module 36c: leadership training for performance / transition

Work Focused Improvement®Management Essentials for

Daily Use and Ongoing Improvement

By Sam Pratt

© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Module 36c

Leadership Training for Performance / Transition

Leadership Training for Performance / TransitionThis module is focused on materials helpful for an

organization that needs a boost in performance because• The company or the economy is at a low point• The industry or market has structural changes• Technology is shifting significantly • The socio-technical work system is facing unusually

dramatic challenges and disruptions• Too much time and resources are devoted to putting out

fires

Note: This is a very small portion of WFI Leadership materials


Work Focused Improvementä... in a nutshell

• Endorse & understand the underlying premise: When a group of people work in concert to advance the business, a by-product of the effort is a better functioning social unit

• Distinguish between the two basic types of work: linear and non-linear and design all business mechanisms to match the work

• Focus on the work, performance and result, not on …• Hygiene: company policy, wages, working conditions, security,

status, supervision, and interpersonal relationships• Feelings & Emotions• Turf, politics, personality, or blame

• Be a student of management and build a profound understanding of all leadership and management mechanisms, tactics, and concepts

Background© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

StepsSteering Group1. Modify items to focus

on current issues & needs of organization

2. Use wording / terms of organization

Survey Meeting3. Ask group if they

understand the questions, and discuss as needed

4. Tell them to circle a number 1 through 9 to answer each question

Executive Intro Environmental Analysis Score

2=A 5=B 8=C1 Culture throughout the organization is aligned with the mission

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree2 Strategy and planning are not disrupted by "putting out fires"

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree3 Good individual performance results in timely recognition & reward

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree4 Mission, culture, & business systems and mechanisms work in concert to advance organization

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree5 People lead by example

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree6 Executives lead by example

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree7 People are more focused on performance & work than on personal entertainment & hygiene

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree8 Associates have on demand work to do during idle time, or they are reassigned

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree9 There is less drama in the workplace than there was 2 years ago

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree10 Turf wars are the exception and people are generally comfortable helping across boundaries

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree11 Leaders generally live by consensus, tradeoffs, and accommodation

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree12 There are strong and open 2-way communication lines with all suppliers / vendors

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree13 There are strong and open 2-way communication lines with all customers / clients

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree14 Our Business information is precise, timely, visible, and actionable by all those who need it

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree15 The mindset is to manage with facts and less with opinion

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree16 People communicate openly

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree17 The work environment is more like a professional work group than a 7th grade study hall

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree18 Leaders focus on performance

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree19 Leaders value trust

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree20 Targets and results of business measures are visible and useful

Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly DisagreeAvg > 5.4

Quickly check pulse of

organization


The Time Management Matrix

Urgent

Not Important

ImportantIActivities:Crises, emergenciesPressing problems

IIIActivities:Interruptions, some callsSome mail, some reportsSome meetingsPopular activities

IIActivities:AdvancementsPreventionTradeoffsWorking togetherRecognizing OpportunitiesPlanning

IVActivities:Trivia, busy workSome calls, some mailTime wastersComputer gamesPleasant social activities

Not Urgent

Organizational Dynamics© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Motivation or MovementGood Work =

Real Accomplishment =Shared Gains

Hygiene is Focus of Team

Hygiene is One on One & in Background

EnabledWork

FocusedEnvironment

DownwardSpiral to

Entitlement Zone

No Performance Challenge or Links to

Reward

People

The Norm Work Focused Improvement

“Money Doesn’t Motivate” Money creates movement & over time changes culture

Incentives are viewed as a cost Incentives are designed as a no lose investment

No recognition of distinct needs to manage linear work

Linear work is elevated and energized with unique mechanisms

Hourly workers tend to increasingly act like hourly workers – not owners

Everyone is an “owner” with the real opportunity to succeed … or fail

If used, incentives are either Taylor (scientific) or Wishful Thinking (low opportunity)

Incentive design is socio-technical

Grading or keeping score dehumanizes people

Keep score and make it visible, timely, and helpful

Use “feel good” management programs rather than focus on results

Pragmatic leadership, systems, and mechanism move the organization into the performance zone


Two Theories

• If you make people happy they will work hard

• If people choose to work hard, they will be happy• Work hard because the work is inherently

interesting and stimulating• Work hard because in the process of

doing so there is recognition and reward

People© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Personal AttentionEnabling / Coaching / Counseling

Fact based

Unemotional

Focused on future opportunity

Optimistic and caring

“You can do it”

Characteristic based

Emotional

Focused on past conduct

Noting imminent peril

“I’m fed up”

Enabling ScaleNormal & Frequent Last Chance or Never

Supervising People© 1986, 1986-2012 Samuel H. Pratt

Sources of Power

Formal• Title• Organization Chart• Approval Power

Informal• Persuasiveness• Knowledge• Cooperation• Positive impact• Good results• Trust• Leading by example

