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Performance Does Count-Performance Management
Faye BoundBound Consulting Group
29 August 2014www.boundconsulting.com.au
Performance Management
What is it?
Why is it important?
Importance
Build Trust Comply with Code of Conduct Develop strong, long lasting
relationships Achieve productivity and quality
TRUST-ABC
A-Able
B-Believable
C-Connected
D-Dependable
Consequences
Legal aspects Mediation Poor morale Sick leave Deadlines missed High Turnover Lack of respect for you!
Context
It is not a form filling out exercise!!
Definition
Typically it is defined as: an integrated and planned system for identifying opportunities for the continuous improvement of the organisation’s performance through its people.
Conversations
It involves: Defining work goals and standards-linked to the
organisation’s mission and values Monitoring and measuring performance Actively managing performance through feedback
and coaching Maximising learning and development Providing an environment that influences positive
and consistent behaviours and attitudes Constructive corrective feedback and Constructive acknowledging feedback
Expectations
Setting the scene for performance
Meeting Expectations Exceeding Expectations Development Required Needs Improvement (not meeting
expectations)
Perceptions
Perceptions are formed by: Experience Beliefs Values
They are real for us!
Habit
Habit
Knowledge Skills
Attitude - Desire
Source: Stephen R Covey: Seven Habits of Highly Effective People
Change…
“A round man cannot be expected to fit into a square hole right away.He must have time to modify his shape.”
Mark Twain
Resistance to Change
Influence vs Concern
Concern
Influence
No Control
Direct Control
Indirect Control
Covey, 7 Habits of Highly Effective People
Culture
Culture is what is created from the messages that are received about how people are expected to behave in your organisation.
Corporate Vision
Culture
Culture Management is Message Management
“The way things are done around here” Behaviours Systems Symbols Unwritten Ground Rules (UGRs)
To Leave a Legacy
(SPIRIT)Meaning and Contribution
Whole Person Paradigm
Needs of Your Teams
Mind
Body
Heart
Spirit
Emotional Intelligence
Relationship
Management
Self-
Management
Self-
Awareness
Social
Awareness
Daniel Goleman
Listening
Actual Performance
Choices
Choices
Choices
Choices
Beliefs & Values=
Primary Drivers
Attitude =
Mindset
Skills Bank =
Applications
Behaviours =
Responses
Performance =
Result
Stephen R. Covey
As a leader: What do you sell?
Messages!!
Success is relative:It is what we can make of the mess we
have made of things.
T.S. Elliott
Honest Conversations
“..our work, our relationships, and in fact, our very lives, succeed or fail gradually, then suddenly, one conversation at a time.”
Susan Scott
Feedback
Are you clear about what you want to achieve?
Are you well prepared to explain?
Are you well prepared to listen?
Are you well prepared for the reaction?
Feedback
Focuses on behaviour, rather than the person
Describes, rather than judges
Explores alternatives
Is given in a way sensitive to their needs
Giving Feedback
Setting the tone Listening Picking up on cues Encouraging Problem Solving Open Questions The Environment Be an explorer first!!!
Critical Roles of a Coach To Educate To Challenge To Develop To Counsel To Confront
Empowerment
To enable To help people develop a sense of
self-efficacy To overcome causes of powerlessness
or helplessness To energise people to take action To mobilise intrinsic excitement
factors in work
Defining Terms
Responsibility Is a before the fact mindset of personal
ownership and commitment to a result
Self-Empowerment Is taking personal action and risk to
ensure agreed upon result
Accountability Is a personal willingness, after the fact,
to answer for outcomes produced
Delegation
Discretion – how much responsibility Monitoring – task, results achieved Accountability – degree of authority
for decision making
Managing Performance
Is your integrity in tact?
Do your employees respect you?
Next Steps
What do you, as a leader, plan to do now?
Stop Start Continue
Managing People
What is your next performance challenge?
Faye BoundBound Consulting Groupwww.boundconsulting.com.au
References Cherniss, C. and Adler, M. (2000). Promoting Emotional Intelligence in
Organizations. Alexandria, Virginia: ASTD. Golman,D. and Boyatzis, R. and McKee, A. (2002)The New Leaders, Transforming
the Art of Leadership into the Science of Results . Great Britain: Time Warner Books
Goleman, D. (1998a). Working with emotional intelligence. New York: Bantam Books.
Goleman, D. (1998b). What makes a leader? Harvard Business Review, November-December.
Covey, Stephen, “The 7 Habits of Highly Effective People”, The Business Library, 1989
The Power of Culture, AIM Management Today Series; McGraw Hill 2004 S Simpson UGRs: cracking the corporate culture code, Narnia house Publishing, Queensland, 2000
Developing Management Skills, Carpopio, Andrewartha Armstrong, 2nd edition 2001, Pearson Education Australia