per mangmt 100
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A definition of A definition of performance managementperformance management
‘‘A process which contributes to the effective A process which contributes to the effective management of individuals and teams in order to management of individuals and teams in order to achieve high levels of organisational achieve high levels of organisational performance’. performance’.
Source: CIPDSource: CIPD
“ “ There is nothing more useless than doing efficiently that which need not be done There is nothing more useless than doing efficiently that which need not be done at all”at all”
Peter Drucker Peter Drucker
“ “The greatest danger for most of us is not that The greatest danger for most of us is not that
our aim is too high and we miss it, but that it is our aim is too high and we miss it, but that it is
too low and we reach it”too low and we reach it”
Michelangelo Michelangelo
Two principles of assertionTwo principles of assertion
You You don’t getdon’t get what you don’t get ask for what you don’t get ask for
You get You get a lota lot of what you do ask of what you do ask for for
Efficiency is doing things rightEfficiency is doing things right
Effectiveness is doing the right thingsEffectiveness is doing the right things
Three aspects of objectives Three aspects of objectives PerformancePerformance
specifies what should be donespecifies what should be done
ConditionsConditions
specifies how and under what conditionsspecifies how and under what conditions
StandardsStandards
specifies minimum acceptable measuresspecifies minimum acceptable measures
Three determinants of performanceThree determinants of performance
Task clarityTask clarity
SkillsSkills
ConfidenceConfidenceSource: MarkhamSource: Markham
Four aspects to performance managementFour aspects to performance management
StructureStructure
ProcessesProcesses
InputsInputs
OutputsOutputs
Source: Cicek et alSource: Cicek et al
Four parts to the STAR performance modelFour parts to the STAR performance model
S S ituationituation
T T argetsargets
A A ctionsctions
R R esultsesults
GlaxoSmiyhKlineGlaxoSmiyhKline
Four part performance management modelFour part performance management model
PlanPlan
MonitorMonitor
ReviewReview
RewardReward
Source: MorettiSource: Moretti
Four personal life needsFour personal life needs
HappinessHappiness
AchievementAchievement
SignificanceSignificance
LegacyLegacy
Source: Nash and StevensonSource: Nash and Stevenson
Four performance management questionsFour performance management questions
What do I do well?What do I do well?
What needs to improve?What needs to improve?
What are the barriers to improvement?What are the barriers to improvement?
How can the barriers be overcome?How can the barriers be overcome?
Four challenges for organisationsFour challenges for organisations
Developing rewards, recognition, and career opportunities Developing rewards, recognition, and career opportunities
for specialistsfor specialists
Creating unified vision in an organisation of specialistsCreating unified vision in an organisation of specialists
Devising the management structure for an organisation of Devising the management structure for an organisation of
task forcestask forces
Ensuring the supply, preparation and testing of top Ensuring the supply, preparation and testing of top
management peoplemanagement people
Peter Drucker 1988Peter Drucker 1988
Four pivots of ethical thinkingFour pivots of ethical thinking
Ethical awarenessEthical awareness
Moral intentMoral intent
Principled judgementPrincipled judgement
Responsible action Responsible action
Source: StainerSource: Stainer
Four signs of high performance peopleFour signs of high performance people
Motivated to proactively execute their authorityMotivated to proactively execute their authority
to fulfil their responsibilitiesto fulfil their responsibilities
Stimulated to perform their work and achieve superior Stimulated to perform their work and achieve superior resultsresults
Inspired to communicate their progress and resultsInspired to communicate their progress and results
Willing to accept responsibility for those resulWilling to accept responsibility for those resultsts
Source: Graeme DobsonSource: Graeme Dobson
Four parts to the STAR performance modelFour parts to the STAR performance model
F F ocusocus
A A ccelerate ccelerate
S S trengthentrengthen
T T ie it all togetherie it all together
Kotter et alKotter et al
Four stages to business process Four stages to business process managementmanagement
StrategiseStrategise
PlanPlan
Monitor and analyseMonitor and analyse
Take corrective actionTake corrective actionSource: FrolickSource: Frolick
A knowledge management modelA knowledge management model
DataData
InformationInformation
KnowledgeKnowledge
WisdomWisdom
