy Solomon & Associates, Inc.
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PROGRAM
How To Use This Workbook.Thank you for prioritizing Leadership Essentials as part of your leadership journey. We are excited about the opportunity this program provides and we believe it will equip you with a set of skills that are foundational to BioMarin’s success. This workbook will become the repository of your learnings and we hope you utilize it both in the live event as well as once you return to your work location.
Engage. Inspire. Enable. Reward.To maximize this experience and ensure the learnings are brought to life outside of this live event, it is essential that you play an active role in participating in the program. Thank you for starting each day with an open mind; for being present and engaged; and for networking to build connections with your colleagues.
Participant Workbook | BIOMARIN Leadership Essentials 1Copyright © 2016 Cindy Solomon & Associates
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2 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
Facilitator Leader of
discussion, ensure everyone is
heard, keep the table on task
Scribe Someone to take
notes on discussion and decisions on flipcharts
Presenter Will present findings to
larger group
Timekeeper Watches the
clock to keep the table on time
THE ASSIGNMENTS
How We’ll Work Together
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THE PROCESS
Brainstorming
Presenting Consensus Building
Voting
Participant Workbook | BIOMARIN Leadership Essentials 3Copyright © 2016 Cindy Solomon & Associates
My To-Do List
1. My To-Do List 2. My To-Do List 3. My To-Do List
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4 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
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Participant Workbook | BIOMARIN Leadership Essentials 5Copyright © 2016 Cindy Solomon & Associates
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6 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
What Do Our Patients, Peers & Employees Expect of Us?
Our Patients’ Expectations My Peers’/Employees’ Expectations
Master List of Shared Expectations: (team, peers, patients)
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The Question is:What does my team need to accomplish in the next 12 months to make
the greatest difference for BioMarin patients, partners or employees?
My Team Goals are:
Participant Workbook | BIOMARIN Leadership Essentials 7Copyright © 2016 Cindy Solomon & Associates
Think About Your BEST Leader…
The best leader I ever had was… ________________________________________________
1. _______________________________________________
2. _______________________________________________
3. _______________________________________________
4. _______________________________________________
5. _______________________________________________
Where I am TODAY: On a scale of one to five, with one being the worst and five being the best:
1. 1 2 3 4 5
2. 1 2 3 4 5
3. 1 2 3 4 5
4. 1 2 3 4 5
5. 1 2 3 4 5
FACILITATOR
SCRIBE
PRESENTER
TIMEKEEPER
MY ROLE:
The five leadership behaviors that are most important to drive the performance
of my team today are: [BE SPECIFIC!]
How did they make you feel?
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What actions did they take to make you feel that way?
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[BE SPECIFIC]
8 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
HIGH PERFORMANCE
FORMULA
ENGAGEClarity of goals +
behavioral expectations
INSPIREThe spark that ignites the fire
ENABLETo make possible
REWARDIt’s more than money
Leadership Essentials
What were your “aha moments?” ____________________________________________________
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Participant Workbook | BIOMARIN Leadership Essentials 9Copyright © 2016 Cindy Solomon & Associates
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10 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
Creating Crystal Clear Goals and My Team Mantra
My teams’ area of responsibility: ________________________________________________________________
What are the S.M.A.R.T. goals I already have in place for my team?
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If my team is wildly successful over the next twelve months, that means we’ve….
(Try to be specific and concise)
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2. __________________________________________
3. __________________________________________
4. __________________________________________
5. __________________________________________
When I personally think about the contribution my team makes to this goal, I think about
these specifics:
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(e.g. manufacturing, Dev Sci, etc.)
If I could ask my team to consistently exercise one behavior… across all of their projects/
responsibilities/interactions to help us move more quickly toward our Team goal above,
what would it be?
If I was to share with a stranger in one sentence the contribution my team makes to
the overall BioMarin goal, what would I say that would quickly allow them to visualize the vital
role my team plays?
