Performance does count, performance management

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       

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 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”    

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       

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  

   



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