Four ways to create high moraleFour ways to create high morale
Make people feel truly importantMake people feel truly important
Give people real responsibilityGive people real responsibility
Let people experience and enjoy successLet people experience and enjoy success
Provide strong management supportProvide strong management support
McNutt and WrightMcNutt and Wright
Four career patternsFour career patterns
Transitory Transitory
Steady-stateSteady-state
LinearLinear
SpiralSpiral
Four essentials for performance Four essentials for performance managementmanagement
Be clear about what is meant by performance Be clear about what is meant by performance
Understand what the organisation is and needs to be in its performance Understand what the organisation is and needs to be in its performance culture culture
Be very focused on how individual employees will benefit and play their Be very focused on how individual employees will benefit and play their part in the process part in the process
Understand that it is a tool for line managers and its success will Understand that it is a tool for line managers and its success will depend on their ability to use it effectivelydepend on their ability to use it effectively
Source: CIPDSource: CIPD
Four rules for performance Four rules for performance managementmanagement
Measure current performance, set targetsMeasure current performance, set targets
Appraise behaviours against goalsAppraise behaviours against goals
Take action to meet goals set and address issuesTake action to meet goals set and address issues
Monitor performance and re-appraise if neededMonitor performance and re-appraise if needed
Source: Team technologySource: Team technology
Four key counselling skills Four key counselling skills AttendingAttending
Receiving: listening and lookingReceiving: listening and looking
Responding: statements and questionsResponding: statements and questions
AssistingAssisting
Intervening: suggesting and confrontingIntervening: suggesting and confronting
Concluding: resourcing and supporting Concluding: resourcing and supporting
Source: John Hughes Source: John Hughes
Four things a job should haveFour things a job should have
VarietyVariety
AutonomyAutonomy
WholenessWholeness
FeedbackFeedback
Four characteristics of counsellingFour characteristics of counselling
Counselling is:Counselling is:
… …both person-centred and problem-focused both person-centred and problem-focused
… …concerned to detect deeper issues concerned to detect deeper issues
… …knows its limitsknows its limits
… …hard-headed as well as warm-heartedhard-headed as well as warm-hearted
Source: John HughesSource: John Hughes
Intention to stay
The ACAS motivation Model
LowLow
High
HighCommitment to achieve
Free-loader Eager beaver
MercenarySkiver
Four rules of praiseFour rules of praise
Be specific - for Be specific - for whatwhat exactly? exactly? Be direct - from you, face to faceBe direct - from you, face to face
Say it first - don’t wait for a promptSay it first - don’t wait for a prompt
Do it often - overcome the awkwardnessDo it often - overcome the awkwardness
Praise don’t patronisePraise don’t patronise
Four things we must understand Four things we must understand when motivating peoplewhen motivating people
You cannot motivate anyone, you can ‘only’ create a situation in which s/he feels motivated.You cannot motivate anyone, you can ‘only’ create a situation in which s/he feels motivated.
People at work are motivated by a unique set of unsatisfied needs.People at work are motivated by a unique set of unsatisfied needs.
People with fully satisfied needs cannot be motivated.People with fully satisfied needs cannot be motivated.
To motivate you ‘only’ need to make people feel good.To motivate you ‘only’ need to make people feel good.
Source: Andrew Gibbons Source: Andrew Gibbons
Four types of employee before, Four types of employee before, during and after redundancyduring and after redundancy
Happy stayersHappy stayers
Unhappy stayersUnhappy stayers
Happy leavers Happy leavers
Unhappy leavers Unhappy leavers
Source: Andrew Gibbons Source: Andrew Gibbons
Four ethical principlesFour ethical principles
Respect for the individualRespect for the individual
Mutual respectMutual respect
Procedural fairnessProcedural fairness
Transparency of decision makingTransparency of decision making
Source: Winstanley and Coulson-ThomasSource: Winstanley and Coulson-Thomas
Four questions to help work on Four questions to help work on pperformance shortfallserformance shortfalls
What should or could be happening?What should or could be happening?
What is happening?What is happening?
How can the desired performance be measured?How can the desired performance be measured?
What is the performance gap between What is the performance gap between what what is and is and what should be?what should be?
