ICANS 2011


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ICANS 2011

  1. 1. PERFORMANCE LEADERSHIP I.C.A.N.S. Leading People for Greater Performance 2011
  2. 2. The top challenges for leaders in 2011… 1. Excellence in execution 2. Improvements to profitability 3. Engaging workforce
  3. 3. Canada shows a lack of urgencyand leadership in resolving theirproductivity and competitiveness issues.
  4. 4. The Result:
  5. 5. Our Objective TodayTranslating Potential to Performance
  6. 6. The Role of Leaders
  7. 7. Execution remains the top challenge for all organizational leaders.“Key elements of Canada’s historyand industrial structure may have nurtured a complacent business culture.” Don Drummond, TD Bank
  8. 8. Productivity is often understood to be working harder or working longer. “Nothing can be farther from the truth,it’s deriving more output from the same amount of time and effort.” Don Drummond, TD Bank
  9. 9. Where is performance going now?
  10. 10. Approximately 78% ofexecution losses are due to issues of people performance. How can organizationssupport people to performat higher levels to execute against the strategy?
  11. 11. Organizations achieve 63%of their potentialperformance!HBR Study 2009
  12. 12. Execution is more important thanstrategy – 85% of bottom line results are due to people performance via execution than the strategy itself.
  13. 13. The leader who understands howto maximize return on executiondepends on an awareness of thestrengths of the team’s talent in order to execute the game plan.
  14. 14. The levers to increase the return on execution are business alignment and people performance.
  15. 15. Define the strategic drivers What are the performanceelements that if done better would most impact the execution of the strategy (positions or actions).
  16. 16. Know Your People The greater the leader’s insight into theperformance capability of the team (and individualmembers) the more likely an increase in execution will occur.
  17. 17. People Performance
  18. 18. The performance leadership framework evaluates the three fundamental elements of team/organizational performance: The Leadership alignment The Strategic The Productive Focus synergy
  19. 19. The Execution AdvantageThe productivity economy will reward “do it smarter” organizations that build a better business model. Smart organizations will increasetheir return on execution by focusing on drivers to achieve alignment and productive synergy.
  20. 20. The Performance Leader
  21. 21. Where do youfocus to be an effective performance leader?
  22. 22. “Only when you know yourself and operate from your strengths can you achieve true excellence as a manager.” Peter Drucker
  23. 23. What do people need to be successfulin their new role as performance-basedleaders?“Help me understand what success is goingto look like in my new role, show me withexamples, help me think differently so I canapply these things to the development of mypeople and the appropriate influencing of theorganization.”
  24. 24. Skills most needed for performanceleaders:• Self-awareness and Emotional Intelligence• Vision and Strategy• Communication• Tactical Management• Leading Others 3.0 – coaching, delegating, and feedback
  25. 25. The three steps to developing individual operational leadership: Focus • Tactical• Individual - Know • Strategic – Know What, Whe – Know Yourself n and How Where & Who Clarity Follow Through
  26. 26. Becoming aPerformance Leader
  27. 27. Organizational strategy is alearning process that includesfive elements: 1. Assessing where we are 2. Understanding who we are and where we want to go 3. Learning how to get there 4. Making the journey 5. Checking progress
  28. 28. Leaders display performanceleadership when they think, act, and influence in ways that promote the sustainable competitive advantage of the organization.
  29. 29. Only 27% of organizationsintegrate strategy and tactics. Benchmarking Solutions Study
  30. 30. Leaders need to focus on the strategic drivers of the organization … • The relatively few determinants of sustainable competitive advantage for a particular organization in a particular industry or environment.
  31. 31. Most organizations have 3 to 5strategic drivers at any point in time. Drivers can change – or therelative emphasis – over time.
  32. 32. Business strategy is the patternof choices an organization makes to sustainable competitive advantage. Leadership strategy describes the organizational and human capabilities needed to fulfill the business strategy effectively.
  33. 33. Strategic Thinking
  34. 34. Strategic thinking revolvesaround the ability of a leader to help people make sense of the world around them – thechallenges they collectively face and how they will face them together.
  35. 35. Strategic Acting
  36. 36. Strategic acting is committing resources to build sustainable competitive advantage.Not every action is strategic – it is critical to apply actions that will impact the strategic drivers of the organization.
  37. 37. Strategic decisions always involve uncertainty …The key is not to make quick decisions but to make timely decisions.
  38. 38. Without strategic clarity and focus it is nearly impossible to make sound tactical decisions.
  39. 39. Strategic Influencing
  40. 40. Forging relationships inside and outside the organization, inviting others to the process, building and sustaining momentum, and purposefully using organizational systems and culture.
  41. 41. Influence must be used in all directions … up to seniorexecutives, laterally to peers, down to reports, and outside to stakeholders and customers.
