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The Paradox of Performance


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This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work.
• The power of a paradox
• The debates and stories we hear
• The leadership capabilities required to drive a High Performance Culture - Innovative and strategic thinking, strategic alignment and traction, structure and role alignment, talent management, change management, culture transformation
• The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations
• Personality vs Capability – can a leader change his approach?
• Getting it right

Published in: Leadership & Management
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The Paradox of Performance

  1. 1. The Paradox of Performance Can You Have A High Performance Culture And A Highly Engaged Workforce?
  2. 2. Catalysts in creating high performance, high engagement organisations through developing leaders, building capacity, and leveraging talent Experienced team 2
  3. 3. 3
  4. 4. Volatile Uncertain Complex Ambiguous Surviving in the VUCA World SPEED ….. COMPLEXITY ..… RISK ….. CHANGE ….. SURPRISE 4
  5. 5. Nine Key Workforce Trends In The Next Decade 5
  6. 6. Identifying And Enabling The New High Performer NEW WORK ENVIRONMENT • Frequent organizational change • More interdependent work • More knowledge work NEW HIGH PERFORMER • Adapt to change • Work collaboratively • Apply judgement Source: Breakthrough Performance in the New Environment. CEB Executive Guidance, 2013 NEW HIGH PERFORMANCE COMPETENCIES 1. Prioritization 2. Teamwork 3. Organizational awareness 4. Problem solving 5. Self-awareness 6. Proactivity 7. Influence 8. Decision making 9. Learning agility 10. Technical expertise 6
  7. 7. The Power Of Paradox Paradox: “an apparently self-contradictory (even absurd) statement, situation or proposition which on closer inspection is found to contain a truth reconciling the conflicting opposites.” In Chinese philosophy "yin and yang", is used to describe how polar opposites or contrary forces are interconnected and interdependent in the natural world, and how they impact on each other. 7
  8. 8. Creative Tension – Living With The Paradoxes Short-term Long term Local Global Work Life Strategic Operational Own function results Cross functional results Results – tough on delivery People – engagement and empathy Humility Professional will 8
  9. 9. Can you have … A high performance organisation AND A high engagement organisation ? 9
  10. 10. The High Performance Organization 3 1 2 4 5 Make good decisions and make them happen Define clear decision accounta- bilities Develop and deploy talented people • Compelling vision and clear priorities • Cohesive leadership • Right people in right jobs • Aligned measures and incentives • High performance values and behaviors • Capacity to change • Clear roles and accountabilities for the most important decisions • Structure aligned with source of value • Superior execution of mission critical activities • Effective and efficient G&A Source: Bain & Co 10
  11. 11. South Africa 11
  12. 12. Europe and Middle East 12
  13. 13. International Performance Challenges Discipline & Accountability Global vs. local focus Taking initiative & risks Confronting poor behaviours & performance Optimising talent at all levels Strategic and innovative thinking Managing change Making decisions
  14. 14. Engagement Drivers – 5 G’s and the 3 E’s Great Leaders Leadership style, inspirational, passionate about growing people Great Careers Interesting, challenging jobs, flexible options, space creation Great Rewards Rewards that motivate, recognition for value, special initiatives for key talent Great Culture Conducive environment for learning, growth, accountability, performance management, teamwork Great Company Employee value proposition, Corporate value proposition (brand), reputation Engagement Enablement Empowerment 14
  15. 15. South Africa 15
  16. 16. Current Reality: Perceptions Of “5 Greats” Great company Great leaders Great careers Great culture Project team – line & HR General managers 16
  17. 17. Current Reality: Perceptions Of “5 Greats” Engagement, Enablement Empowerment Great rewards • The perception survey confirms that the critical areas requiring attention are: EVP, internal communications, leadership passion, definition and accountability, flexible remuneration options, culture more actively managed and greater engagement and empowerment. Project team – line & HR General managers 17
  18. 18. Research on Engagement, Leadership and Culture linked to Performance Corporate Leadership Council: Highly engaged grew profits 3 x faster than their competitors. Highly engaged have potential to reduce staff turnover by 87 % Highly engaged have potential to improve performance by 20 %. Watson Wyatt: Highly engaged = financial performance 4 x greater than lower engagement. Highly engaged 2 x as likely to be top performers Highly engaged missed 43 % fewer days of work due to illness. Best Companies to Work For: Increased their turn-over by 94 % and their profits by 315% - over 4 years Corporate leadership Council: Highly committed = 71% of cases achieving above average performance. Below average commitment = 40% of their organisations achieving above average performance. Hewitt: Companies with >10 % profit growth had 39 % more engaged employees and 45 % fewer disengaged employees than those with <10 % growth. Adapted from Engaging for success: Enhancing performance through employee engagement. UK Government Report, David MacLeod & Nita Clarke, Office of Public Sector Information 18
  19. 19. High Performance Competencies • Innovative and strategic thinking • Strategic alignment and traction • Structure and role alignment • Talent management • Change management • Culture transformation High Performance Competencies 19