Source: Graeme DobsonSource: Graeme Dobson
Four rules for performance managementFour rules for performance management
Learning never endsLearning never ends
Prepare people for challengesPrepare people for challenges
Demonstrate real and enduring confidence Demonstrate real and enduring confidence
Reward excellent performanceReward excellent performance
McNutt and WrightMcNutt and Wright
Four signs of a performance cultureFour signs of a performance culture
People feel comfortable talking openly about performancePeople feel comfortable talking openly about performance
Individuals know how what they are doing makes a difference Individuals know how what they are doing makes a difference
People show commitment to achieving shred objectivesPeople show commitment to achieving shred objectives
When there are problems, people work together to resolve themWhen there are problems, people work together to resolve them
Four drivers of motivationFour drivers of motivation
The drive to acquireThe drive to acquire
The drive to bondThe drive to bond
The drive to comprehendThe drive to comprehend
The drive to defendThe drive to defend
Four criteria for management Four criteria for management succession planningsuccession planning
Past and current performancePast and current performance
Potential and ambitionPotential and ambition
Opportunities for executive developmentOpportunities for executive development
ReadinessReadiness
Source: Van CliearfSource: Van Cliearf
Four ethical principlesFour ethical principles
Respect for the individualRespect for the individual
Mutual respectMutual respect
Procedural fairnessProcedural fairness
Transparency of decision makingTransparency of decision making
Source: Winstanley and Stuart-SmithSource: Winstanley and Stuart-Smith
Five key behaviours for working well with your bossFive key behaviours for working well with your boss
Compatible work stylesCompatible work styles
Mutual expectationsMutual expectations
Information flowInformation flow
Dependability and honestyDependability and honesty
Good use of time and resourcesGood use of time and resources
Source: Keller et alSource: Keller et al
The ADKAR performance modelThe ADKAR performance model AA awareness of the need for changeawareness of the need for change
D D esire to participate and supportesire to participate and support
K K nowledge on how to changenowledge on how to change
A A bility to apply new skills and behavioursbility to apply new skills and behaviours
RR einforcement to sustain the changeeinforcement to sustain the change
The classic SMART target The classic SMART target setting modelsetting model
SS pecificpecific
M M easureableeasureable
A A ttainablettainable
R R elevantelevant
TT ime-basedime-based
Five feelings and beliefs to create for positive Five feelings and beliefs to create for positive performance managementperformance management
A sense of personal competenceA sense of personal competence
A sense of personal choiceA sense of personal choice
A sense of having an impactA sense of having an impact
A sense of value or meaning in the activityA sense of value or meaning in the activity
A sense of trust or securityA sense of trust or security
Five steps of six sigmaFive steps of six sigma
Define the process to be improved or controlledDefine the process to be improved or controlled
Measure the performance of the processMeasure the performance of the process
Analyse the data collected from the measuringAnalyse the data collected from the measuring
Improve the process based on the analysisImprove the process based on the analysis
Control the process at near to zero error/defect rates following the improvementControl the process at near to zero error/defect rates following the improvement
Source: StopperSource: Stopper
Five qualities of an intrapreneurFive qualities of an intrapreneur
ConfidenceConfidence
Political and business savvyPolitical and business savvy
NetworkerNetworker
InnovatorInnovator
Risk takerRisk taker
Source: Beverley HamiltonSource: Beverley Hamilton
Five things to do when behaving ethicallyFive things to do when behaving ethically
Obey the lawObey the law
Be honestBe honest
Be fairBe fair
Be concernedBe concerned
Be courageousBe courageous
Source: WilliamsSource: Williams
Five parts to the performance Five parts to the performance management cyclemanagement cycle
Establish mutual expectationsEstablish mutual expectations
Observe and measureObserve and measure
Problem solve, coach and developProblem solve, coach and develop
Evaluate, feedback and documentEvaluate, feedback and document
Recognise and rewardRecognise and reward
Five phases of performance managementFive phases of performance management
PlanningPlanning
DevelopingDeveloping
MonitoringMonitoring
RatingRating
RewardingRewarding
Source: Graeme RobsonSource: Graeme Robson
Five things empowered people seekFive things empowered people seek
A chance to be tested, to make it on their ownA chance to be tested, to make it on their own
A chance to take part in a social experimentA chance to take part in a social experiment
A chance to do something wellA chance to do something well
A chance to do something worthwhileA chance to do something worthwhile
A chance to change the way things areA chance to change the way things are
Source: David BerklowSource: David Berklow
The The OSCAROSCAR performance model performance model OO outcomes: to be achievedoutcomes: to be achieved
S S ituation: whats the current position?ituation: whats the current position?
C C hoices: what are our options?hoices: what are our options?
A A ctions: what do we need to do next?ctions: what do we need to do next?
RR eview: how will progress be checked?eview: how will progress be checked?
Five musts for measuresFive musts for measures
What does each of my customers want?What does each of my customers want?
How can we design systems and processes that can respond quickly to what they How can we design systems and processes that can respond quickly to what they want?want?
