Managing Performance Through Strength-based Performance Management. Nicky Garcea Centre of Applied Positive Psychology

Transcription

1 Managing Performance Through Strength-based Performance Management Nicky Garcea Centre of Applied Positive Psychology

2 CAPP Advisory Programme and Products The Strengths Project

3 What We Will Cover Strengths and Performance: Why would you? What does it involve? How is it being embedded? What impact does it have?

4 Strengths: What Do We Mean? 1. Good at is not enough by itself - performance 2. How you feel when doing it also matters - energy 3. How often you get to do it matters as well - use

5 Why Now? One in 4 HIPO s plan to Leave Quality of work environments has declined Managers focus on results rather than enabling 66% of UK employees don t use their strengths Fewer than 20% of adults experience positive emotion at work

6 Change in Performance Strengths and Performance (40.0) Emphasis on Performance Strengths (CLC, 2002; n = 19,187) Emphasis on Personality Strengths Emphasis on Personality Weakness (5.5) Emphasis on Performance Weakness (26.8)

7 So Why Don t We? Not all managers systematically complete reviews Not sure how strengths fit with underperformers We re conditioned to fix weaknesses Can t distinguish between strengths-based feedback and praise Not sure how to embed within existing approaches Not sure how to adopt globally or virtually

8 What Does It Involve A commitment to: Strengths Spotting Frequent Feedback 4M Goal Setting

9 Strengthspotting Relaxed but focused and energised Minor key to major key Phrases like I love and It just fits Authentic and integrated Passionate, vital, absorbed Easy to visualise and explain, rich descriptions Childhood exemplars of strength likely

10 Applying Strengths To Do Lists what activities immediately get done by them without being reminded, so you don t have to make them on to their to do lists? Ease what tasks do they pick up and perform well easily? Rapid Learning what have they learnt to do quickly? Motivation what tasks do they enjoy delivering? Attention when do you see them absorbed in a task? Energy what tasks leave them most energised? Voice what are they doing when you note passion in their voice? Authenticity what task do they complete with confidence and in an assured manner? Words and Phrases when delegating work to them, when do you hear they use positive phrases like, I love to? Childhood talent what are the things that they say they have been good at since they were young?

11 Frequent Feedback Touch points are more important to your employees than goals Adopt a real-time model Differentiate between feedback and recognition The best hold touch point sessions fortnightly Feedforward futurebased feedback Think team coach!

12 Factor in Emotion 3:1 6:1 13:1

13 Realise2

14 Goal Set With 4M 1. Maximise Unrealised Strengths 2. Marshal Realised Strengths 3. Minimise Weaknesses 4. Moderate Learned Behaviours

15 Marshal Tune up or down Avoid the more is better approach Instead, remember the right strength, to the right amount, in the right way, at the right time the golden mean of strengths use

16 Moderate Pull it in! Stand back and assess their impact Try to rely on them less Use them alongside strengths Influence your reputation

17 Minimise Sit on it! Reshape the role Use strengths to compensate Adopt strengths-based team working Find a complementary performance partner

18 Maximise Blow it up! Share unrealised strengths with others Take action and responsibility Increase usage Align to goals/quarterly objectives

19 Corporate Scorecard Financial Increase the amount that customers spend by 20% each quarter Customer Ensure 95% customer satisfaction People Develop one peer per quarter Internal Business Processes Deliver new website this quarter

20 Matching Strengths to Objectives

21 Standard Chartered Bank Developing People & Careers Engaging for Performance Optimizing Strengths for Performance Making Performance Conversations Count

22 Standard Chartered Bank Strengths integrated to all aspects of management development and performance reviews 4M embedded into performance reviews 22 Strengths Coaches, from 22 different countries trained virtually for local roll out Pilot sessions, check-ins, re-evaluate and amend Online self serve tools provided for managers and employees Strategic alignment to strategic mission SCB the place that you can do what you do best everyday.

23 Skills Development Scotland Objective to harness individual and team strengths in order improve performance 20 internal strengths coaches accredited All managers offered 2 day strengths and team development programmes All managers offered Realise2 debriefs Every team provided with a 2 hour strengths session Aspire strengths-based performance management process launched aligned to corporate objectives and behvaviours

24 Impact on the Organisation 71% Employees more engaged at work Employee performance 21-36% higher 50% more likely to have lower employee turnover 44% more likely to earn high customers satisfaction scores 38% more likely to work on high-productivity teams

25 Impact on Employees Increased personal responsibility Clarity of career direction Happier and more confident Higher levels of self-esteem and energy Less stressed and more resilient More likely to achieve goals

26 Impact on Managers Applied learning to work and home Increased understanding of team strengths Empowered to delegate from a strengths perspective Clarity on their role and the difference they can make Tangible understanding of how to engage individuals and teams to reach their targets

27 Strengths for Performance There are tangible business benefits for organisations, managers and employees Requires managers to: spot strengths feed back frequently using feedforward harnessing the 4M Model to set goals Can be embedded into manager and team development, works alongside your performance reviews Strengths common sense not yet common practice

28 Thank You