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My Team’s MANTRA Could Be ____________________________________________________________________
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MANTRA Thought Starters:
Participant Workbook | BIOMARIN Leadership Essentials 11Copyright © 2016 Cindy Solomon & Associates
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12 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
VALUES• The essence of who
we are as individuals
• Recurrent patterns of thoughts and behaviors
• Cannot be taught as adults
• Are NOT transferable from one person to another
SKILLS• The “How to” of a role
• Can be taught if broken into bite-sized, specific pieces
• Once learned can be applied across roles and situations
• Grow with attention and reinforcement
• Are transferable
KNOWLEDGE• Job or industry specific
information which informs a role or position
• Factual information (knowledge) vs. skill
• Transferable from one role to another
SKILLS KNOWLEDGEVALUES
HIGH PERFORMANCE
Elements of Performance
Examples:
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Examples:
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Examples:
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Participant Workbook | BIOMARIN Leadership Essentials 13Copyright © 2016 Cindy Solomon & Associates
VALUES• The essence of who we are as individuals• Recurrent patterns of thoughts and behaviors• Cannot be taught as adults• Are NOT transferable from one person to another
SKILLS • The “how to” of a role• Can be taught if broken into bite-sized, specific pieces• Once learned can be applied across roles
and situations• Grow with attention and reinforcement• Are transferable
What Does It Take to Be SUCCESSFUL at BioMarin?
Once you’ve completed your
list, put a star next to the three most important values AND skills needed to be successful.
FACILITATOR
SCRIBE
PRESENTER
TIMEKEEPER
MY ROLE:What specific values and skills does it take to create success?
[BE SPECIFIC]
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
4. ________________________________________________
5. ________________________________________________
6. ________________________________________________
7. ________________________________________________
8. ________________________________________________
9. ________________________________________________
10. _______________________________________________
KNOWLEDGE
• Job or industry specific information which informs a role or position• Factual information (knowledge) vs. skill• Transferable from one role to another
1. ________________________________________________
2. ________________________________________________
3. ________________________________________________
4. ________________________________________________
5. ________________________________________________
6. ________________________________________________
7. ________________________________________________
8. ________________________________________________
9. ________________________________________________
10. _______________________________________________
[BE SPECIFIC][BE SPECIFIC]
14 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
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16 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
How do you want them to feel after your message?
Creating an inspiring message is as simple as following these steps:
What specifically do you want them to do to help you?
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Anyone Can Inspire...
My Team’s Most Important Goal Is:
What examples/analogies/quotes/stories/movies can you use from your own experience to help make your message clear?
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Invite them to help you and tell them how.__________________________________________________________________________________________________________
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Participant Workbook | BIOMARIN Leadership Essentials 17Copyright © 2016 Cindy Solomon & Associates
Creating an inspiring message is as simple as following these steps:
Inspire Worksheet
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18 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
Inspire Worksheet
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Participant Workbook | BIOMARIN Leadership Essentials 19Copyright © 2016 Cindy Solomon & Associates
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20 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
Secrets to ENABLE: The Sandwich
The Sandwich• World’s easiest performance
management tool.
• Two-minute performance discussion.
LEADER
Prepare your feedback and provide it to your employee.
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[BE SPECIFIC]
OBSERVER
How’d they do?
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[BE SPECIFIC]
EMPLOYEE
How’d it feel?
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[BE SPECIFIC]
OBSERVER
Provide clear and specific feedback!
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[BE SPECIFIC]
When do I use The Sandwich feedback?
• Every day, every interaction is an opportunity
• In your one-on-ones; in your staff meetings• When you are reinforcing a positive
behavior as well as providing an opportunity for improvement
Participant Workbook | BIOMARIN Leadership Essentials 21Copyright © 2016 Cindy Solomon & Associates
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22 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
How Do We Spend Our Time?
On most teams, on average there are:
_____________% “A” PLAYERS
_____________% “B” PLAYERS
_____________% “C” PLAYERS
What constitutes an “A” player?
• Consistent high standard of performance of job responsibilities
• Consistent outstanding attainment (or process to gain attainment) of goals
• Consistent positive and proactive attitude regarding customers (internal & external)
• Strong and proactive team player
• Strong, positive communicator
• Proactively and effectively connects goals with behaviors with an emphasis on constant improvement
• Proactive problem solver
• Consistently seeking opportunities to improve their performance and the performance of their team
What constitutes a “B” player?
• Consistent performance of job responsibilities
• Consistent work ethic
• Consistent positive attitude regarding customers and job duties
• Solid team player
• Follows direction well
• Delivers on expectations consistently and solidly
• Consistent technical skills
• Meets performance expectations
What constitutes a “C” player?
• Inconsistent performance of job responsibilities
• Inconsistent communication and/or understanding of expectations
• Inconsistent team player
• Unwillingness to build skills or work toward process improvement
• Inconsistently delivers on expectations
• Unclear on individual role in “big picture”
• Inconsistent technical skills
• Does not consistently meet performance expectations
Productivity can drop by almost 50% with
a “C” player on your team.
In a team, how do we avoid creating “C” players?
Have I done my job in…• Setting the expectations and communicating them?
• Providing the appropriate training (using the training cycle)?
• Providing the appropriate positive and constructive feedback?