  42. 42. Key strategic influencing tactics… -Influence others by involving them in the process - Create common understanding, create champions, demonstrate others are valued
  43. 43. Key strategic influencing tactics… -Influence others by connecting on an emotional level - Learn what is important to others - Use the power of language - Connect to aspirations
  44. 44. Developing Performance Leadership:• Assessing where you are, to• Understand who you are and where you want to go, to• Learn how to get there, to• Make the journey, and• Check your progress
  45. 45. The Evolution of Strategic Management
  46. 46. Strategy arose as a managerial discipline in the 1960s.
  47. 47. Models were developed to define strategy. Boston Consulting Group andMcKinsey & Company were key in developing frameworks to explain strategy.
  48. 48. The Definition of Strategy:An integrated set of actions designedto create a sustainable advantage overcompetitors.
  49. 49. The Evolution of StrategicManagement – four phases …
  50. 50. Planning routinely progresses through four discrete phases of development.At each phase, a company adopts attitudesand gains capabilities needed in the phases to come.
  51. 51. Phase One Financial Planning Annual budgeting process to forecastrevenue, costs, and capital needs over the next year.
  52. 52. Phase TwoForecast-based Planning  Extend the financial budgeting beyond the one-year time horizon Start using trend analysis, regression models, and simulation models
  53. 53. Phase Three Externally Oriented Planning Issues orientation – responsibility to lay out the key issues facing the organization
  54. 54.  Attention is shifted externally to customers, suppliers, and competitors. Resource allocation becomes dynamic and plans are adaptive Portfolio analysis is used to focus on competitive attractiveness and strengths
  55. 55. Phase Four Strategic Management Planning techniques are cascaded throughout the organization and strategic thinking is linked to operational decision making
  56. 56.  Discussions are defined by tomorrow’s strategic issues rather than today’s organizational structure Systems are in place to negotiate trade- offs, review progress, and motivate and reward performance
  57. 57. The Performance EdgeStrategy for a Bigger Future
  58. 58. For achievers and teams, the struggle is focus.
  59. 59. The Dip Between Potential and Performance
  60. 60. How do we bridge the gap between potential and performance?
  61. 61. Strategy is the North Star thatdrives action and performance.
  62. 62. Strategy …• Builds prepared minds• Provides a framework for effective decision-making• Acts as a catalyst for team engagement
  63. 63. STRATEGY is the realcompetitive advantage.
  64. 64. Most individuals and teams don’t do strategy well:• Only 8% of strategies achieve results as planned• 37% of strategies fail outright• Teams assess leaders as 69% effective at performing against plans
  65. 65. Why is strategy so difficult?
  66. 66. It is human nature to talk about the future and then move directly to short-term tactics. We skip strategy!
  67. 67. Without strategy, we become distracted by… • Shiny Object Syndrome • Commitment Creep
  68. 68. The results:• The short term takes over• The pace is accelerated• Work is reactive rather than proactive• We are tactical not strategic
  69. 69. Defining Strategy:The plan that a team takes to differentiate itselfpositively from the competition using its strengths to provide value to satisfy customer needs now and in the future.
  70. 70. Strategy involves:• Clear, concise and measurable statement of 3- 5 objectives• Realistic assessment of key factors guiding team actions• Description of key approaches used to realize results
  71. 71. We need to resist the urge to hit the ground running.
  72. 72. The Strategy Perspective:Bridging the Performance Gap Diagnose before the cure
  73. 73. The Strategy Triangle: Working the Sweet SpotUnderstand the interaction of the three key influencers on your performance … your team, your clients, and your competitors.
  74. 74. The Strategic Sweet SpotThe strategic sweet spot of a company iswhere it meets customers’ needs in a waythat rivals can’t, given the context in whichit competes. CONTEXT (Technology, Industry demographics, regulation, and so on)COMPETITORS’ CUSTOMERS’ offerings needs Sweet Spot COMPANY’S capabilities
  75. 75. The Strategic Drivers: The Art of FocusMindpower over manpower.
  76. 76. Start with the end in mind andclarify your results – then work back.
  77. 77. Focus on five key strategies – gives a great feeling of motivation for everyone.
  78. 78. The Performance Scorecard: Measuring for Success “What gets measured gets better”
  79. 79. The Performance Scorecard is an instrument to navigate your future success, and a means of effective communication and motivation. You link cause and effect.
  80. 80. The Strategic RoadmapA two-page summary of your strategy.
  81. 81. The solution to connectpotential to performance is to proactively set up the environment for success.
  82. 82. The Strategic RoadmapThe Performance Scorecard Critical to your success.
  83. 83. The benefits:• Create a winning team• Sharpen your client focus• Add value• Consistent and coordinated action
  84. 84. The Performance Edge:Mindset for progress not perfection.Focus strategically to achieve best results.
  85. 85. Creating A Vision
  86. 86. A strong vision is correlated with:
  87. 87. •••••
  88. 88. •••
  89. 89. • •
  90. 90. ••
  91. 91.
  92. 92. ••
  93. 93. ••
  94. 94. Organizational Performance
  95. 95. Organizations face a daunting and seemingly contradictory set of goals:• Provide a differentiated client experience at lower costs• Generate significant growth while managing the bottom line
  96. 96. Organizations face a daunting and seemingly contradictory set of goals:• Use technology for greater efficiency without losing personal client connection• Standardize and … customize
  97. 97. The Common Element:People – people are more thanever a source of critical skill andknowledge as well as thefoundation for sustainablecompetitive advantage.
  98. 98. The Global Engagement Gap Where does Canada stand? 7% 23% Engaged 25% Enrolled 45% Disenchated Disengaged Source: Towers Perrin (2009)
  99. 99. The engagement gap can be defined as: the difference between the discretionary effort that employersneed for competitive advantage andemployers’ ability to elicit this effort from a significant portion of their workforce.
  100. 100. Workforce Engagement is a Normal Distribution
  101. 101. The Economics of Engagement Part 1 Improving the engagement – and in turn the performance – of an employee has the potential toincrease overall productivity by up to 23% on average. Source: Cascio (2009)
  102. 102. The Economics of Engagement Part 2 Approximately 68% of your employees have the potential toincrease overall engagement and leverage productivity. Source: Cascio (2009)
  103. 103. The Economics of Engagement Part 3The key question is not which talent group has the greatest value butrather in which talent group would a change in performance variation have the greatest impact?
  104. 104. The Economics of Engagement Part 4Performance varies across jobs.• The nature and scope of the job• The relative value of variations in performance of the job
  105. 105. The Economics of Engagement Part 5 Potential engagement / productivity enhancement is position dependent Low complexity position … 15% boost Moderate complexity position … 25% boost High complexity position … 46% boost Source: Cascio (2009)
  106. 106. The Economics of Engagement What are the high complexity positions in your organization thatcan be most highly leveraged with anincrease in engagement to a boost in productivity?
  107. 107. The Economics of Engagement Invest in positions where the value ofperformance variance is the highest and the organization gains the most strategic return. Find the most pivotal position.
  108. 108. Leaders play a pivotal role in the engagement equation: The need for effective leadership at the top The need for customizing the culture and work environment to support employee engagement Putting employees under the same microscope as customers to take actions
  109. 109. Effective Long-Term Drive Employee Enables Drive Customer ProfitabilityManagement Satisfaction Satisfaction Practices and Growth
  110. 110. Continued business productivity growth today depends onclosing the engagement gap and maximizing employee input.
  111. 111. How Engagement Affects Financial Performance Source: Towers Perrin (2009)
  112. 112. Source: Towers Perrin (2009) How engagementaffects individual performance …
  113. 113. How Employees Rate Leaders on Key Engagement Supports Source: Towers Perrin (2009)
  114. 114. The Leadership DivideMany senior leaders began theircareers in specific professional / technical positions with key analytical and rational skills.Empathy, communication, andgaining perspective may not be key strengths even now.
  115. 115. The Five Steps1. Start with the end in mind2. Specify the skills needed3. Develop the right skills the right way4. Support the transition of pivot positions5. Engage and inspire people to meet business needs
  116. 116. The Pivotal InvestmentOverall workforce engagement canbe increased with the greatestleverage through the rightinvestment – leaders are the criticalsupporters needed for thisinvestment.
  117. 117. The Pivotal InvestmentTo move the productivity curve outward … “An investment inknowledge pays the best interest.” Benjamin Franklin
  118. 118. People Performance
  119. 119. People Performance The leader’s ability to measure andmanage the team’s (and individual’s)instinctive approach to the drivers of the strategy will close the gap.
  120. 120. The Performance Process Productive Action Motivation Reason Instincts WillAffective Conative Cognitive
  121. 121. The Five-Factor Framework™: Improving Execution through People Performance1. Define the strategic drivers2. Measure the instinctive leadership approach3. Measure & assess the instinctive culture to support the strategy and the organizational culture4. Assess the organizational instinctive performance map5. Identify and close gaps
  122. 122. Define the strategic drivers What are the performanceelements that if done better would most impact the execution of the strategy (positions or actions).
  123. 123. Measure the leader’sinstinctive approach
  124. 124. Measure the instinctive strategy culture
  125. 125. Measure the instinctiveorganizational culture
  126. 126. Measure the instinctive strategy andorganizational culture
  127. 127. Assess the organizational instinctive performance map
  128. 128. Identify and close instinctive performance gaps
  129. 129. Insights and Actions:
  130. 130. Thank You! For More Information, Please contact us at:(902) 425 – 0467 or email GetResults@BluteauDeVenney.com