Alex Grech

Week #19 Alt-MBA

www.Alt-MBA.com
Measuring strength of Work Place
How do you measure the core elements needed to
attract, focus and keep the most talented
employees?
“Business Units were measurably more
productive when employees answered positively
on a scale of 1 to 5 to the following 12
questions.”

Gallup
Analysis of performance data from over 2,500 business units and over
105,000 employees
 12 Questions
1. Do I know what is expected of me at work?
Most powerful Questions

2. Do I have the materials & equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?
4. In the last 7 days, have I received recognition or praise for good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow?
Mountain Climbing
Getting great at what you do
Yes to all
12
Questions Summit
How can we
Questions
11 to 12 all grow?

Questions Do I belong here?

7 to 10

Questions What do I give?

3 to 6

Questions What do I get?

1&2
A great manager is a
CATALYST

1. Select the Person

2. Set Expectations Catalyst:
3. Motivate the Ability to do four
Person key activities
4. Develop the REALLY well
Person
 4 Keys of
Great Managers

1. Select the • Select for TALENT

Person • Not simply experience, intelligence or determination

• Define the right OUTCOMES

2. Set Expectations • Not the right steps

3. Motivate the • Focus on STRENGTHS

Person • Not on weaknesses

4. Develop the • Find the RIGHT FIT

Person • Not simply the next rung on the ladder
 TALENT

A recurring pattern of THOUGHT, FEELING or

BEHAVIOUR that can be productively applied.

FILTER

A characteristic way of responding to the world around us.

It tells you which stimuli to notice and which to ignore;
which to love and which to hate.
It is UNIQUE to you.
Your filter and your recurring patterns of behaviour are
enduring.
Your filter more than your race, sex, age or nationality is
YOU.

Key 1: Select for Talent

WHAT GREAT
MANAGERS KNOW

“People don’t change that much. Don’t waste

your time trying to put in what can be left out.
Try to draw out what was left in. That is hard
enough.” Key 1: Select for Talent
Elements of Performance
• Cannot be taught
• 4-line highways of your mind
Talents • Recurrent patterns of thought, feeling or
behavioural
• Difficult to transfer

• Can be taught by breaking total performance

into steps
Skills • “How to do” of a role
• Transferable

• Can be taught
• What you are aware of

Knowledge •
•
Factual knowledge – things you know
Experiential knowledge – understandings
picked up along the way
• Transferable

Key 1: Select for Talent

There are 3 Basic Categories of Talent

1. Striving – the ‘WHY’ of a person

2. Thinking – the ‘HOW’ of a person

3. Relating – the ‘WHO’ of a person

Key 1: Select for Talent

“The implication is not that people cannot change.
Everyone can change. Everyone can learn. Everyone can get a little better.
The language of skills, knowledge and talents simply helps a manager
identify where radical change is possible, and where it is not.”

Key 1: Select for Talent

 How managers find
great talent

Know what talents you are looking for

Study your best people

Key 1: Select for Talent

How to manage by remote control
Manager’s dilemma: how
do you retain control and
focus people on
performance – when you
know that you cannot force
people to behave in the
same way?

Define the right

outcomes and then let
each person find his
own route toward those
outcomes
Key 2: Define the right outcomes
I want perfect people

My people don’t have enough talent

Some outcomes defy definition

Trust is precious: it must be earned

the temptation to Control!!

Key 2: Define the right outcomes

“Forcing your employees to follow required steps only prevents customer
dissatisfaction.
If your goal is truly to satisfy, to create advocates, then the step-by-step
approach alone cannot get you there.
Instead, you must select employees who have the talent to listen and to
teach, and then you must focus them towards simple emotional outcomes
like partnership and advice.
If you manage to do this, it is something that is very hard to steal.”

Key 2: Define the right outcomes

 How do you know if the outcomes are right?

What is right for

your customers?

What is right for What is right for

your company? the individual?

Key 2: Define the right outcomes

Let them become more of who they already are

Focus on each person’s strength and

manage around his weaknesses.

Don’t try to fix the weaknesses.

Don’t try to perfect each person.

Focus on each person’s strength and

manage around his weaknesses.

Do everything you can to help each

person cultivate his talents.

Help each person become more of

who he already is.

Key 3: Focus on strengths

Casting is everything

If you want to turn talent into performance, you have to position each
person so that you are paying her to do what she is naturally wired to
do. You have to cast her in the right role.
Everyone has the talent to be exceptional at something. The trick is to
find that ‘something.’ The trick is in the casting.

