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Book Digest Book Digest Presentation Transcript

  • Marcus Buckingham & Curt Coffman
  • Measuring strength of Work Place How do you measure the core elements needed to attract focus and keep the attract, most talented employees?
  • Measuring strength of Work Place Business “Business Units were measurably more productive when employees answered positively on a scale of 1 to d ii l l f 5 to the following 12 questions.” Gallup : Analysis of performance data from over 2,500 business units and over 105,000 employees
  • 12 Questions 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 2 D Ih th t i l & i tI dt d k i ht? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recognition or praise for good work? 4. In the last 7 days, have I received recognition or praise for good work? ul Questions 5. Does my supervisor or someone at work seem to care about me as a person? 6. Is there someone at work who encourages my development? Most powerfu 7. At work, do my opinions seem to count? 8. Does the purpose of my company make me feel like my work is important? M 9. Are my co‐workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 11 I h l i h h I lk d i h b ? 12. At work, have I had opportunities to learn and grow?
  • Mountain climbing Getting great at what you do Yes to all  12  12 Questions Summit Questions  11 to 12 How can we  H all grow? Questions  Q ti Do I belong  Do I belong 7 to 10 here? Questions  3 to 6 What do I give? Questions  1 & 2 What do I get?
  • The focus of great managers Great managers take aim at Base  g Camp and Camp 1 (Q1 to Q6) Securing 5’s is their most  important responsibility
  • Managers and Leaders are different Leaders look OUTWARD Managers l k INWARD M look
  • A great manager is a CATALYST
  • CATALYST: Ability to do four  Ability to do four key activities  key activities REALLY well
  • 4 keys of Great Managers 1. Select the  1. Select the Select for TALENT • Select for TALENT Person • Not simply experience, intelligence or determination • Define the right OUTCOMES Define the right OUTCOMES 2. Set Expectations • Not the right steps 3 Motivate the 3. Motivate the  •FFocus on STRENGTHS STRENGTHS Person • Not on weaknesses 4. Develop the  4 D l th • Find the RIGHT FIT Person • Not simply the next rung on the ladder
  • Key 1: select for Talent Key 1: select for Talent
  • TALENT A recurring pattern of THOUGHT, FEELING or  A recurring pattern of THOUGHT, FEELING or BEHAVIOUR that  can be productively applied. FILTER A characteristic way of responding to the world around us.   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 are  Y fil d i fb h i enduring. Your filter more than your race, sex, age  or nationality is  YOU.   YOU
  • WHAT GREAT  MANAGERS KNOW “People don’t change that much. Don’t waste your time trying to put i what can b l f out. T to d i i in h be left Try draw out what was left in. That is hard enough.”
  • Elements of performance p • Cannot be taught Cannot be taught Talents • • 4‐line highways of your mind Recurrent patterns of thought, feeling or behavioural • Difficult to transfer • Can be taught by breaking total performance into  Skills steps • “How to do” of a role • Transferable • Can be taught Can be taught • What you are aware of Knowledge • • Factual knowledge – things you know Experiential knowledge – understandings picked up  along the way along the way • Transferable
  • 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
  • “The implication is not that people cannot change.  Everyone can change, can learn.  Everyone can get a little better.  The language of skills, knowledge and talents simply helps a manager  identify where radical change is possible, and where it is not.”   y g p
  • How managers find  H fi d great talent ? Know what talents you are looking for Study your best people S d b l
  • Key 2: define the right outcomes
  • Manager’s dilemma: how do you retain control and y focus people on performance – when you know that you cannot force people to behave in the same way? Define the right outcomes and then let each person  find his own route toward those outcomes
  • How to manage by remote control ? I want perfect people My people don’t have enough talent Some outcomes defy definition Some outcomes defy definition Trust is precious:  it must be earned the temptation to Control !
  • “Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step‐by‐step approach alone cannot get you there. ,y p y Instead, you must select employees who have the talent to listen and to teach, and then you must focus them towards simple emotional outcomes like partnership and advice. If you manage to do this it is something that is very hard to steal ” this, steal.
  • How do you know if the outcomes are right ? What is right for  your customers? ? What is right for Wh t i i ht f What is right for  the individual? your company?
  • Four expectations of all customers Level 4 : Advice Level 3 : Partnership y Level 2 : Availability Level 1 : Accuracy
  • Key 3: focus on strenghts
  • Let them become more of who they already are Focus on each person’s strength and  manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Focus on each person’s strength and  manage around his weaknesses. Do everything you can to help each  person cultivate his talents. Help each person become more of  who he already is.
  • Casting is everything If you want to turn talent into performance, you have to position each person so that you are paying her to do what she is naturally wired to do. You have to cast her in the right role. Everyone has the talent to be exceptional at something. The trick is to find that ‘something.’ The trick is in the casting.
  • Spend the most time with your best people ‘No news’ kills behaviour It s the fairest thing to do It’s the fairest thing to do It’s the best way to learn It s the only way to reach excellence It’s the only way to reach excellence And the best way to break through the ceiling
  • Managing around a weakness Devise a support system Find a complementary partner Find an alternative role Determine if poor performance is trainable Determine if poor performance is trainable Determine if poor performance is not due to  you as manager tripping the wrong trigger! Determine if it’s a weakness or a non‐talent
  • Key 4: find the right fit
  • A rung too far Most employees are promoted t th i l t d to their level l of incompetence. It’s inevitable. It’s built into the system.
  • The PROBLEM with climbing the ladder One rung does not necessarily lead to g y 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.
  • “BEFORE you promote someone, look closely at the striving, thinking and relating  talents needed to excel in the role.   g y y p 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 a  position 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 DEMANDS of  the role and the TALENT of the person”.
  • 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 top‐end lower‐ level role overlapping bottom end of role above Set up ‘creative acts of revolt’ revolt (special projects)
  • What great managers do Level the PLAYING FIELD Level the PLAYING FIELD Hold up the MIRROR Create a SAFETY NET
  • The art of tough love “Tough love is a mind‐set. An uncompromising focus on excellence with a genuine need to care. It focuses great managers to confront poor performance early and directly. It allows them to keep their relationship with the employee intact. intact Even if the employee has to be ‘let go’. Understanding that each person let go possesses enduring patterns of thought, feelings and behaviour liberates managers who have to confront poor performance. Because it frees the manager from blaming the employee.”
  • 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:  rapid learning Talent clues:  personal satisfactions Know what to listen for Know what to listen for
  • The art of performance management Keep the routine SIMPLE Meet FREQUENTLY:  minimum once a quarter 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 t l t d l Look in the mirror any chance you get Muse Discover yourself Build your constituency Keep track p Catch your peers doing something right
  • How to operate if your manager is not  quite ‘perfect’ it ‘ f t’ If she’s too ‘busy’, schedule a performance planning meeting  y p p g g 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, work, 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 friendly climate for great managers Value world‐class performance in every role Keep the focus on outcomes Master keys that senior management of a company can use to break through ‘conventional wisdom’s’ barricades Study your best 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  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 and the needs of the EMPLOYEE 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.”