• Serving as a positive and effective role model?
Participant Workbook | BIOMARIN Leadership Essentials 23Copyright © 2016 Cindy Solomon & Associates
Secrets to ENABLE:Courageous Conversations
Focus on Behaviors/Skills vs. Values• Behaviors can be seen and measured.
• Values cannot be taught.
Focus on Providing Feedback vs. Judgment• Feedback is providing information to support performance improvement.
• Judgment is a conclusion and not helpful to performance.
• The behaviors and outcomes
• Providing crystal clear expectations and next steps
• Creating a dialogue of improvement
• Agreement as to outcomes
• The future…
Focus on:
24 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
Courageous ConversationsS.T.E.P.S
1. Specific
2. Timely
3. Effect
4. Performance Based
5. Success & Support
Be specific about what your planned outcome is in having the conversation.
Performance discussions happen in real (or close to real) time… not just once a year.
The behavior’s effect on outcomes, customers, peers, performance, etc.
Discussion is based on specific observed behaviors and NOT values.
Reach agreement as to what success looks like for the employee. Specifically what support YOU will provide; then outline agreement via email.
Participant Workbook | BIOMARIN Leadership Essentials 25Copyright © 2016 Cindy Solomon & Associates
ENABLE Skill Practice #1Observer: Are they using STEPS? Give specific examples of where they did – or didn’t – use each step …
1. Specific What is my planned outcome for this conversation?
2. Timely Can I provide feedback effectively and privately right now?
3. Effect How does this behavior/barrier to performance directly impact others - peers, customers, you as the leader?
4. Performance Based What specific behaviors (not values) do I want to address and what examples will I use?
5. Success & Support Have I gained agreement as to what success looks like for the employee?
Leader: Plan your discussion
26 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
ENABLE Skill Practice #2Observer: Are they using STEPS? Give specific examples of where they did – or didn’t – use each step …
1. Specific What is my planned outcome for this conversation?
2. Timely Can I provide feedback effectively and privately right now?
3. Effect How does this behavior/barrier to performance directly impact others - peers, customers, you as the leader?
4. Performance Based What specific behaviors (not values) do I want to address and what examples will I use?
5. Success & Support Have I gained agreement as to what success looks like for the employee?
Leader: Plan your discussion
Participant Workbook | BIOMARIN Leadership Essentials 27Copyright © 2016 Cindy Solomon & Associates
ENABLE Skill Practice #3Observer: Are they using STEPS? Give specific examples of where they did – or didn’t – use each step …
1. Specific What is my planned outcome for this conversation?
2. Timely Can I provide feedback effectively and privately right now?
3. Effect How does this behavior/barrier to performance directly impact others - peers, customers, you as the leader?
4. Performance Based What specific behaviors (not values) do I want to address and what examples will I use?
5. Success & Support Have I gained agreement as to what success looks like for the employee?
Leader: Plan your discussion
28 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
When asked to prioritize a list of ten rewards including time with their leader, public recognition, etc… monetary rewards are consistently in the last three listed as a motivator by employees.
HIGH PERFORMANCE
FORMULA
ENGAGEClarity of goals +
behavioral expectations
INSPIREThe spark that ignites the fire
ENABLETo make possible
REWARDIt’s more than money
Participant Workbook | BIOMARIN Leadership Essentials 29Copyright © 2016 Cindy Solomon & Associates
Leadership Essentials
ENGAGE
ENGAGE ______________________________
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REWARD ______________________________
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INSPIRE
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ENABLE______________________________
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My greatest takeaways for each element are:
ENABLE
HIGH PERFORMANCE
FORMULA
30 Participant Workbook | BIOMARIN Leadership EssentialsCopyright © 2016 Cindy Solomon & Associates
My New Leadership Activities/Plans Are…
I will ENGAGE my team by:
I will INSPIRE my team by:
I will ENABLE my team by:
I will REWARD my team by:
[BE SPECIFIC]
Ask yourself every morning – where can I improve my team’s performance today?
1. ______________________________________________BY WHEN? ____________
2. ______________________________________________BY WHEN? ____________
3. ______________________________________________BY WHEN? ____________
1. ______________________________________________BY WHEN? ____________
2. ______________________________________________BY WHEN? ____________
3. ______________________________________________BY WHEN? ____________
1. ______________________________________________BY WHEN? ____________
2. ______________________________________________BY WHEN? ____________
3. ______________________________________________BY WHEN? ____________
1. ______________________________________________BY WHEN? ____________
2. ______________________________________________BY WHEN? ____________
3. ______________________________________________BY WHEN? ____________