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An overview of the components of the LEAP; a high impact approach to creating the conditions organisational performance.

An overview of the components of the LEAP; a high impact approach to creating the conditions organisational performance.


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  • 1. Taking the Performance LEAP
  • 2. We know what doesn’t work! Ok, appraisal time. I’ll pretend that I can accurately evaluate your performance with a two-digit rating and you pretend this is a meaningful process in your development © The Performance Collective 2
  • 3. Einstein said....."The definition of insanity is doing the same thing over and over again expecting different results.“ We have been insane for over 25 years! © The Performance Collective 3
  • 4. Take the performance LEAPLeadershipEngagementAlignmentPerformance Environment © The Performance Collective 4
  • 5. High performance environment PURPOSE & PLANCONSEQUENCES FEEDBACK Organisation Mine Success Failure Range CLARITY © The Performance Collective 5
  • 6. The high performance environmentClarity • Individual, team and organisation purpose • Definition of success and failure (measurable) • Overlap between mine and the organisation (meaningful)Focus • Defined plan to get there • If it’s not helping, stop and changeConsequences • Known and emotionally significantFeedback • Intrinsic and extrinsicRange • The spread between the highest and lowest accepted performance © The Performance Collective 6
  • 7. What high performance leaders do..... Performance © The Performance Collective 7
  • 8. What high performance leaders do..... Performance LEAPHigh performance Leaders create an environment thatbalances Engagement and Alignment to deliver higher Performance © The Performance Collective 8
  • 9. High Chaotic Club High Performance “You can jump, I’ll hop – whatever floats “You can hop, skip or jump, whatever your boat” works for you to get the right outcome faster/better”Engagement Maverick Dictatorship Command & Control “Everybody jump, no let’s hop, now jump, “Jump now, jump like this, jump to there no skip, why are you skipping????” and jump this high”Low Low Alignment High © The Performance Collective 9
  • 10. High Chaotic Club Harmony and self-actualisation are valued High Performance Balanced and situational Leadership and over outcomes. Purpose is vague and all- Management. Focus is both today and inclusive futureEngagement Command & Control Management is valued over Leadership Maverick Dictatorship Heavily dependent on rules, processes Adhocracy determined by power (usually and systems. Focus is on efficiency of ownership) and personal preferences delivery todayLow Low Alignment High © The Performance Collective 10
  • 11. High Performance • Management and leadership are both valued, balanced and situational. • Leadership sets direction, creates meaning, purpose, alignment, fosters collaborative relationships and commitment. • Management creates and executes plans and “just enough process” to ensure delivery ofHigh Engagement stakeholder commitments • Organisation has a very clear and aligned market and employment brand and people are attracted by its purpose • Dual focus – delivering today and co-creating the future • Change , innovation and continuous improvement are constants – risk taking is supported • Employees enjoy high levels of autonomy about the “how” • Structures are flatter and there are fewer managers • Communication is high quality, two-way and challenging • Feedback and coaching are important skills • Change happens almost organically because it is led by common purpose • Work is intrinsically motivating and reward is gain-sharing High Alignment © The Performance Collective 11
  • 12. Command & Control • Management is valued over leadership • Management creates plans and budgets, staffs and trains functions, creates and polices policies, processes and rules, makes decisions and solves problemsLow Engagement • Improvement is incremental and driven by cost, efficiency and compliance • The focus is on delivering today’s stakeholder commitments • Employees are resources within the defined processes. Roles and tasks are clearly defined • Compliance and task delivery are rewarded • There are policies and processes for everything – permission to act is required • Risk is closely managed – management is risk-averse • Reward is used as incentive to “do the right things” • Structures are formal and silo’d • Decision-making rests with managers and often upward delegation slows the process • There are multiple levels of supervision and management High Alignment © The Performance Collective 12
  • 13. Maverick Dictatorship • Management is ad hoc and largely follows the interest of the person with most power • Organisation is often owner-managedLow Engagement • Management reacts to the immediate environment • The focus is on getting through whatever is on the nearest horizon • The organisation’s purpose is ill-defined and can change in response to perceived opportunities • Employees are resources and expected to do whatever needs done; whether competent or not. • Roles and tasks are ill-defined • There are few defined processes and systems; the emphasis is “just get it done” • Compliance with management’s requests is rewarded and often there is an inner-circle; the members of which can change easily • Reward is ad hoc , subject to whim and often relates to who is “in” • People often have a compelling reason to stay despite the environment eg. Location, niche business, status, family, relationships, co-ownership/financial investment Low Alignment © The Performance Collective 13
  • 14. Chaotic Club • The needs, desires and ambitions of employees take precedence over other stakeholder eg customers and stakeholders • Management may be distributed or unclear; often there is a charismatic figureheadHigh Engagement • Management reacts to the immediate environment • The focus is determined by the interests of the figurehead and/or employees and there may be internal “tribes” • The organisation’s purpose is only defined at very high level and often only in terms of vision, beliefs and values • The meaning of the purpose is open to individual interpretation • Employees stay because they are comfortable with the other people – “I belong” • Roles and tasks are ill-defined • There are few defined processes and systems; the emphasis is on freedom • Harmony, relationships and creativity are valued • Reward is about being a valued member of the club Low Alignment © The Performance Collective 14
  • 15. Take the performance LEAPLeadershipEngagementAlignmentPerformance Environment © The Performance Collective 15