PerformanceManagement- makingyourorganisationgrow

LessonslearnedfromsuccessfulcompaniesstillwantingtoimproveWhatdotheydotocreatehighperformingorganisations?

ThePerformanceModel

Competence Personality Motivation Performance

Frames &Structures

Motivation

- Stimulatingindividualmotivatorsandengagingpeopletousetheirfullpotentialmakingyourbusinesssucceed!

UsingCorporatevaluesasmotivators

Theiraimishavingmotivatedpeopleworkinghardand

usingtheircapacitybecausetheybelieveinandare

stimulatedbythecompany´scorevalues.

• Thecompany'scorevaluesaretranslatedto

motivators- factorsthatinfluenceemployee

engagementandenergyatwork.

• Thecompany'scorevaluesareusedactivelyinthe

selectionatrecruitmentandtomotivateexisting

employees.

CONNECTION ESTEEM PERSONAL CHALLENGE

Positive impact Authority Security Achieving

Service Acquisition Autonomy Learning

Affiliation Recognition Socialstimulation Pioneering

Supporting Professio-nalism Wellbeing Personal

Growth

IntheirresearchTalentQhasidentified16motivatorsinfluencingmotivationatwork

Recruitingthecandidatesmostlikely“togoallin”

Theyrecruitthecandidateswhomostlikelywill“goallin”

andbestimulatedbycompany´svalues,theculture,

managementbehaviour,andworkingenvironment.

Theyaskquestionslike:

• Howarethecandidatesstrongestmotivators

inlinewithculture,management,companyvalues,

workingenvironment?

• Arewewillingandabletodoadjustmentstocreatea

motivatingenvironmenttoournew“player”?

Eventhebestcandidatesneedmotivation

tousetheirfullpotential.

LikeaF1carwhichneedtherightfueltodrive

Motivationalleadership:Stimulatingindividualsstrongestmotivators

Theyaimtostimulateeachemployeesstrongest

motivatorsandengagethemtousetheirfullpotential

forbestperformance.

Theygivemanagementknowledgeabout:

• Whichareeachindividualemployeesstrongest

motivators

• Howstimulatingdifferentmotivatorsthrough

differentleadershipstylesandcommunication

• Whattostopdoingbecauseitdoesnotaffect

motivationandengagement TheTalentQ“DRIVESwheel”showsthestrengthsofeachmotivatortoaperson.Knowingthesewecanalsoadviceyouhowtoleadandmotivateaperson– andwhattoavoid.

ChangeManagement:Avoidingfearofloosing,creatingbeliefinwinning

Theyusemotivatorsasforcestosuccessandavoidthembeing

counterforcestothechanges.Thisdemandsknowledgeandability

toadaptleadership.

Aheadofchangeprocesses,theymakesuretoknow:

• Whicharetheemployeesstrongestmotivators?

• Whichstrongmotivatorsarestimulatedbeforechanges

andriskbeingcounterforcestothechangeprocessif

employeesfearloosingthem?

• Whichstrongmotivatorsarenot stimulatedbeforechanges

andarepossibleforcesmakingtothechangeprocess

asuccessanda“winwinsituation”?

PersonalityKnowingyourpersonalperformancestylesandmanageadaptingkeybehaviouralattributesinrelationtowork

Managersunderstandingofownpersonality'saffectsonleadership– Abilitytoadaptbehaviour

Theyhelpmanagerstobemoreeffectiveincoachingand

developingothersbyunderstandingandbeingconsciousabout

ownpersonalityrelatedtoleadership:

• Understandhowyourpersonalityisinfluencingyour

decisions,yourleadershipandhowyouareinfluencedand

affectedbyothersandtheenvironment.

• Knowtheareaswhereyourpersonalityismostdissimilar

from”thenorm"andbeabletoadjustbehaviour,evenwhen

itmeansyouhavetobreakownstrongpersonalpreferences..

TheTalentQTraitprofilesh

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lookatp

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Employeesunderstandingownpersonalitytraitsandaffectsonperformanceasindividualsandteams

Companieshelpemployeestogrowandimprovehowtheyuse

theirpotentialthroughunderstandingofownpersonality.

• Managersadaptindividualleadershipandcoachingbasedon

knowledgeabouttheindividualspersonality.

• Employeescantaketheirpersonalityintoaccountini.e.

teamworkandsalesandwhenrespondingoni.e.changes,

feedback,relationships,tasksandchallenges.

• Teamworkbecomesstrongerandmoreeffectivewhenalso

workingwithpersonalityonagroupperspective.

CareerLimitersandDerailers:Managerspreparedtohandlenewstressfulsituations

KnowledgeofCareerLimitersandDerailers helpsmanagerspreparing

forhandlingnewstressfulsituations.Importantinformationabouthow

someoneislikelytorespondunderpressureinnewsituations.

