Performance does count, performance management

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Performance Does CountPerformance Management
Faye Bound
Bound Consulting Group
29 August 2014
www.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
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
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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

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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
Knowledge
Skills
Habit
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”

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Behaviours
Systems
Symbols
Unwritten Ground Rules (UGRs)
Whole Person Paradigm
To Leave
a Legacy
(SPIRIT)
Meaning and
Contribution
Needs of Your Teams
 Mind
 Body
 Heart
 Spirit
Emotional Intelligence
Self-
Self-
Awareness
Management
Social
Relationship
Awareness
Management
Daniel Goleman
Listening
Actual Performance
Choices
Choices
Choices
Choices
Beliefs & Values
=
Primary Drivers
Behaviours
=
Responses
Skills Bank
=
Applications
Attitude
=
Mindset
Stephen R. Covey
Performance
=
Result
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
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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
To
To
To
To
Educate
Challenge
Develop
Counsel
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 Bound
Bound Consulting Group
www.boundconsulting.com.au
References
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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
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