Key 3: Focus on strengths

Spend the most time with your best people

‘No news’ kills behaviour

It’s the fairest thing to do
It’s the best way to learn
It’s the only way to reach excellence
And the best way to break through the ceiling

Key 3: Focus on strengths

 Managing around a weakness

Devise a support system

Find a complementary partner
Find an alterative role

Determine if poor performance is trainable

Determine if poor performance is not due to
you as manager tripping the wrong trigger!!

Determine if it’s a weakness or a non-talent

Key 3: Focus on strengths
A rung too far

Most employees are

promoted to their level
of incompetence. It’s
inevitable. It’s built into
the system.

Key 4: Find the right fit

The PROBLEM with climbing the ladder

One rung does not necessarily lead to

another.

The conventional career path is

condemned to create competition and
conflict. Why not create heroes in
every role?

Conventional ‘wisdom’ programmes

employees to hunt for marketable
skills and experience to climb to the
next rung. This thinking is often
flawed.

Key 4: Find the right fit

“BEFORE you promote someone, look closely at the striving, thinking and relating
talents needed to excel in the role.
After scrutinising the PERSON and the ROLE, you may still choose promotion.
Since each person is highly complex, you may still end up promoting someone into a
position where he struggles. No manager finds the perfect fit every time.
But at least you will have taken the TIME to weigh the FIT between the DEMANDS of
the role and the TALENT of the person”.

Key 4: Find the right fit

Create heroes in EVERY role

Set up levels of achievement

for EVERY role

For every role, define

pay in broad
ranges, with top-end
of lower-level role
overlapping bottom
end of role above

Set up ‘creative
acts of revolt’
(special projects)

Key 4: Find the right fit

 What Great managers do

Level the PLAYING FIELD

Hold up the MIRROR

Create a SAFETY NET

Key 4: Find the right fit

The art of tough love
“Tough love is a mind-set. An uncompromising focus on excellence with a
genuine need to care. It focuses great managers to confront poor performance
early and directly. It allows them to keep their relationship with the employee
intact. Even if the employee has to be ‘let go’. Understanding that each person
possesses enduring patterns of thought, feelings and behaviour liberates
managers who have to confront poor performance. Because it frees the
manager from blaming the employee.”

Key 4: Find the right fit

The art of interviewing for talent

Ensure talent interview stands alone

Ask a few open-ended questions and

then try and stay quiet

Listen for specifics

Talent clues: rapid learning

Talent clues: personal satisfactions
Know what to listen for
The art of performance management

Keep the routine SIMPLE

Meet FREQUENTLY: minimum once a quarter

Focus on the FUTURE

Ask employee to keep track of HIS OWN performance and learnings

What great managers expect of every talented employee

Look in the mirror any chance you get

Muse

Discover yourself

Build your constituency

Keep track

Catch your peers doing something right

How to operate if your manager is not quite ‘perfect’

If she’s too ‘busy’, schedule a performance planning meeting

If you are forced to do things ‘her way’, tell her you want to
define your role more by outcome, than by steps

If you receive inappropriate praise, suggest alternative ways

If she constantly intrudes, ask if ‘OK to check in less

frequently than current practice’

If your ‘problems’ are of an entirely different

nature, if your manager consistently ignores
you, distrusts you, takes credit for your
work, blames you for her mistakes or disrespects
you… then get out from under her. You deserve
better.
What companies can do to create friendly climate for great managers

Keep the focus on outcomes

Value world-class performance in every role

Master keys that senior

management of a
company can use to break
through ‘conventional
wisdom’s’ barricades

Study your best

Teach the language of great managers

End thoughts

“Great managers make it all seem so simple.

Just select for talent, define the right outcomes, focus on strengths and then,
as each person grows, encourage him or her to find the right fit.
Completing these few steps with every single employee, your department,
division or company will yield perennial excellence.”
End thoughts

NOBODY said all this is EASY!

A great manager sometimes has to STRUGGLE to BALANCE

the competing interests of the company, the customers, the
employees and even her own.
End thoughts
“The needs of the COMPANY and
the needs of the EMPLOYEE,
misaligned since the birth of the
corporation over 150 years ago, are
CONVERGING.

The intersection of the company’s

search for VALUE and each
individual’s search for IDENTITY
are forces of change that have
seeded into the corporate
landscape for over 10 years.

The best managers are those who

know how to be CATALYSTS and
speed up these forces of change.”
Acknowledgements
All images from Flickr under Creative Commons licences

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