Measures must help understanding and performance of the systemMeasures must help understanding and performance of the system
Measures must relate to what customers valueMeasures must relate to what customers value
Measures must be in the hands of the people doing the workMeasures must be in the hands of the people doing the work
Source: SpitzerSource: Spitzer
Five principles of performance Five principles of performance managementmanagement
Give personal, dedicated responsibilityGive personal, dedicated responsibility
Refresh and communicate strategyRefresh and communicate strategy
Cascade and manage strategyCascade and manage strategy
Improve performanceImprove performance
Manage and leverage knowledgeManage and leverage knowledge
Source: PaladinoSource: Paladino
Maslow’s hierarchy of needsMaslow’s hierarchy of needs
Physiological needsPhysiological needs
Safety and security needsSafety and security needs
Social needsSocial needs
The need for self-esteem and respectThe need for self-esteem and respect
The need for self-actualisation The need for self-actualisation
Five ‘A’ qualities for counsellingFive ‘A’ qualities for counselling AwarenessAwareness
AuthenticityAuthenticity
AcceptanceAcceptance
AvailabilityAvailability
AbilityAbility
Six stress risk factorsSix stress risk factors
HeredityHeredity
SmokingSmoking
WorkloadWorkload
BodyweightBodyweight
Blood fat levelsBlood fat levels
Lack of exerciseLack of exercise
Six methods to counter resistance to Six methods to counter resistance to changechange
Education and communicationEducation and communication
Facilitation and supportFacilitation and support
Manipulation and co-optationManipulation and co-optation
Participation and involvementParticipation and involvement
Negotiation and agreementNegotiation and agreement
Explicit and implicit coercionExplicit and implicit coercion
Source: John KotterSource: John Kotter
Six ways to manage performance Six ways to manage performance managementmanagement
Focus on outcomes that meet business objectives, rather than outputsFocus on outcomes that meet business objectives, rather than outputs
Manage performance by cascading down from the top and building bottom-upManage performance by cascading down from the top and building bottom-up
Define and use measures that evolve over timeDefine and use measures that evolve over time
Use a mix of short and long term measures, and select measures that link cause and Use a mix of short and long term measures, and select measures that link cause and effecteffect
Measure effectiveness (doing the right things) and efficiency (doing things right) in Measure effectiveness (doing the right things) and efficiency (doing things right) in parallelparallel
Relate individuals' reward and remuneration to achievement of outcomesRelate individuals' reward and remuneration to achievement of outcomes
Six transitions for successful succession Six transitions for successful succession planningplanning
From annual review to continuous process From annual review to continuous process
From short term replacement to long term development and retentionFrom short term replacement to long term development and retention
From who we’ve got to what we needFrom who we’ve got to what we need
From position blockage to turnover where needed From position blockage to turnover where needed
From insufficient bench strength to a pool of potential talentFrom insufficient bench strength to a pool of potential talent
From subjective evaluation to an emphasis on resultsFrom subjective evaluation to an emphasis on results
Source: PopoffSource: Popoff
Six performance management key related issuesSix performance management key related issues
Organisational health and robustnessOrganisational health and robustness
Strategic objectives and making these knownStrategic objectives and making these known
Managerial interpersonal skills and credibilityManagerial interpersonal skills and credibility
Systems and processes for review and reward or… Systems and processes for review and reward or…
Succession planningSuccession planning
Knowledge management and retention Knowledge management and retention
Source: GibbonsSource: Gibbons
Six things empowered people achieveSix things empowered people achieve
Doing something that makes them feel good aboutDoing something that makes them feel good aboutthemselves themselves
A chance to accomplish something worthwhileA chance to accomplish something worthwhile
The opportunity to learn new skillsThe opportunity to learn new skills
The chance to gain knowledgeThe chance to gain knowledge
The freedom you need to do your job wellThe freedom you need to do your job well
The chance to focus on the things you do bestThe chance to focus on the things you do best
Lawler and Renwick Lawler and Renwick
Six things empowered people wantSix things empowered people wantDoing something that makes them feel goodDoing something that makes them feel good
Accomplishing something worthwhileAccomplishing something worthwhile
Learning new skillsLearning new skills
Opportunity to use and develop the new skillsOpportunity to use and develop the new skills
Freedom to do their job to their own high standardsFreedom to do their job to their own high standards
A chance to do the things they do bestA chance to do the things they do best
Source: Lawler and RenwickSource: Lawler and Renwick
Six cornerstones of elite performanceSix cornerstones of elite performance
Focus on what you can controlFocus on what you can control
Love the pressureLove the pressure
Fixate on the long termFixate on the long term
Use the competitionUse the competition
Reinvent yourselfReinvent yourself
Celebrate victoriesCelebrate victories
Six types of managerial obsolescenceSix types of managerial obsolescence Abrupt Abrupt
CreepingCreeping
PsuedoPsuedo
AbilityAbility
AttitudinalAttitudinal
Industrial/sectoralIndustrial/sectoral
Jack Welch’s six rules Jack Welch’s six rules
Control your destiny or someone else will Control your destiny or someone else will
Face reality as it is, not as you wish it wereFace reality as it is, not as you wish it were
Be candid with everyoneBe candid with everyone
Don’t manage, leadDon’t manage, lead
Change before you have toChange before you have to
If you don’t have a competitive advantage, don’t competeIf you don’t have a competitive advantage, don’t compete