Supervising People

If you want to increase your

Power• Share your experience• Share your expertise• Share your resources

• Share your Power• Ask• Listen

Supervising People© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Less of this• Bossing• Rule Enforcing• Directing others• Focused up and down the

organization• Transmitting middle & top

management’s needs down• Providing new ideas for workers• Evaluative in feedback• Determining team goals• Punishing for mistakes

More of this• Coaching• Facilitating• Leading by example• Focused horizontally, working with

other functions• Selling team ideas/needs up the

organization• Helping workers/teams develop their

own ideas• Descriptive in feedback• Helping team set goals• Rewarding for honest mistakes

accompanied by effort to improve

The Role of Work Group Leader


The Performance Organization

• Key Performance Indicators (KPIs) are visible and important to everyone

• The organization as a whole is focused more on facts and less on opinion

• There is high flexibility, and people move to where they are needed most

• All business mechanisms are geared to performance• Personnel assessment, recognition, and reward are all tied

directly to actual measured results• Individuals act as positive forces• Associates are aligned with organizational goals, and at the

same time, the organization supports individual objectives

Organizational Dynamics© 1986, 1986-2012 Samuel H. Pratt

Edwards Deming Quotes

• If you can't describe what you are doing as a process, you don't know what you're doing.

• Learning is not compulsory... neither is survival. • The various segments of the system of profound

knowledge proposed here can not be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.

Quality

Types of Decisions

Type I I decide

Type II I decide with your input

Type III We decide

Type IV You decide

More decisions at lower levels under Team Management

Leadership Styles© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Management StyleLevel of Collaboration

I decide

Those that reportto me decide as a team

1 2 3 4 5 6 7

Scale Positions

1. Fastest

4. Collaboration of everyone, shared ownership

7. Owned by reports


Calibration

Technical Focus / Expertise

Leadership & ManagementFocus / Expertise

Strict

Lenient

1 2 3 4 5 6 7

1 2 3 4 5 6 7

Values Consistency Values Good Will


Management Message #1

Lead by Example

???

1 2 3 4 5 6 7

What are the positive logical options at the other end of the scale?


Do you believe inleading by example?

• Why if an outright “yes” or a qualified “no”?• What is the alternative of leading by example?

Pick a positive label if possible.• “Managing by enlightened exception” ???• A company policy and / or expectation is that

people have regular starting times. The boss tells the team that he or she will start at 8:00 AM, but regularly gets in at few minutes after 8:00. The hourly people punch a time clock. What is the impact of this?


Define objective in terms of KPIs, outputs, and other

measures or results

Communicate clearly with the objective of two

way understanding

Build natural follow-up points

for feed back such as month-end reports, and

Performance Reviews

Document discussions,

agendas, actions, issues,

performance over time

Follow-up as promised (lead

by example)

5 StepClosed Loop SystemA. If project or task,

repeat until complete

B. If process, repeat on ongoing basis


Management Emphasis

Focus on Results

Focus on Relationships

BalancePoint is closerto Results End

Sends a direct, consistent message that the value of a person is the value of a person

Sends the message that people count

Weakness is that if taken to extreme, it does not reinforce the heart or social structure

Weakness is that if relationships are what is valued most, the value of people is not their impact on results

Leadership StylesContributed by Dominic Bagnoli, MD, FACEP, COO of EMP

“On the Same Page”• Incentives are a company initiative – not an employee

entitlement• Direct Incentives are designed to provide 130% opportunity

for strong incentive effort• Opportunities that are significantly higher or lower than 130%

are problematic• The current incentive plan has Baselines and Pay Curves that

are proper … normal averages & normal high performances• Core WFI: Focus on the work, performance and result, not on

• Hygiene: company policy, wages, working conditions, security, status, supervision, and interpersonal relationships

• Feelings & Emotions• Turf, politics, personality, or blame

• Discussion of hygiene (as defined above) should be one on one and in background


Peter Drucker’s Five PointDefinition of Management

1. Making people's strengths effective and their weaknesses irrelevant

2. Enhancing the ability of people to contribute

3. Integrating people in a common venture by thinking through, setting and exemplifying the organizational objectives, values and goals

4. Enabling the enterprise and its members to grow and develop through training, developing and teaching

5. Ensuring everyone knows what needs to be accomplished, what they can expect of you, and what is expected of them

More Peter Drucker• There is nothing so useless as doing

efficiently that which should not be done at all

• Management is doing things right; leadership is doing the right things

• What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that's another matter

module 36c: leadership training for performance / transition

Business

performance work

work environment

demand work

professional work group

norm work focused improvement

movement good work

basic types of work

performance transition