Building a High Performance Culture Through Personal Mastery

Transcription

1 Building a High Performance Culture Through Personal Mastery

2 Theme 2: Theme 1: Effective Leadership and their Influence Analyse the role of emotional intelligence in interpersonal and intrapersonal relationships in life and work situations Theme 3: Managing Change Theme 4: Employee Engagement & Performance Management 2

3 Check in Your Name What outcomes would I like to achieve? How am I feeling today? What is giving me energy in my life right now, personally and professionally?

4 The Smell of A place

5 What is Corporate Culture and Why It Matters

6 Leaders Create and Enable the Context Being an effect leader begins with you The same individual behaves differently in two different contexts and it is the quality of management who create the right context around their people to improve their contribution to the company.

7 Traits of Great Leaders What leadership challenges are we experiencing globally? How would you describe yourself as a leader? What is important to you?

8 4 Cores of Character SELF-DISCIPLINE Self-discipline is the ability to do what is right even when you don t feel like doing it. CORE VALUES Core values give order and structure to an individual s inner life, and when that inner life is in order, a person can navigate almost anything the world throws at him. A SENSE OF IDENTITY No matter how hard you try, you cannot consistently behave in a way that is inconsistent with how you see yourself. INTEGRITY When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened.

9 Personal Mastery Emotional Intelligence

10 The Behaviour Change Road Map E-R Purpose + Vision S Force Field Analysis I D/R Behaviour Improve Results E-R Scorecard/Progression O Significant Others

11 What s Your Conscious Mindset and How is It Serving You? 11

12 Paradigm Shifts 12

13 Being an effective leader begins with YOU Being self-aware Being aware of the impact you have on others Knowing what really matters to you Behaving in alignment with your core purpose and values Expressing yourself authentically

14 The Principles Of Emotional Intelligence What is emotional intelligence? Formal Definition: the ability to use your emotions to form an optimal relationship with yourself and others. The American psychologist, David Wechsler, defined intelligence as the aggregate or global capacity of the individual to act purposefully, to think rationally, and to deal effectively with his environment Daniel Goleman Definition: the capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions well in ourselves and others. 14

15 Head Technical Skills Business knowledge 20% Heart Know, understand self and others Influence and grow others Serve and retain customers 80% Hands Doing it right Live Culture Charter values 100% A good head and a good heart are always a formidable combination 15

16 What is the Difference Between EQ vs IQ? IQ Helps you get in the door Measure of ability to learn and understand Convince with facts At the mercy of emotions because of a lack of understanding Book smart Gets you though school EQ Helps you succeed at the job Measure of ability to use emotions with logical skills Convince with reasoning Understanding and managing emotions and using them for good reason Heart smart Gets you through life

17 Personal Competence Emotional Intelligence Self Awareness Self Management Relationship Awareness Relationship Management Social Competence Social Intelligence Relationship and Systems Intelligence 17 From Daniel Goleman and CRR Global

18 EI Daniel Goleman Self Awareness Emotional self awareness Accurate self assessment Self confidence Social Awareness Empathy Organisational awareness Service orientation Self Management Emotional self-control Transparency Adaptability Achievement orientation Initiative Optimism Relationship Management Developing others Inspirational leadership Change catalyst Influence Conflict Management Teamwork & Collaboration

19 What is Self Awareness Am I a boiling frog? Self-awareness is defined by Goleman (2007) as: knowing what we are feeling in the moment, and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a well-grounded sense of selfconfidence. 19

20 The Johari Window 1. OPEN AREA Things we know about ourselves and others know about us 2. BLIND AREA Things others know about us that we do not know 3. HIDDEN AREA Things we know about ourselves that others do not know UNKNOWN AREA Things neither we nor others know about us

21 The Cookie Thief Self Management 21

22 What would you do? INTR 4.1

23 Self Management The skill of reflection enables you to test the validity and assumptions behind your thoughts and anticipated response How? STOP TEST and REFLECT CHOOSE AND ACT appropriately 23

24 STOP Or at least slow down REFLECT What is the emotion telling me? What is the message behind the emotion? Why am I feeling as I am? What are possible responses? CHOOSE AND ACT Choose the most appropriate response and act on it 24

25 Activity : The Stop-Test Challenge Stop (The Event i.e. The Cookie Thief) Think of an event where you did not like your response. What happened? How did you respond? Think of an event where you lost it, got really angry or overwhelmed. What happened? How did you respond? Think of an event that did not go in the direction that you wanted it to because of your response. What happened? How did you respond? 25

26 (continued): The Stop-Test Challenge Think, Reflect and Test (Choose your Response) What did you believe that made you respond in that way What did you feel that made you behave as you did? What are other possible ways that you could have reacted. Generate a list, (however far-fetched). 26

27 The Power of Choice Event Freedom to Choose Response Between the Event and my Response there is a space. In that space lies my freedom and power to choose. Can I choose a different response to get the result I want? What could my options possibly be? In these Choices, lies our Emotional Intelligence 27

28 (continued): The Stop-Test Challenge Choose Response and Act What would you have had to do, think or change in order to make that choice? Can I think of an event you would like to apply this technique to now? 28

29 How do I Grow my Self Management Capacity? Tool 1: Pause Button Awareness of the physiological and emotional signals Push the Pause Button Identify and acknowledge your feelings and behaviours Make a CHOICE to adapt your feelings and behaviours that will lead to constructiveness and personal accountability 29

30 Application: The Pause Button What is your pause button? 30

31 How do I Grow my Self Management Capacity? 31

32 Emotional Hijacking: What Happens when I Fail to Manage Self Thinking Brain Feeling Brain We refer to emotional outbursts as emotional hijackings. The hijacking that occurs triggers the feeling brain before it can reach the thinking brain. 32

33 Activity 2: Know Yourself My Strengths My Areas of Development

34 Managing Change

35 What is Change? You might be on the right track but if you just sit there you ll get run over. Will Rogers (US Humorist and actor )

36 What Causes Change? Mission Workload Political Environment Changes in management Resources Technological

37 Changing The Smell of the Place

38 Changing The Smell of the Place If individuals are not at fault for companies displaying poor work ethic and thus poor performance, how do we then change the context in which they work? How do we create Fontainebleau forest inside companies?

39 4Ps of Communicating Change Purpose Show logic Provide well researched rationale Present the relevance of the information at this time Provide quantitative evidence of needs and benefits Plan Present a goal directed and time focused plan Outline expectations for the next steps Describe how success will be measured Create a clear call to action People Focus on people-related issues Connect with feelings Describe the interdependence of roles to reinforce that you are not alone Acknowledge problems openly and present a plan for improvement Picture Create a compelling vision of the future Describe a far reaching goal Provide a visual image, metaphor, personal story or slogan

40 Leading Change The big (and often painful) leadership question is; what do I need to change about me to help them? Instead of just wishing for a change of circumstance, I may need a change of character. Jim Clemmer (Consultant, trainer and author on leadership)

41 Managing Employee Engagement & Performance

42 The Power of Employee Engagement

43 What is Employee Engagement? Heightened connection to work, organization, mission or co-workers Beyond job satisfaction or happiness Personal meaning in work Pride Belief their organization values them More likely to go above minimum and provide discretionary effort.

44 Employee Engagement Employee engagement is a property of the relationship between an organisation and its employees. An engaged employee is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organisation s reputation and interests. An organisation with high employee engagement might therefore be expected to outperform those with low employee engagement, all things being equal. Employees with the highest level of employee commitment perform 20% better and are 87% less likely to leave the organisation, which indicates that engagement is linked to organisational performance. In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive. Source: HR Future June 2005

45 Why Does Engagement Matter?

46

47 Benefits of Employee Engagement Higher levels of engagement drive: Improved employee performance to support mission More collaborative and innovative work environments Lower costs of disengagement.

48 Engaged Employees Have strong relationships in organization Highly motivated to work hard Stay even for less money Go the extra mile Recommend organization as good place to work

49 On the Other Hand Not engaged Not strongly committed to organization Feels trapped Gives bare minimum Actively disengaged Poor relationship with organization Only going through the motions

50 The Virtuous Cycle Of Engagement Engagement is The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplish tasks important to the achievement of organizational goals. Great managers and supportive work environment Engaged employees - Satisfied - Committed - Proud - Willing to advocate Better individual performance giving discretionary effort Improved company performance

51 How Do We Know If Our Employees are Engaged?

52 Ask Them!

53 Engagement Survey Questions Pride in work or workplace 1. My organization is successful at accomplishing its mission 2. My work unit produces high-quality products and services 3. The work I do is meaningful to me 4. I would recommend my organization as a place to work Satisfaction with leadership 5. Overall, I am satisfied with my supervisor 6. Overall, I am satisfied with managers above my immediate supervisor

54 Engagement Survey Questions Opportunity to perform well 7. I know what is expected of me on the job 8. My job makes good use of my skills and abilities 9. I have the resources to do my job well 10. I have sufficient opportunities (such as challenging assignments or projects) to earn a high performance rating Satisfaction with recognition received 11. Recognition and rewards are based on performance in my work unit 12. I am satisfied with the recognition and rewards I receive for my work

55 Understand Motivation in Teams What is motivation? Motivation is the force that makes us do things. This is a result of our individual needs being satisfied so that we have inspiration to complete the task. These needs vary from person to person as everybody has their individual needs to motivate themselves. 55

56 ovement vs. Motivation MOVEMENT takes place when employees do a job only for some benefit, or to carry out a task only to avoid some unpleasant consequence. This movement can take place from behind or from the front e.g. threats of punishment is movement from behind. Carrots to induce staff to perform better is movement from the front. Example: Employees complete a task quickly if told they can go home early! This is movement, not motivation. They do not work quickly because they enjoy the work they want the free time! Source: Creating Winners in the Workplace by Dr Arnold Mol

57 Motivation Pride People are motivated to perform a task with dedication, only when that task awakens their PRIDE. Pride in what they can or have achieved. If employees do not go home at the end of the day with a feeling of Wow! Look how good I am! Look what I have achieved! you have failed to motivate them. Human beings, regardless of race, culture or level of education, have a deep-down desire to be proud of themselves. There will be exceptions, but the majority of people not only want to be proud of themselves, they also want to be respected by others for their achievements. The most effective leaders are those who have discovered the secret of harnessing the pride of their teams. Source: Creating Winners in the Workplace by Dr Arnold Mol

58 Herzberg s Motivation Hygiene Theory MOTIVATORS Achievement Recognition The work itself Responsibility Advancement Growth HYGIENE FACTORS Company Policy Administration Supervision Salary Interpersonal relations Working conditions

59 Factors That Create Pride An experience of SUCCESS Keep score, enable people to improve their own best score. Allow them to set their own goals. RESPONSIBILITY Delegate decision making two people can t be responsible for the same thing (e.g. safety or quality)! Effective managers help subordinates to do the work, not the other way around! RECOGNITION for achievement The need for recognition is a basic human need. Giving positive feedback costs nothing! Trouble makers are often just looking for attention.

60 Ownership Giving A persons Complete Job Factors that give people a sense of ownership of their jobs: 1. My Area - territory. Responsibility for an area. 2. My Equipment. Responsibility for operation, maintenance and outputs P & PC. Ownership implies functional authority (e.g. machine operators given authority to stop production). 3. My Product. Responsibility for a range of products (merchandisers). 4. My Client. Responsibility for specific clients. Source: Creating Winners in the Workplace by Dr Arnold Mol

61 What Does Empowering Mean? Power means control, authority, dominion. The prefix em means to put onto or to cover with. Empowering, then is passing on authority and responsibility. As we refer to it here, empowerment occurs when power goes to employees who then experience a sense of ownership and control over their jobs. Empowered individuals know that their jobs belong to them. Given a say in how things are done, employees feel more responsible. When they feel responsible, they show more initiative in their work, get more done, and enjoy the work more. Source: Empowered Work Teams by Richard S Wellins, William C Byham and Jeanne M Wilson

62 How Do We Achieve High Levels of Engagement?

63 Building a Culture of Engagement A set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm

64 Effective Practices Engagement is everyone s responsibility It must be a strategy Lead from the top Involve unions Hire with care; probation is part of Onboard well. selection

65 Effective Practices Manage performance Make sure employees know what is expected and how work links to mission Meet regularly with employees Provide opportunities to grow and develop Hold employees accountable avoid transferring poor performers Recognize contributions Make sure employees opinions count Create a positive work environment respect work/life balance Communicate Measure and re-measure engagement.

66 Onboarding Model

67 Performance Management Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. Jack Welsh

68

69 All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things. Tom Northup OPM Expectations What's measured improves Peter F. Drucker

70 What is Performance Management? Continuous process of identifying, measuring and developing the performance of individuals, teams and the organisation as well as aligning their performance with the strategic goals of the organisation Ongoing creation of an enabling environment for employees to perform at their best in order to achieve organisational goals Organization s measurement system strongly affects the behavior of managers and employees.

71 Why is Performance Management? Enables the Organisation to achieve its goals and vision. Shared understanding of what needs to be achieved at each level. Provides clear direction; clear performance expectations and standards for employees. Establishes a culture where individuals and teams take responsibility for the achievement of organisational goals through full utilization of their skills and competencies.

72 Performance Management Process

73 Aligning Employees to the Business Strategy

74 Aligning Employees to the Business Strategy SHARED VISION Why are we here? What is our purpose? What direction are we moving in? VALUES How staff need to behave to live the organisational brand? GOALS What the organisation does to achieve the vision? 75

75 Strategy Is a Step In a Continuum MISSION Why we exist VALUES What s important to us VISION What we want to be STRATEGY Our game plan BALANCED SCORECARD Implementation & Focus STRATEGIC INITIATIVES What we need to do PERSONAL OBJECTIVES What I need to do STRATEGIC OUTCOMES Satisfied SHAREHOLDERS Delighted CUSTOMERS Efficient and Effective PROCESSES Motivated & Prepared WORKFORCE

76 How to effectively manage performance? In order to effectively manage performance you need to: Communicate Expectations: The first and most important step in the performance management process is to communicate what is expected. Observe And Document Performance: Throughout the performance management cycle, you should observe your employees performance and identify instances of both good and poor performance. Provide Feedback: You should provide frequent feedback and coaching to your employees regarding performance throughout the year. Deal With Performance That Does Not Meet Expectations 78

77 Thank you