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TO A HIGH PERFORMANCE WORKPLACE

Transitioning from an

Entitlement Culture

TRANSFORMATIONAL LEADERS UNDERSTAND THAT HIGH PERFORMANCE ORGANIZATIONS ARE THE PRODUCT OF AN ORGANIZATIONAL CULTURE THAT:

•unleashes high performers

•develops modest performers with great potential

•holds low performers accountable

CREATING A HIGH PERFORMANCE CULTURE REQUIRES A STRATEGIC VISION

An integration of:

•Philosophy

•Leadership Style

•Employee Development

•Talent Management

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PHILOSOPHY Mindful leadership

LEADERSHIP PHILOSOPHIES

•Participative

•Transformational

•Innovative

•Constant Improvement

•Servant Leadership

CHOOSE YOUR STYLE WISELY

Trends in organizations around the globe indicate leadership-style is becoming progressively more important for job engagement.

The increasing size of the service sector, combined with increased competition, point to the need for leadership approaches that are best suited toward developing employees’ full potential.

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THE CASE FOR SERVANT LEADERSHIP

As education levels increase, autocratic leadership approaches will no longer be tolerated. Instead, employees will expect a more personal, individualized, and cooperative style of leadership. Servant leadership, with its inherent prioritization of fulfilling follower needs, offers promise in fulfilling the expectations of followers.

HOW IT BUILDS TRUST •Desired behaviors are encouraged and maintained through co-worker interactions.

•A self-perpetuating cycle is created whereby the norms and expectations within the group impact employee behaviors that drive performance.

•Increases followers’ attachment to the group and promotes followers’ acceptance of the group’s values.

Linden, et al., 1447

WHEN YOU LEAD

•“When you’re in charge of people, don’t ask them to do anything you wouldn’t do yourself.”

•Get to know members at every level of the organization.

•Maintain an open-door policy.

•Encourage innovation at all levels.

•Create a caring environment.

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EMPLOYEE DEVELOPMENT Engagement is key

SOME STATS (COURTESY OF GALLUP’S “STATE OF THE AMERICAN WORKPLACE” SURVEY)

•About 70% of American workers are not engaged or are actively disengaged.

•They aren’t connected emotionally to their workplaces and are less likely to be engaged.

THE RESULTS

“Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher earnings per share compared with their competition in 2011-2012.”

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MORE RESULTS

Organizations with an average of 2.6 engaged employees for every actively disengaged employee experienced 2% lower earnings per share than with their competition

IT GETS WORSE

“Actively Disengaged Employees cost over $450 billion each year in lost productivity. They are more likely to steal from their employers and negatively influence co-workers.”

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WHAT MOTIVATES US?

According to some experiments cited by author Daniel Pink, for tasks that call for cognitive skill, higher pay can result in poorer performance.

SO WHAT DO EMPLOYEES NEED?

Autonomy

Mastery

Purpose*

AUTONOMY •The need to function independently—take care of one’s self.

•While high pay didn’t lead to better performance for cognitively challenging jobs, employees need to make enough money that they aren’t worried about it and can focus on the work at hand.

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MASTERY

•The ability to become better at something.

•Flexible schedules, training, and enrichment activities can help us meet this need.

PURPOSE •One’s dedication to an organization will be linked to their desire to make a difference.

• It is the leader’s job to help employees align personal goals with the organization’s mission by establishing and then reinforcing goals and a sense of the organization’s “brand.”

TALENT MANAGEMENT Maintaining High Performance

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3 COMPONENTS OF A HIGHLY EFFECTIVE TEAM

1. Getting the Big Picture

2. Measurable Goals

3. Collaboration

GETTING THE BIG PICTURE

•Does your current team have an understanding and commitment to the organization’s mission?

•How will each team member function to achieve overall goals?

MEASURABLE GOALS

•Consider individual and group statistics.

•Set milestones; achieve smaller goals that work toward achieving the overall goal.

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COLLABORATE

Build a team that can

work together.

One way to achieve this may be through the use of role fit assessments.

WHERE TO BEGIN?

At the recruitment level—hire rock stars!

AS PREVIOUSLY MENTIONED: ENGAGEMENT

•Meeting needs

•Incentives/Rewards

•Learning/Training Opportunities

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DEVELOP YOUR LEADERSHIP SKILLS!

•Employee engagement is strongly linked to leadership development.

•It takes strong leadership to develop a high performance team of engaged employees.

BUILD A RELATIONSHIP

•Build trust with your team and you will build allegiance.

•Make real efforts to instill a sense of purpose and a shared commitment to the organization’s mission.

IDENTIFY HIDDEN TALENTS.

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PUT THEM TO USE

You may have a high performer on your hands without even knowing it! Find and utilize those hidden skills and talents that can take your team to the next level.

GET MOTIVATED

Low performers may become more productive by a reassignment or change in responsibilities.

MAKE AN ASSESSMENT

Determine what your team needs to contribute in order to reach its goals and convey your expectations. To reach these goals, two things may be required:

•Recruiting new team members

•“Weeding” members

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GET TOUGH

Set high criteria for recruitment and “weeding.” Low performers, the change averse, and otherwise disengaged employees may not be a good fit for the team going forward.

DEAL WITH “ACTIVELY DISENGAGED” EMPLOYEES

Before it becomes a morale problem

Before the organization experiences financial losses

WHAT YOU WILL HAVE TO SHOW FOR IT:

A dynamic, innovative team that is fully engaged and shares the organization’s mission.

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QUESTIONS?

STRATEGIC GOVERNMENT RESOURCES: PARTNERS WITH LOCAL GOVERNMENTS TO RECRUIT, ASSESS, AND DEVELOP INNOVATIVE, COLLABORATIVE, AUTHENTIC LEADERS.

SOURCES

•Gallup. State of the American Workplace. 2013. http://www.gallup.com/services/178514/state-american-workplace.aspx

•LIDEN, ROBERT C.1, bobliden@uic.edu, et al. "SERVANT LEADERSHIP AND SERVING CULTURE: INFLUENCE ON INDIVIDUAL AND UNIT PERFORMANCE." Academy Of Management Journal 57, no. 5 (October 2014): 1434-1452. Business Abstracts with Full Text (H.W. Wilson), EBSCOhost (accessed January 13, 2015).

•Pink, Daniel H. Drive: The Surprising Truth About What Motivates Us. New York, NY: Riverhead Books, 2009.

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