Creating A Performance Driven Work Environmen

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  • Poor service is a reality in South Africa, and that is not just poor service in shops and restaurants. I'm talking also about service delivery by government departments and agencies. This is an issue that is hurting many people and communities in SA. It is in fact a big threat to our country and our society. If service delivery is not stepped up the gap between rich and poor will deepen with potentially tragic consequences for us all. Service is driven by the commitment of those at the front line of service delivery, and this commitment is created and maintained by the way the front line people are themselves treated by their direct supervisors, who in turn get their motivation from their supervisors, and so on, up the organisation. All organisations get their justification from the provision of service.
  • Creating A Performance Driven Work Environmen

    1. 1. 9 th Annual Performance Management Conference Creating a Performance-Driven Work Environment Through Effective Communication Tony McGregor 23 June 2009
    2. 2. Why are we here? <ul><li>Who here has never had a bad service experience?
    3. 3. What drives service?
    4. 4. What can ensure an organisation's endurance? </li></ul>
    5. 5. The chain of service <ul><li>Every organisation exists to service needs </li><ul><li>No service = no organisation </li></ul><li>Optimising service is the goal of performance management
    6. 6. The organisation needs to organise itself appropriately the achieve this: </li><ul><li>Strategy
    7. 7. Structure
    8. 8. Staff
    9. 9. Policies/Processes </li></ul></ul>
    10. 10. Justification of an organisation's existence
    11. 11. Success “ Your personal reputation and the success of your organisation depend on your ability to make and fulfill promises” - Tom and Birgit Hanson
    12. 12. What determines performance? “ The most important variable in determining the performance and retention of top employees is their relationship with their primary supervisor” – Tom and Birgit Hanson
    13. 13. People Management <ul><li>Management is a relationship-building role
    14. 14. The relationship that matters most is the one between managers and their direct reports
    15. 15. This relationship must always be one in which the “first principle” of performance management is upheld, i.e. the manager must at all times treat employees as she/he would want them to treat the organisation's best customer
    16. 16. Relationships are built primarily by communicating with each other </li></ul>
    17. 17. How to make this happen <ul><li>State values clearly </li><ul><li>Beware the gap between stated and real values </li></ul><li>Strengthen the primary management relationship – that between manager and direct reports </li><ul><li>This is the most important relationship in the organisation
    18. 18. Everything in the organisation must be made to support this relationship </li></ul><li>Facilitate communication </li></ul>
    19. 19. Facilitate Communication <ul><li>Wholistic approach
    20. 20. A communication strategy needed
    21. 21. There is a difference between transmission of a message and communication </li></ul>
    22. 22. Communication <ul><li>Internal </li><ul><li>Verbal
    23. 23. Written </li></ul><li>External
    24. 24. Inter-personal
    25. 25. Covey: “The ability to do them well is critical to your effectiveness”
    26. 26. Performance management is essentially a communication process </li></ul>
    27. 27. Internal Communication <ul><li>Constantly promote values, especially the value of people
    28. 28. Objectives of internal communication: </li><ul><li>Produce cohesion </li><ul><li>Emphasise employee interests not management values </li></ul><li>Convey information </li><ul><li>What employees need to know </li></ul><li>Facilitate change </li><ul><li>Fear of change overcome by keeping employees informed </li></ul></ul></ul>
    29. 29. Values <ul><li>Values need to be understood and committed to by all
    30. 30. If management is not seen to be living up to the publicly stated values it produces cynicism
    31. 31. There should be no gap between stated and real values </li></ul><ul><li>How you are being is more important than what you say
    32. 32. Satisfaction comes when your behaviour is consistent with your values </li></ul>
    33. 33. External communication <ul><li>Promote the organisation as a people-centred one
    34. 34. Beware the gap between advertising claims and the reality experienced by employees </li><ul><li>Reflect organisation's values without putting staff in double bind situations </li></ul></ul>
    35. 35. Interpersonal Communication <ul><li>Three psychological needs to be met when communicating with your employee (or boss, or spouse, or customer, or child): </li><ul><li>Respect
    36. 36. Understanding
    37. 37. Involvement </li></ul></ul>
    38. 38. The first principle of performance management “ Always treat your employees exactly as you want them to treat your best customers.” - Stephen R. Covey The Seven Habits of Highly Effective People
    39. 39. Respect <ul><li>How to show respect </li><ul><li>Maintain or enhance self-esteem </li></ul><li>Look for something in the person's performance that can honestly be praised </li><ul><li>Always notice and comment on positive performance </li></ul><li>Commenting only on the negative tends to encourage poor performance </li></ul>
    40. 40. Understanding <ul><li>Seek first to understand, then to be understood </li><ul><li>The 5 th Habit in Covey's model </li></ul><li>Empathy </li><ul><li>“You have to build the skills of empathic listening on a base of character that inspires openness and trust” - Covey </li></ul></ul>
    41. 41. Involvement <ul><li>The principle of synergy – creative co-operation
    42. 42. Valuing the differences
    43. 43. Finding the “win/win” solution
    44. 44. Provide support without taking away responsibility </li></ul>
    45. 45. A Performance Management Cycle Performance Agreement Meeting Monitor Performance Regular Feedback Meetings Annual Performance Appraisal Communication Skills
    46. 46. Begin with the end in mind <ul><li>Agreeing on the purpose in line with organisational vision/mission
    47. 47. Agreeing the standards and milestones </li><ul><li>Win/win performance agreements </li><ul><li>Agree results
    48. 48. Provide appropriate support
    49. 49. Get out of the way </li></ul></ul><li>Having regular performance-based discussions
    50. 50. Based on trust </li></ul>
    51. 51. Trust is the basis for performance <ul><li>How you communicate can either develop or destroy trust </li><ul><li>Walk the talk
    52. 52. Provide feedback non-defensively
    53. 53. Acknowledge achievement of agreed results
    54. 54. Deal positively with lack of achievement </li><ul><li>It's a problem to be solved not punished
    55. 55. It's a learning opportunity for both </li></ul></ul><li>Trust, just like muscle, is built over time </li></ul>
    56. 56. Words “The words themselves are not magical: how you say something creates the context for the communication” - Tom and Birgit Hanson
    57. 57. Developing trust to enhance performance
    58. 58. How to make life easy “ If you do the hard things, life is easy. If you do the easy things, life is hard.” - Tom and Birgit Hanson
    59. 59. The result of effective communication <ul><li>If the total communication effort in the organisation is congruent and serves to strengthen the primary relationship between employee and direct supervisor, keeping the organisation's vision and mission in focus, the result will be a performance-driven culture.
    60. 60. In such a culture everyone will be focussed on appropriate service delivery, and this focus is achieved and maintained by effective communication </li></ul>
    61. 61. A performance-driven culture
    62. 62. Performance and Values <ul><li>“... blatant condoning of poor performance and suboptimal use of public resources has a strong systemic and corruptive impact on the operational efficiency of the public sector.” - Iraj Abedian in the Mail and Guardian 19 June </li></ul>
    63. 63. For further reading <ul><li>Covey, Stephen R: The Seven Habits of Highly Effective People London: Simon & Schuster 1992
    64. 64. Hanson, Tom & Hanson, Birgit: Who Will Do What by When? Power Publications 2007
    65. 65. Keavney, Jack: Peak Performance Sydney: McGraw-Hill 1996
    66. 66. Kohn, Stephen E. & O'Connell: 6 Habits of Highly Effective Bosses Fanklin Lakes NJ: Career Press 2005 </li></ul>
    67. 67. Thanks for participating Contact details: Tony McGregor Cell: 0791632463 E-mail: tony.mac@iburst.co.za

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