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Improving the Performance EnvironmentRobert Sher
WebinarMay 11, 2016
Subscribe to the series by email, [email protected], or call 617 245 0265
2©2016 FCB Partners. All rights reserved.
2016 Webinars and Courses on the Theme of Smart Work
WebinarsTitle Date
Improving the Performance EnvironmentRobert Sher, CEO to CEO
May 11
Smart Work: Book LaunchSteve Stanton, FCB Partners May 18
Seamless Start-UpTom Purves, VP Shell (ret’d) June 1
Optimizing Process AnalyticsFrank Capek, Customer Innovations June 15
Smart StrategyTim Collins, Rich Products June 29
Courses
Title Date and Location
Power of ProcessSteve Stanton
Hammer CertificationNew Orleans, LAOctober 24-25
Implementation and ExecutionKay Coleman
Advanced CertificationNew Orleans, LAOctober 26-27
Leading TransformationWalter Popper
Hammer CertificationWalter PopperNew Orleans, LAOctober 26-28
For information about onsite courses and workshops call 617 245 0265 or contact us by email [email protected]
SYDNEY SAN FRANCISCO
Improving the Performance EnvironmentPresented by Robert Sher
How do we create the change we call “performance improvement”?
SYDNEY SAN FRANCISCO ELKIEM CENTRE PTY
SYDNEY SAN FRANCISCO ELKIEM CENTRE PTY
What are the factors present at the Olympic Games that stimulate performance improvement from those who choose to participate?
SYDNEY SAN FRANCISCO ELKIEM CENTRE PTY
High Performance Environmental Structure
THE RANGE
Measure Components FirstShape the Environment
THE RANGEOlympic Swimmers
THE PRINCIPLES
1.People change when their environmental circumstances change.
2.Therefore, there must be a set of circumstances that stimulate the change called performance.
3.The job of a leader(s) is to create those circumstances
Linkages between components:
High Performance Environmental Structure
THE RANGE
DISSATISFACTION
1. Populations who are satisfied & comfortable are not driven to perform at high levels.
2. Populations who are dissatisfied strive to change their circumstances.
3. A corporate high performance environment is one where the employees’ urge to change is focused on achievement of the company’s objectives.
The Elkiem HPES at work in corporate setting
SYDNEY SAN FRANCISCO
86.97th
88.25th89.8
2nd
78.79th
92.31st 89.5
3rd
87.46th
89.44th
85.08th
52.04th
38.68th65.9
2nd
58.83rd
43.96th
68.81st
43.77th
36.49th
48.65th
Just because you have them doesn’t mean they work!
Executive Team Sharpshooters
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Level 3 Leadership Team
Executive Team
0 20 40 60 80 100
Range In-dicator 70.0
Range In-dicator 82.0
Lever: The Range
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Lever: Pressure
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PRESSURE COMPARISONS – PRESSURE MEANING
High Tech Company
Fast Food Company
0 20 40 60 80 100
Meaning Component 72.8
Meaning Component 79.7
Pressure Indicator 71.7
Pressure Indicator 55.3
SYDNEY SAN FRANCISCO
PRESSURE COMPARISONS – PRESSURE CLARITY
High Tech Company
Fast Food Company
0 20 40 60 80 100
CLARITY Indicator 51.8
CLARITY Indicator 68.6
Pressure Indicator 71.7
Pressure Indicator 55.3
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PRESSURE COMPARISONS – PRESSURE MEASUREMENT
High Tech Company
Fast Food Company
0 20 40 60 80 100
Measurement Indicator 51.4
Measurement Indicator 64.7
Pressure Indicator 71.7
Pressure Indicator 55.3
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CLIENT CASE STUDY: HIGH GROWTH FIRM
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ADVANCED HPES SUMMARY: CLIENT
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CLIENT CASE STUDY: CHECK THE PRESSURE!
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CLIENT CASE STUDY: CHECK THE PRESSURE!
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CLIENT CASE STUDY: CHECK THE PRESSURE!
CLIENT CASE STUDY: COMPENENT EFFECTIVENESS BY LEVEL
MOVE #1:In my team, the high performers receive the greatest share of the rewards.
THE RANGECLIENT CASE STUDY
MOVE #2:The measures used to assess the performance of my team will give my immediate manager a clear indication of who the high and low performers are.
THE RANGECLIENT CASE STUDY
SYDNEY SAN FRANCISCO
Data driven: Guessing can be dangerous
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81.91st
49.89th80.7
3rd
66.74th
81.42nd 60.9
7th
66.35th
64.86th
57.88th
52.04th
38.68th65.9
2nd
58.83rd
43.96th
68.81st
43.77th
36.49th
48.65th
TWO MOVES EFFECT – EXECUTIVE TEAM
CYCLE 1 CYCLE 2
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TWO MOVES EFFECT – CONTINUED
88.22nd
76.08th84.8
4th
75.29th
90.11st 77.5
7th
82.76th
84.35th
85.43rd
CYCLE 2 CYCLE 3
81.91st
49.89th80.7
3rd
66.74th
81.42nd 60.9
7th
66.35th
64.86th
57.88th
Key Takeaways
1. The work environment is critical to producing acceptable performance.
2. The leadership team is the primary driver of the key factors that drive performance pressure.
3. For every move or action, there is a reaction affecting the environment and performance.
4. The environment can be measured, and moves must be made with care, deliberateness, and in steps.
5. The performance environment is always evolving, and managing it is a critical and continual role for firm leaders.
What is your next right step? “Knowledge without action is futile.” -Abu Bakr
Complimentary 90 minute consultationNo expectations / No obligation / No cost
Agenda:1. ID your biggest challenge/opportunity2. Focus in on the best strategy to address it.3. List and choose the tactics that will make a difference.4. Choose the right next steps to take now.
If you want to do this work with me at no cost or obligation, call or e-mail Jan by end of business today to: [email protected] / 925-829-8190 x101 to set your meeting.