  21. 21. Operational activities Strategic activities Emails Planning & scheduling Meetings Reports Delegation Fire-fighting Controlling Securing resources Performance management Negotiations Scenario planning Strategic planning Strategic conversations Strategic stakeholder meetings Networking and learning events Building capacity with staff Facilitate team alignment sessions Facilitate inter-departmental alignment sessions Facilitate innovation sessions Manage upwards Secure future resources – skills, capacity, successors % time spent = % % time spent = % Strategic Vs. Operational Activities – Current Reality Vs. Future Trade Offs 21
  22. 22. Paradigm Busting What paradigms do we need to shift to be more strategic and innovative? 22
  23. 23. High Engagement Competencies • Transformational leadership • Engagement • Enablement • Empowerment • Leading high performance teams • Holding Crucial Conversations High Engagement Competencies 23
  24. 24. Awareness Authenticity Courage Decisiveness Energy Drive Resilience Humility Leadership meta-competencies Collaborative Innovative EQ? Coaching 24
  25. 25. LEADERSHIP CONVERSATIONS Connecting Coaching Feedback Influencing Crucial conversation • Getting to know • Finding common ground • Understanding needs • Showing interest, care and concern • Opportunity for Q’s and information sharing • Catching up • Debriefing • Building self awareness and insight • Understand competency gaps and plans • Understanding learning styles and growth • Reality check • Exploring options • Solving problems • Building confidence and competence • ID possible causes of performance/ behaviour gap i.e.. knowledge, skills behaviour, attitudes • Gain insight • Share perceptions and examples • Build evidence • Set standards • Intent vs. impact • Explore own vs. other views • Opportunities for change • Consequences • Steps • Building relationships • Building rapport • Understanding needs, power, rational, emotional • Present info and benefits • Engage in different/alternate views • Build a case for change • Discuss choices, consequences • Explore win/win options • Define next steps • Something happened • Emotional impact • Hurt/ disappointment / let down • Misunderstanding • Share feelings • Speaking out • Confront behaviors • Draw boundaries • Gain understanding • Suggest alternative • Build the future • Mutual respect • Explore win-win • Define next steps 25
  26. 26. Dysfunctional Teams • Sniping • Blaming • Hidden agendas • Domination • Super-egos • Role conflict Indecisive Jealousy Rivalry Marginalised Cliques Oxygen thieves Avoid reality Back-stabling © Catalyst Consulting 2011 Power-plays 26
  27. 27. Purpose Mind Emotions Body Managing Energy Not Only Time Aligned purpose and values Defined personal and work goals Meaningful work Making a difference Abundance consciousness Clear WIIFM Positive thinking Positive attitude - optimism Self-belief Strategic thinking Effective planning and time management Creativity Problem solving Emotional intelligence Trust Openness Resilience Patience and tolerance Happiness Breathing Sleep Exercise Diet Water Managing stress Re-prioritisation Managing capacity: the quantity, quality, focus, and force of energy that is available to perform in the storm 27
  28. 28. Integrated Framework For High Performance & High Engagement Organization Strategic Intent (Purpose, mission, vision and goals that guide the strategic direction) Organization Values (5-6 core values to guide decisions and behaviours) CVP = Corporate value proposition (4-5 key messages to customers and external stakeholders) Leadership Brand (5-6 core distinctive leadership attributes that define the organization's unique leadership style and behaviours) EVP =employee value proposition (4-5 key messages to potential and current employees Leadership Competencies (15-20 core leadership competencies that define the behaviours and results of leadership at different level of the organisation)
  29. 29. Strategic Leadership Toward A High Performance Organization And A Great Place To Work – 2x2 Days High Performance Organisation Review the strategic context and what it takes to build a GREAT organisation Strategic thinking and alignment Expand strategic thinking capability and tools and understand the leaders role in strategic alignment at all levels Structure and roles Understand the impact of structure and role clarity on performance and how to identify misalignment Talent management Review the building blocks of talent management and the leader’s role in finding, growing and keeping talent Transformational leadership Gain insight into transformational leadership characteristics and competencies required to create a purposeful, empowered and sustainable organisation Change management Understand the processes and tools to accelerate change and the leader’s role in building capacity and resilience for on-going change. Culture transformation Understand the components and impact of culture and the leader’s role in driving culture change Module 1 – 2 days Driving strategic change – from good to great Leader’s role in creating a high performance organisation Module 2 – 2 days Engaging, enabling and empowering others Leader’s role in creating a great place to work Great place to work Understand the leader’s role in creating a GREAT place to work and managing talent Engagement Understand the factors impacting engagement and how to be more effective in connecting, motivating and engaging with people Enablement Understand how to assess competence gaps and build capability for improved performance and confidence through coaching Empowerment Understand the factors impacting empowerment and how to be more effective in delegating, encouraging initiative and ensuring accountability. Leading high performance teams How to assess, develop and facilitate teams toward high performance Crucial Conversations How to prepare for and hold crucial conversations to address challenging situations and people 29
  30. 30. Any Questions? @catalystsa iamalive Catalyst Consulting 30