Source: Jack WelchSource: Jack Welch
Six basic job needsSix basic job needs Tell me what you expect from meTell me what you expect from me
Give me the opportunity to performGive me the opportunity to perform
Let me know how I am getting onLet me know how I am getting on
Give me guidance where I need itGive me guidance where I need it
Reward me according to my contributionReward me according to my contribution
Let me know what’s going onLet me know what’s going on
Six factors that determine Six factors that determine performanceperformance
FlexibilityFlexibility
ResponsibilityResponsibility
StandardsStandards
Rewards Rewards
ClarityClarityTeam commitmentTeam commitment
Six guiding principles of behaviourSix guiding principles of behaviour
Don’t be conceited, boastful or self-righteousDon’t be conceited, boastful or self-righteous
Don’t provoke one anotherDon’t provoke one another
Don’t envy one anotherDon’t envy one another
Carry one another’s burdenCarry one another’s burden
Be humbleBe humble
Don’t make comparisonsDon’t make comparisons
Source: Low Sui PhengSource: Low Sui Pheng
Six signs of an empowered personSix signs of an empowered person
Accepts and welcomes responsibilityAccepts and welcomes responsibility
Wants more responsibility and accountabilityWants more responsibility and accountability
Sees responsibility as a challengeSees responsibility as a challenge
Does not see responsibility as something imposed Does not see responsibility as something imposed as a painful dutyas a painful dutySees responsibility as a free choiceSees responsibility as a free choiceSees responsibility as an opportunity for further Sees responsibility as an opportunity for further personal developmentpersonal development
Source: Claus MollerSource: Claus Moller
Seven things to accept when Seven things to accept when managing redundancy managing redundancy
The message must be clear honest and consistentThe message must be clear honest and consistent
Past history and perceptions are importantPast history and perceptions are important
Understand the thirst for informationUnderstand the thirst for information
The message will be corrupted and hard to controlThe message will be corrupted and hard to control
A little sensitivity goes a long wayA little sensitivity goes a long way
You will never it anywhere near 100% rightYou will never it anywhere near 100% right
It’s not over when it’s overIt’s not over when it’s over
Source: Andrew Gibbons Source: Andrew Gibbons
Stress – related issuesStress – related issues Personal time management Personal time management
Interpersonal and assertion skillsInterpersonal and assertion skills
Ability to empower and delegateAbility to empower and delegate
Motivation and commitment levelsMotivation and commitment levels
Job designJob design
Relationships with colleagues Relationships with colleagues
Decision making abilitiesDecision making abilities
The RESOLVE model of managing performance
R esearch the facts
E xplain immediately
S pecificy the unacceptable performance
O bserve the response
L ink the impact of performance to business need
V olunteer your feelings directly and honestly
E valuate the employee’s commitment to rectify
The seven habits of highly The seven habits of highly successful peoplesuccessful people
Be proactiveBe proactive
Begin with the end in mindBegin with the end in mind
Put first things firstPut first things first Think win/winThink win/win
Seek first to understand, then to be understoodSeek first to understand, then to be understood
Synergise Synergise
Sharpen the saw Sharpen the saw
Source: Dr Stephen Covey Source: Dr Stephen Covey
Seven components of a pSeven components of a performance erformance management culturemanagement culture
ReciprocationReciprocation
EquityEquity
TrustTrust
TransparencyTransparency
ClarityClarity
BalanceBalance
OwnershipOwnership
Seven sources of stress at Seven sources of stress at work work
Intrinsic to the jobIntrinsic to the job
Role in the organisationRole in the organisation
Relations within the organisationRelations within the organisation
Career developmentCareer development
Being in the organisationBeing in the organisation
Organisation interface with outsideOrganisation interface with outside
Intrinsic to the individualIntrinsic to the individual
Source: Cary CooperSource: Cary Cooper
The seven P career modelThe seven P career modelPurposePurpose
PositioningPositioning
PackagingPackaging
PreparationPreparation
PresentationPresentation
PerformancePerformance
PlanningPlanning
Seven dangers in implementing Seven dangers in implementing performance managementperformance management
Consumes excessive management timeConsumes excessive management time
Demands considerable financial investmentDemands considerable financial investment
Perceived as bureaucratic – too many measuresPerceived as bureaucratic – too many measures
Discourages entrepreneurial intuitionDiscourages entrepreneurial intuition
Confuses over where organisational priorities lieConfuses over where organisational priorities lie
Forces managers to continually review performanceForces managers to continually review performance
Confuses users with over-complicated measuresConfuses users with over-complicated measures
Source: Kennerley and MartinezSource: Kennerley and Martinez
Seven disempowering leadership Seven disempowering leadership behavioursbehaviours
How I see things is correctHow I see things is correct
Keep separate from those you leadKeep separate from those you lead
Never admit to mistakes or show weaknessNever admit to mistakes or show weakness
Be consistent to the point of rigidityBe consistent to the point of rigidity
Overwork and sacrifice - and expect the sameOverwork and sacrifice - and expect the same
Criticise, manipulate and coerceCriticise, manipulate and coerce
As leader, pursue power over purposeAs leader, pursue power over purpose
Adapted from Nixon 1995Adapted from Nixon 1995
SevenSeven ethical measures ethical measures
Integrity Integrity
MoralityMorality
HonestyHonesty
LegalityLegality
ProfessionalismProfessionalism
FlexibilityFlexibility
Not inequity or nepotism Not inequity or nepotism Source: HoianSource: Hoian
Seven questions for high pSeven questions for high performanceerformance
What are my roles and responsibilities? What are my roles and responsibilities?
