Business process leaders need to create a work environment that motivates people to perform. Here is a way to understand and improve your environment, consistent with Michael Hammer's business process redesign
9. SYDNEY SAN FRANCISCO ELKIEM CENTRE PTY
What are the factors present at
the Olympic Games that stimulate
performance improvement from those
who choose to participate?
10. SYDNEY SAN FRANCISCO ELKIEM CENTRE PTY
High Performance
Environmental Structure
THE RANGE
12. THE PRINCIPLES
1.People change when their environmental
circumstances change.
2.Therefore, there must be a set of circumstances
that stimulate the change called performance.
3.The job of a leader(s) is to create those
circumstances
14. DISSATISFACTION
1. Populations who are satisfied & comfortable are
not driven to perform at high levels.
2. Populations who are dissatisfied strive to change
their circumstances.
3. A corporate high performance environment is
one where the employees’ urge to change is
focused on achievement of the company’s
objectives.
16. SYDNEY SAN FRANCISCO
86.9
7th
88.2
5th89.8
2nd
78.7
9th
92.3
1st 89.5
3rd
87.4
6th
89.4
4th
85.0
8th
52.0
4th
38.6
8th65.9
2nd
58.8
3rd
43.9
6th
68.8
1st
43.7
7th
36.4
9th
48.6
5th
Just because you have them doesn’t mean they work!
Executive Team Sharpshooters
19. SYDNEY SAN FRANCISCO
PRESSURE COMPARISONS – PRESSURE MEANING
MEANING COMPONENT 72.8
MEANING COMPONENT 79.7
PRESSURE INDICATOR, 71.7
PRESSURE INDICATOR 55.3
0 20 40 60 80 100
HIGH TECH COMPANY
FAST FOOD COMPANY
20. SYDNEY SAN FRANCISCO
PRESSURE COMPARISONS – PRESSURE CLARITY
CLARITY INDICATOR 51.8
CLARITY INDICATOR 68.6
PRESSURE INDICATOR 71.7
PRESSURE INDICATOR 55.3
0 20 40 60 80 100
HIGH TECH COMPANY
FAST FOOD COMPANY
21. SYDNEY SAN FRANCISCO
PRESSURE COMPARISONS – PRESSURE MEASUREMENT
MEASUREMENT INDICATOR 51.4
MEASUREMENT INDICATOR 64.7
PRESSURE INDICATOR 71.7
PRESSURE INDICATOR 55.3
0 20 40 60 80 100
HIGH TECH COMPANY
FAST FOOD COMPANY
28. MOVE #1:
In my team, the high
performers receive the
greatest share of the
rewards.
THE RANGE
CLIENT CASE STUDY
29. MOVE #2:
The measures used to
assess the performance of
my team will give my
immediate manager a clear
indication of who the high
and low performers are.
THE RANGE
CLIENT CASE STUDY
32. SYDNEY SAN FRANCISCO
TWO MOVES EFFECT – CONTINUED
88.2
2nd
76.0
8th84.8
4th
75.2
9th
90.1
1st 77.5
7th
82.7
6th
84.3
5th
85.4
3rd
CYCLE 2 CYCLE 3
81.9
1st
49.8
9th80.7
3rd
66.7
4th
81.4
2nd 60.9
7th
66.3
5th
64.8
6th
57.8
8th
33. Key Takeaways
1. The work environment is critical to producing
acceptable performance.
2. The leadership team is the primary driver of the key
factors that drive performance pressure.
3. For every move or action, there is a reaction affecting
the environment and performance.
4. The environment can be measured, and moves must
be made with care, deliberateness, and in steps.
5. The performance environment is always evolving, and
managing it is a critical and continual role for firm
leaders.
34.
35. What is your next right step?
“Knowledge without action is futile.” -Abu Bakr
Complimentary 90 minute consultation
No expectations / No obligation / No cost
Agenda:
1. ID your biggest challenge/opportunity
2. Focus in on the best strategy to address it.
3. List and choose the tactics that will make a difference.
4. Choose the right next steps to take now.
If you want to do this work with me at no cost or obligation, call
or e-mail Jan by end of business today to:
jdare.brown@ceotoceo.biz / 925-829-8190 x101 to set your
meeting.
