Performance Does Count-Performance Management

Faye BoundBound Consulting Group

29 August 2014www.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

Habit

Knowledge Skills

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)

To Leave a Legacy

(SPIRIT)Meaning and Contribution

Whole Person Paradigm

Needs of Your Teams

Mind

Body

Heart

Spirit

Emotional Intelligence

Relationship

Management

Self-

Management

Self-

Awareness

Social

Awareness

Daniel Goleman

Listening

Actual Performance

Choices

Choices

Choices

Choices

Beliefs & Values=

Primary Drivers

Attitude =

Mindset

Skills Bank =

Applications

Behaviours =

Responses

Performance =

Result

Stephen R. Covey

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 Educate To Challenge To Develop To Counsel To 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 BoundBound Consulting Groupwww.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