What standards are expected of me?What standards are expected of me?
Who is going to give me feedback?Who is going to give me feedback?
How will this feedback be given?How will this feedback be given?
How am I doing? How am I doing?
Where do I go from here?Where do I go from here?
How do I get there?How do I get there?
Source: OWL AssociatesSource: OWL Associates
The eight deadly demotivatorsThe eight deadly demotivators Politics that creates confusing messages Politics that creates confusing messages
Unclear expectationsUnclear expectations
Unproductive meetingsUnproductive meetings
Inconsistency between words and deedsInconsistency between words and deeds
HypocrisyHypocrisy
Constant and destabilising changeConstant and destabilising change
Withholding informationWithholding information
Low quality standardsLow quality standards
Eight issues in criticising constructivelyEight issues in criticising constructively
Your personal credibility with the other/sYour personal credibility with the other/s
Be specific about the reason to be criticalBe specific about the reason to be critical
Have the right motives - why are you doing this?Have the right motives - why are you doing this?
Give support and encouragementGive support and encouragement
Choose the time and place with careChoose the time and place with care
Anticipate retaliationAnticipate retaliation
Give feedback on behaviour - don’t make judgements Give feedback on behaviour - don’t make judgements
Get commitment to the agreed changed behaviourGet commitment to the agreed changed behaviour
Source: Andrew GibbonsSource: Andrew Gibbons
Eight key issues for leadersEight key issues for leaders
Identify core valuesIdentify core values
Build alliancesBuild alliances
Have a visionHave a vision
CommunicateCommunicate
Build trustBuild trust
Bring in the right peopleBring in the right people
Allow those hired to do their jobsAllow those hired to do their jobs
Get resultsGet results
Source: Steven SampleSource: Steven Sample
The eight subordinate’s dilemmasThe eight subordinate’s dilemmasAllianceAlliance or Competition or Competition
Clarify expectations or Second guessClarify expectations or Second guess
Initiative or DependenceInitiative or Dependence
Competence or InferiorityCompetence or Inferiority
Differentiation or IdentificationDifferentiation or Identification
Relating personally or Relating impersonallyRelating personally or Relating impersonally
Mutual concern or Self interestMutual concern or Self interest
Integrity or DenialIntegrity or Denial
Source: Neilsen and GypenSource: Neilsen and Gypen
Eight fundamental concepts of excellenceEight fundamental concepts of excellenceResults orientationResults orientation
Customer focusCustomer focus
Leadership and constancy of purposeLeadership and constancy of purpose
Management by processes and factsManagement by processes and facts
People development and involvementPeople development and involvement
Continuous learning innovation and improvementContinuous learning innovation and improvement
Partnership developmentPartnership development
Corporate social responsibilityCorporate social responsibility EFQMEFQM
Eight payoffs of performance managementEight payoffs of performance management
Focuses attention on organisational prioritiesFocuses attention on organisational priorities
Drives improvement to the businessDrives improvement to the business
Improves customer satisfactionImproves customer satisfaction
Increases productivityIncreases productivity
Aligns operational performance/corporate objectivesAligns operational performance/corporate objectives
Increased employee satisfactionIncreased employee satisfaction
Encourages focus on performance improvementEncourages focus on performance improvement
Improved organisational reputation Improved organisational reputation
Source: Kennerley and MartinezSource: Kennerley and Martinez
Eight features of effective Eight features of effective appraisal schemesappraisal schemes
All participants are briefed and preparedAll participants are briefed and prepared
Paperwork is simple and understoodPaperwork is simple and understood
An agreed and positive action planAn agreed and positive action plan
Tangible top management commitmentTangible top management commitment
Centred on developmental not money issues Centred on developmental not money issues
Truly negotiated – nothing hiddenTruly negotiated – nothing hidden
Relationships are strengthenedRelationships are strengthened
Agreed actions are followed up and happen! Agreed actions are followed up and happen!
Nine responsibilities of a leaderNine responsibilities of a leader See clearly when you lookSee clearly when you look
Hear correctly when you listenHear correctly when you listen
Think clearly when you speakThink clearly when you speak
Inquire critically when you doubtInquire critically when you doubt
Show respect when you serveShow respect when you serve
Maintain calm when you are challengedMaintain calm when you are challenged
Consider consequences when you decideConsider consequences when you decide
Create desirable results when you workCreate desirable results when you work
Do what is right when you actDo what is right when you act
Nine components of effective performance managementNine components of effective performance management
ReciprocationReciprocation
EquityEquity
TransparencyTransparency
ClarityClarity
BalanceBalance
OwnershipOwnership
ConsequencesConsequences
ConsistencyConsistency
Source: Graeme RobsonSource: Graeme Robson
Stress – key issues Stress – key issues What is it?What is it?
IndicatorsIndicators
SourcesSources
ImplicationsImplications
EffectsEffects
PreventionPrevention
SuppressionSuppression
Managing the stressedManaging the stressed
Cure?Cure?
Ten facilitators of empowermentTen facilitators of empowerment
Real, demonstrable commitment by managementReal, demonstrable commitment by management
Few hierarchical layersFew hierarchical layers
Adequate training in teamwork and communication skillsAdequate training in teamwork and communication skills
Clear communication of the empowerment messageClear communication of the empowerment message
Sufficient meaningful personal feedbackSufficient meaningful personal feedback
A culture of openness, encouragement and trustA culture of openness, encouragement and trust
Awareness and interest in the ‘big picture’Awareness and interest in the ‘big picture’
Appropriate, fair rewards, built on individual contributionAppropriate, fair rewards, built on individual contribution
Mistakes are acknowledged and learned from positivelyMistakes are acknowledged and learned from positively
Taking the long term perspectiveTaking the long term perspective Adapted from: Smith and MoulyAdapted from: Smith and Mouly
Ten uses of an appraisal scheme Ten uses of an appraisal scheme Identify development needsIdentify development needs
Develop working relationshipsDevelop working relationships
Seek and use feedback on performanceSeek and use feedback on performance
Agree key job competenciesAgree key job competencies
Set specific targets and objectivesSet specific targets and objectives
Discuss career plansDiscuss career plans
Review past performanceReview past performance
Plan future developmentPlan future development
Clarify roles and expectationsClarify roles and expectations
Praise and motivatePraise and motivate
Source: Andrew Gibbons Source: Andrew Gibbons
Ten features of real leadersTen features of real leaders Work hard and focus wellWork hard and focus well
Develop and communicate a vision of successDevelop and communicate a vision of success
Do not ever consider failureDo not ever consider failure
Are very different to managersAre very different to managers
Balance strong self-esteem with flexibilityBalance strong self-esteem with flexibility
Never stop learning - especially from experienceNever stop learning - especially from experience
Possess and use courageous patiencePossess and use courageous patience
Are rarely seen, but can be found anywhereAre rarely seen, but can be found anywhere
Make strong friends and enemiesMake strong friends and enemies
Leave a lasting and positive sign of ‘being there’Leave a lasting and positive sign of ‘being there’ Source: Source:
Andrew GibbonsAndrew Gibbons
Ten golden rules for giving feedbackTen golden rules for giving feedback
Give feedback on observed behaviour not perceived attitudesGive feedback on observed behaviour not perceived attitudes
Describe what you saw and felt, don’t make judgementsDescribe what you saw and felt, don’t make judgements
Focus on behaviour that can be changedFocus on behaviour that can be changed
Select and stick to the most important issuesSelect and stick to the most important issues
Ask questions rather than make statementsAsk questions rather than make statements
Set ground rules in advanceSet ground rules in advanceComment on positive issues not just the negativeComment on positive issues not just the negativeStick to specific behaviour, don’t waffle vaguelyStick to specific behaviour, don’t waffle vaguelyObserve everyone’s personal limitsObserve everyone’s personal limitsBefore offering feedback, consider its value to the receiverBefore offering feedback, consider its value to the receiver
Source: Wood and ScottSource: Wood and Scott
Ten ‘right’s as a personTen ‘right’s as a person
I have a right to:I have a right to:
Be treated with respect as an equal person Be treated with respect as an equal person
Define my needs and ask reasonably for what I want and needDefine my needs and ask reasonably for what I want and need
Define my own limits and to say ‘no’Define my own limits and to say ‘no’
Express my feelings and opinionsExpress my feelings and opinions
Make my own decisions and to change my mindMake my own decisions and to change my mind
Seek clarification and understanding if something is not clearSeek clarification and understanding if something is not clear
Make mistakes without feeling guilty or made to look foolish Make mistakes without feeling guilty or made to look foolish
Hold my own set of values Hold my own set of values
Be listened to when I speakBe listened to when I speak
Refuse to take inappropriate responsibility for other’s issuesRefuse to take inappropriate responsibility for other’s issues
Ten signs that a person has stress under Ten signs that a person has stress under controlcontrol
A diet low in caffeine, salt sugar and alcoholA diet low in caffeine, salt sugar and alcohol
Non smokerNon smoker
A true and realistic sense of purpose in lifeA true and realistic sense of purpose in life
Physically fit – feels healthy and energisedPhysically fit – feels healthy and energised
Expresses emotions including anger positivelyExpresses emotions including anger positively
Slim but not overweightSlim but not overweight
Sleeps well, and relaxes thoroughlySleeps well, and relaxes thoroughly
Manages time well and avoids overloadManages time well and avoids overload
Enjoys their accomplishmentsEnjoys their accomplishments
Has supportive, positive personal relationshipsHas supportive, positive personal relationships
From: Bob FerdinandFrom: Bob Ferdinand
Source: Cary CooperSource: Cary Cooper
Eleven reasons appraisal failsEleven reasons appraisal fails Commitment is lackingCommitment is lacking
Preparation is inadequatePreparation is inadequate
Paperwork is too complicatedPaperwork is too complicated
Action plans are not actionedAction plans are not actioned
No incentive is feltNo incentive is felt
Appraisers are not competentAppraisers are not competent
It is linked to pay too soonIt is linked to pay too soon
It is used for the wrong thingsIt is used for the wrong things
The appraiser dominatesThe appraiser dominates
Expectations are unreasonably raisedExpectations are unreasonably raised
The process is not monitored or evaluatedThe process is not monitored or evaluated
Twelve ways to win people to your way of Twelve ways to win people to your way of thinkingthinking
The only way to get the best of an argument is to avoid itThe only way to get the best of an argument is to avoid it
Show respect for the other person’s opinionsShow respect for the other person’s opinions
If you are wrong, admit it quickly and emphaticallyIf you are wrong, admit it quickly and emphatically
Begin in a friendly wayBegin in a friendly way
Get the other person saying ‘yes yes’ immediatelyGet the other person saying ‘yes yes’ immediately
Let the other person do a great deal of the talkingLet the other person do a great deal of the talking
Let the other person feel that the idea is his or hersLet the other person feel that the idea is his or hers
Try honestly to see things from the other person’s point of viewTry honestly to see things from the other person’s point of view
Be sympathetic with the other person’s ideas and desiresBe sympathetic with the other person’s ideas and desires
Appeal to the nobler motivesAppeal to the nobler motives
Dramatise your ideasDramatise your ideas
Throw down a challengeThrow down a challenge
Source: Dale CarnegieSource: Dale Carnegie
A view on management…A view on management…
““Ninety per cent of what we call managementNinety per cent of what we call management
consists of making it difficult for people to get consists of making it difficult for people to get
things done”things done”
Peter DruckerPeter Drucker
Stress – a definitionStress – a definition
Stress is a term borrowed from engineering. Stress is a term borrowed from engineering. Its original use implies an inherent ability to stand up Its original use implies an inherent ability to stand up
to a defined amount of strain. If the loading is to a defined amount of strain. If the loading is exceeded, the structure distorts or fractures.exceeded, the structure distorts or fractures.
Each of us has a unique reaction to varying types of Each of us has a unique reaction to varying types of stress, and an individual, personal response and stress, and an individual, personal response and
tolerance when under pressure.tolerance when under pressure.
““What gets What gets measured measured
getsgets
done”done”
Source: Tom PetersSource: Tom Peters
You cannot You cannot
buy buy loyalty or commitmentloyalty or commitment
AllAll behaviour, behaviour, including behaviour at work including behaviour at work
is is motivatedmotivated
““Intelligent people Intelligent people prefer to prefer to agreeagree than to obey”than to obey”
Source: Charles Source: Charles HandyHandy
All behaviour, All behaviour, Is directed to meeting a Is directed to meeting a
person’s person’s needsneeds