• Knowingyourderailers isaboutunderstandingyourdistinct

personalitytraitswhichinsituationsunderconsiderablepressure

couldleadto“derailment”or“burnout”.Veryoftenthesearethe

samefactorshavingledtosuccessearlier.

• CareerLimitersarefactorswhichactuallypreventsomeone'scareer

from“takingoff”orprogress.

CompetenceDevelopmentContinuouslylearningandbestpracticedeveloping

Developingcompetencecontinuouslyandwithclearfocus

Successfulcompaniesintegratecompetencedevelopmentasaneffectivepartoftheircultureandbusinessprocesses.

• CompetenceDevelopmentisplanedandimplementedasacontinuousandintegratedpartof“everyday”life.I.e.dailyreflectionsaredoneonindividuals“didbest”and“couldimprove”performances.

• Thereisaclearredlinebetweenlearningprocessesandtheeffortsnecessarytoachievethecompany'sbusinesstargets.

• CompetenceDevelopmentisimplementedtoensurethattheyhavetherightskillsandknowledgeattherighttime. Wehavedevelopedourowntool“SPDGrowth”helping

organisationsinmakingcompetencedevelopmentapartofrunningbusinessandculture.

Internalknowledgeflowingand"bestpractice”documented

Theaimistosupportinternallearningandtakingexperiences

fromthebest– andmakingbestpracticesbecomeapartof

businessstructures.

• Internalexchangesofexperiencearefacilitatedbetween

employeesandorganizationareas.

• 'Bestpractice'experiencesarecollectedinordertofurther

developjointworkprocesses.

Classroomknowledgetransferredtoreallifeexpertise

Theyaimtoensurethatnewknowledgelearnedin

“classroomlessons”aretranslatedtoreallifepractices

andbehaviour.

• Clearresponsibilitiesandroutinesregardinghownew

knowledgeornewskillsfromtrainingsareevaluated

andturnedintonewhabitsandskills.

• Followinguphowtheknowledgearetransformedto

experiencesandnewroutines

Objectivity,trustandperspectivesoncompetencerequirementsandevaluations

Theyincreasequality,trustandbuildownershipwhen

decidingrequirementsanddoingcompetenceevaluations.

360° feedbackevaluationsaredoneinvolvingboththe

individualandotherrelevantpeopleinevaluating:

• …whichare thekeycompetenciesrequiredinarole

• …whicharetheindividual'sstrengthsanddevelopment

areastofilltherolethebestway.

• …whichactivitiesshouldbepartofprioritized

developmentplan. TheTalentQ“MULTIVIEW”collectsevaluationsfromrelevantindividualsonafocuspersons performanceonkeycompetenciesintheactualrole.

Culture,Frames&StructuresGoalsandexpectations,proceduresandrulesandsupportandtoolsused

Communicatingspecificgoalsandconsistentexpectations

Theaimistomakeemployeesonalllevelsexperiencing

security,engagement,confidenceandcertainty.

Organisationgoesinrightdirectionwithhighenergy–

becausetheyknowwhereandwhyandwantto!

• Anambitiontomeeteveryonewithunified

expectationsandeasilyunderstandablegoals.

• Employeesareconstantlyupdatedoncompany's

directionandhoweffortsandresultsareevaluated.

• Reduceneedofresourcedemandingdetailcontrolling.

Balancing:Flexibilityvs.stability

Theiraimis constantlyseekingabalancebetweenstability

notunnecessaryinterferingwithefficientoperationsand

flexibility todevelopandadapttonewrequirements,

experiencesandopportunities.

• Askyourselfifdrivesforchangesreallyimprovebusiness

andoperations

• Askyourselfifdrivesforstabilitypreventsimprovements

andtakingbenefitsfromnewpossibilities

Supportingimplementationofdecisions… also inthelongrun

Theyseektomakesurethatdecisionsarebroughtoutand

implementationofnewhabitsandwaysofbusiness

operationsaremadeeasy.

• Managementarepreparedtosupportandbackup

implementationbothfirstphasebutalso furtheron–

changesoftentakelongertimethanfirstexpected

• Theytakeuseofsupporttoolstoensurecontinuity

Trusttotryandfailandtryagain

Bothbecauseit´spositiveeffectsonengagement,their

personalityandbeingyourself anddeveloping of

competencies theindividualsexperienceoftrustand

possibilitytotryandfailisanimportantpartofbusiness

cultureandstructures.

”Fails”areseenassourcestoknowledge.

Offcourse:..Aslongasyoudoyourlearnings.

Controlisembracedashelpandsupporttofindnew“best

practices”nottofindwhotopunishorblame.

still

LarsVonheimOwner/PerformanceDeveloperScandinavianPerformanceDevelopmentAB

lars@spd.guruwww.spd.guru