Professional Documents
Culture Documents
Performance Leadership
Performance Leadership
INTRODUCTION
Shaping, growing, influencing and making a positive difference to the performance of people, teams, organizations and communities.
4 3
Pick winners
Goal Alignment
Accountability
Total Rewards
GOAL ALIGNMENT Connects the organizational strategy to and with its people, allowing managers and employees to take effective action. Focus on the right goals and behaviours
Accountable for his or her own actions, as well as for giving feedback that directs actions toward the right business outcomes
TRUST and VALUES Including respect, tolerance, building trust among all members in an organization
TOTAL REWARDS
The monetary and non-monetary return provided to employees in exchange for their time, talents, efforts and results Five key rewards elements: (1) compensation (2) work- life (3) development and career opportunities (4) performance and recognition (5) benefits
What is done
Organisational development
Knowledge development
Organisational Development
Focus on the development of core processes and associated tools and techniques. The approach:
Strategy formulation Change Management Performance Management
Strategy Formulation
Performance Leadership Process Model Change Management Performance Management
Organisational Development
Strategy formulation Clarifying strategy, commitment and motivation Change Management Continually building new capabilities
Strategy Formulation Performance Leadership Process Model Change Management
Performance Management
People Development
Focus on the development of core competencies, attitudes and behaviours (leading, managing and performing) The approach:
Context Content Culture
Context
People Development
Context Clarifying strategies, systems and plans Content Delivery of actions, results and outcomes
Context
People Development
Ways to develop people?
High Performance People Program Coaching to increase personal performing
Leadership and Key Resource Development Training Survey Elicting the people perceptions of behaviours
Culture
Context
Knowledge Development
Focus on the development of core business intelligence (underpin the quality of all decisionmaking) The approach:
Innovation Self Assessment Benchmarking
Innovation
Benchmarking
Knowledge Development
Innovation Fostering insight, creativity and risk taking Self Assessment Rigorous and critical self examinations Benchmarking Systematic comparisons with the best
Innovation
Benchmarking
These four dimensions are required to enhance the performance (motivation) in an organization.
Leadership Dimensions
Organization
Leaders: create the conditions for success aligning the organization to a compelling picture of the future, clarifying the priorities, providing resources and motivation and leading by example.
Organization
Managers: enable people to be successful routinely capturing customer insights using data to drive a systematic approach to performance management and change management.
Team
Team members better support each other, increasing personal effectiveness in building positive, productive relationships. Teams
have clearer performance expectations, understand how their efforts contribute to business success and are rewarded for delivering on their accountabilities.
Individual
Individuals :
have clearer performance expectations, understand how their efforts contribute to business success and are rewarded for delivering on their accountabilities. ongoing increases in the capability of their people.
Summary
Everyone throughout the organization and beyond it benefits from increased transparency and accountability.
Transparency in terms of the overall purpose and performance of the organization. Accountability in terms of who is doing what, when and how.
VIDEO
They set interim goals so that people can achieve small wins as they work toward larger objectives. They put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. They create standards of excellence and then set an example for others to follow.
Practices and behaviors : I set a personal example of what I expect of other people I spend time and energy making sure people in the organization adhere to the principles and standards that the organization stands for through the mission and goals I follow through with promises and commitments I make in the organization I find ways to get feedback about my performance and attitude in the organization I build consensus on an agreed-on set of values for the organization
They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.
Practices and behaviors : I communicate my beliefs about what could affect the organization in the future I describe to others members in the organization what we should be able to accomplish I speak with others about how much better the organization could be in the future I help members see how they can further their own leadership development through helping the organization I speak with conviction about the higher purpose and meaning of what we are doing
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. They experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.
Practices and behaviors : I look for ways to develop and challenge myself to grow in my abilities and skills I encourage others to try out new ideas I stay current on events and initiatives that might affect our organization When things do not go s well as planned, I ask What can we learn from this experience? I make sure that we set goals and make plans for new projects I experiment with the way our organization can do things to find the best method
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts. They strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.
I foster cooperative relationships among people I work with I actively listen to diverse points of view I treat others with dignity and respect I support the decisions that other people in the organization make on their own I give others a great deal of freedom and choice in deciding how to do their work I provide opportunities for others to take on leadership responsibilities
To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.
Practices and behaviors : I praise people for a job well done I encourage others as they work on projects in our organization I find ways for our group to celebrate our accomplishments I express appreciation for others achievements I try to creatively recognize the contributions of others in the group
Conclusion
Leadership is a relation. Leadership is a relation between those who aspire to lead and those who choose to follow. Its the quality of this relationship that matters most when were engaged in getting extraordinary things done. A relationship thats characterized by fear and distrust will never, ever produce anything lasting value. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance.