Performance management in focus:

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Performance managementin focus

• Creating high performance organisations

Michael Collins Managing Director
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My performance

• The breakfast of champions
• The heart of leadership
• The engagement dilemma
• Our experience

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Animal feedback form

• From the list, select the animal that most
  resembles your partner, considering both physical
  characteristics and personal qualities. Do not
  show your selection to your partner.
• Lion
• Squirrel
• Monkey
• Tiger
• Giraffe
• Kangaroo
• Bear
• Cat (type?)
• Dog (type?)
• Bird (type?)
• Other?

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Some reasons why people dont give us feedback

• We are afraid of what they might tell us.
• We havent let them know that we really want
  their feedback.
• We havent been specific about the feedback we
  are seeking.
• They are concerned that we will become angry at
  them or seek reprisal.
• They feel its none of their business.
• They feel they havent earned the right to give
  us feedback.

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Strategies for creating a feedback culture

• With your partner, look over the list of reasons
  why people dont give us feedback (see flip
  chart).
• Come up with at least two strategies you could
  use to overcome these obstacles and encourage
  people to give you feedback.

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Full range leadership model
(Bass Avolio, 1997)
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Performance Planning
Accountability
Activity
When
Developing KPIs
Reviewee
Preparing an Individual Performance Plan
Reviewee
Creating Performance Plan on Performance
Management Sys
Reviewee
June/July
Reviewer
Reviewing Performance Plans
Reviewee Reviewer
Discussing Agreeing Performance Plans
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Performance Review
Accountability
Activity
When
Completing Self Assessment
Reviewee
Updating Individual Performance Plan
Reviewee
May/June
Review individual KPI Ratings Rate Overall
Performance
Reviewer
Reviewee Reviewer
Formal Performance Review Discussion
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Transformational leaders

• Role model confident, influential, ethical, and
  have a sense of purpose
• Inspire others optimistic, energise their
  follows, and communicate goals that are ambitious
  yet achievable
• Challenge mindsets encourage creative thinking
  and find solutions to difficult problems
• Develop others provide advice, support and pay
  attention to the individual needs of followers

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Research on transformational leaders

• A study of 250 major US companies found that
  those with CEOs who displayed more
  transformational leadership behaviours enjoyed
  higher sales results, market share, earnings and
  ROI (Agle, 1993).
• A large Australian study showed that middle
  managers at a major bank who displayed
  transformational leadership behaviours reported
  higher individual and group performance (Carless,
  Mann and Wearing, 1995).
• Transformational leadership training of bank
  branch managers over time improved their
  transformational leadership behaviours. Branches
  run by these people improved performance
  significantly in comparison with a control group
  (Barling, Weber and Kelloway, 1996).
• A German bank where managers were rated as more
  transformational ran units that had higher bottom
  line performance (Geyer and Steyrer, 1998).

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What is engagement?

• Specific behaviors shown by employees who are
  truly committed to your company's success and put
  forth extra effort to help the business succeed.
• They
• Say -- The employee consistently speaks
  positively about the organisation to coworkers,
  potential employees, and customers.
• Stay -- The employee has an intense desire to be
  a member of the organisation despite
  opportunities to work elsewhere.
• Strive -- The employee exerts extra time, effort,
  and initiative to contribute to business success.
• (Source Hewitt employee and executive
  engagement studies, over 1,700 companies
  representing more than four million employees)

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Followers of transformational leaders report

• Satisfaction more satisfying work as a result of
  effective leadership and team dynamics
• Effectiveness organisational goals are achieved
  through being a member of an effective team
• Extra Effort increased willingness to try harder
  and a greater desire to succeed

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Transformational leaders and employee engagement

• only one of every two employees is engaged in
  their work and the organisation
• (Source Hewitt Employee Engagement and Best
  Employers Database, 2005)

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Generation Y

• Born between 1978 and 1996
• 4.5 million in Australia
• Lifestyle-centred, impatient, sceptical,
  street-smart, socially aware, independent,
  tech-savvy and perhaps a touch over-confident
• (Management Today, June 2005)

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Organisations responses to Generation Y

• 58 recognise a shift in expectations of
  employers and Gen Y employees
• 32 believe there is tension between managers and
  Gen Y employees
• 21 believe they are managing this successfully
• 20 believe expectations between managers and Gen
  Y dont reconcile
• (Thriving, and surviving, with Generation Y in
  the workforce, Ross Human Directions, 2005)

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So whats the solution?

• Define what leadership looks like for your
  organisation
• Measure leadership capability
• Deliver personalised feedback
• Encourage individual action-planning
• Learn new skills (or sharpen blunt ones)
• Remeasure leadership capability

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Key message

• Performance management its rarely about the
  process
• Its mostly about leaders who
• Are comfortable being managers (ie.
  Transactional)
• Are uncomfortable giving (and receiving) feedback
• Focus on developing transformational leadership
  behaviours

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Questions?
Michael Collins Managing Director