Measuring strength of Work PlaceHow do you measure the core elements needed toattract, focus and keep the most talentedemployees?“Business Units were measurably moreproductive when employees answered positivelyon a scale of 1 to 5 to the following 12questions.”GallupAnalysis of performance data from over 2,500 business units and over105,000 employees
TALENTA recurring pattern of THOUGHT, FEELING orBEHAVIOUR that can be productively applied. FILTERA characteristic way of responding to the world aroundus.It tells you which stimuli to notice and which to ignore;which to love and which to hate.It is UNIQUE to you.Your filter and your recurring patterns of behaviour areenduring.Your filter more than your race, sex, age or nationality isYOU. Key 1: Select for Talent
WHAT GREATMANAGERS KNOW“People don’t change that much. Don’t wasteyour time trying to put in what can be left out.Try to draw out what was left in. That is hardenough.” Key 1: Select for Talent
Elements of Performance Key 1: Select for Talent
There are 3 Basic Categories of Talent 1. Striving – the ‘WHY’ of a person 2. Thinking – the ‘HOW’ of a person 3. Relating – the ‘WHO’ of a person Key 1: Select for Talent
“The implication is not that people cannot change.Everyone can change. Everyone can learn. Everyone can get a little better.The language of skills, knowledge and talents simply helps a manageridentify where radical change is possible, and where it is not.” Key 1: Select for Talent
How managers find great talentKnow what talents you are looking forStudy your best people Key 1: Select for Talent
How to manage by remote controlManager’s dilemma: howdo you retain control andfocus people onperformance – when youknow that you cannot forcepeople to behave in thesame way?Define the rightoutcomes and then leteach person find hisown route toward thoseoutcomes Key 2: Define the right outcomes
I want perfect peopleMy people don’t have enough talentSome outcomes defy definitionTrust is precious: it must be earned the temptation to Control!! Key 2: Define the right outcomes
“Forcing your employees to follow required steps only prevents customerdissatisfaction.If your goal is truly to satisfy, to create advocates, then the step-by-stepapproach alone cannot get you there.Instead, you must select employees who have the talent to listen and toteach, and then you must focus them towards simple emotional outcomeslike partnership and advice.If you manage to do this, it is something that is very hard to steal.” Key 2: Define the right outcomes
How do you know if the outcomes are right?What is right foryour customers? What is right for What is right for your company? the individual? Key 2: Define the right outcomes
Let them become more of who they already areFocus on each person’s strength andmanage around his weaknesses.Don’t try to fix the weaknesses.Don’t try to perfect each person.Focus on each person’s strength andmanage around his weaknesses.Do everything you can to help eachperson cultivate his talents.Help each person become more ofwho he already is. Key 3: Focus on strengths
Casting is everythingIf you want to turn talent into performance, you have to position eachperson so that you are paying her to do what she is naturally wired todo. You have to cast her in the right role.Everyone has the talent to be exceptional at something. The trick is tofind that ‘something.’ The trick is in the casting. Key 3: Focus on strengths
Spend the most time with your best people‘No news’ kills behaviourIt’s the fairest thing to doIt’s the best way to learnIt’s the only way to reach excellenceAnd the best way to break through the ceiling Key 3: Focus on strengths
Managing around a weakness Devise a support system Find a complementary partner Find an alterative roleDetermine if poor performance is trainableDetermine if poor performance is not due toyou as manager tripping the wrong trigger!!Determine if it’s a weakness or a non-talent Key 3: Focus on strengths
A rung too far Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system. Key 4: Find the right fit
The PROBLEM with climbing the ladder One rung does not necessarily lead to another. The conventional career path is condemned to create competition and conflict. Why not create heroes in every role? Conventional ‘wisdom’ programmes employees to hunt for marketable skills and experience to climb to the next rung. This thinking is often flawed. Key 4: Find the right fit
“BEFORE you promote someone, look closely at the striving, thinking and relatingtalents needed to excel in the role.After scrutinising the PERSON and the ROLE, you may still choose promotion.Since each person is highly complex, you may still end up promoting someone into aposition where he struggles. No manager finds the perfect fit every time.But at least you will have taken the TIME to weigh the FIT between the DEMANDSof the role and the TALENT of the person”. Key 4: Find the right fit
Create heroes in EVERY role Set up levels of achievement for EVERY role For every role, define pay in broad ranges, with top-end of lower- level role overlapping bottom end of role above Set up ‘creative acts of revolt’ (special projects) Key 4: Find the right fit
What Great managers doLevel the PLAYING FIELDHold up the MIRRORCreate a SAFETY NET Key 4: Find the right fit
The art of tough love“Tough love is a mind-set. An uncompromising focus on excellence with agenuine need to care. It focuses great managers to confront poor performanceearly and directly. It allows them to keep their relationship with the employeeintact. Even if the employee has to be ‘let go’. Understanding that eachperson possesses enduring patterns of thought, feelings and behaviourliberates managers who have to confront poor performance. Because it freesthe manager from blaming the employee.” Key 4: Find the right fit
The art of interviewing for talent Ensure talent interview stands alone Ask a few open-ended questions and then try and stay quiet Listen for specifics Talent clues: rapid learning Talent clues: personal satisfactions Know what to listen for
The art of performance management Keep the routine SIMPLE Meet FREQUENTLY: minimum once a quarter Focus on the FUTURE Ask employee to keep track of HIS OWN performance and learnings
What great managers expect of every talented employee Look in the mirror any chance you get Muse Discover yourself Build your constituency Keep track Catch your peers doing something right
How to operate if your manager is not quite ‘perfect’ If she’s too ‘busy’, schedule a performance planning meeting If you are forced to do things ‘her way’, tell her you want to define your role more by outcome, than by steps If you receive inappropriate praise, suggest alternative ways If she constantly intrudes, ask if ‘OK to check in less frequently than current practice’ If your ‘problems’ are of an entirely different nature, if your manager consistently ignores you, distrusts you, takes credit for your work, blames you for her mistakes or disrespects you… then get out from under her. You deserve better.
What companies can do to create friendly climate for great managers Keep the focus on outcomes Value world-class performance in every role Master keys that senior management of a company can use to break through ‘conventional wisdom’s’ barricades Study your best Teach the language of great managers
End thoughts “Great managers make it all seem so simple. Just select for talent, define the right outcomes, focus on strengths and then, as each person grows, encourage him or her to find the right fit. Completing these few steps with every single employee, your department, division or company will yield perennial excellence.”
End thoughts NOBODY said all this is EASY! A great manager sometimes has to STRUGGLE to BALANCE the competing interests of the company, the customers, the employees and even her own.
“The needs of the COMPANY andEnd thoughts the needs of the EMPLOYEE, misaligned since the birth of the corporation over 150 years ago, are CONVERGING. The intersection of the company’s search for VALUE and each individual’s search for IDENTITY are forces of change that have seeded into the corporate landscape for over 10 years. The best managers are those who know how to be CATALYSTS and speed up these forces of change.”
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