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11 Performance management moving actual toward perfect performance


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11 Performance management moving actual toward perfect performance

  1. 1. I recall several years ago a TV program on a young lady gymnast training for the Olympics. In one sequence she was practicing the dismount from the beam. The coach demanded she repeat it and repeat it. She became very upset, yelled at the coach and stormed off. She sat and cried alone for a few minutes, then the coach went to her and spoke quietly to her and she then returned to the beam and repeated the practice until she got it to standard. It took a further 2 hours of work. The program then cut to the Olympics, competing on the beam, doing the exact dismount she had practiced. She won the gold medal. She hugged her coach and was ecstatic. The young athlete accepted the vision of her coach as hav- ing in mind the standard needed to win. She accepted he could see perfect performance, and was guiding her to that standard. She wanted to be the very best she could, and was willing to work hard, but at times it got on top of her and she reacted. Did she do it for the coach, for her country, her team, or for herself? A little of each, with the balance being toward her own striving to be good as what she had chosen to do. Within OPD theory: As in sport so in business They say there is no ‘i’ in team ... however there is in win. In business winning is not about the other person, the com- petitor, it is about doing the things that need done to the standard they need done. Winning is about whether or not we got it right, and that means each person in the team got it right. Teams are collections of individual’s assigned aspects of a task such that if each person delivers that ex- pected of them the team achieves it overall goal. A good team also ‘get on’, support each other, and generally enjoy the effort. The fundamental is each individual is to their assigned task in the team as the athlete to the dismount. If the individual is not committed to delivering the task to standard, then the team could fail. Engagement as embracing our own success A person who does not want to succeed wont. At work we are not talking gold medals, just doing agreed ideal ac- tions to a reasonable, transparent standard. If ideal actions done to standard, KPIs achieved, if KPIs achieved then team KPIs achieved, and if team KPIs achieved, divisional KPIs achieved...etc. You should by now be familiar with the organizational structure. The psychological core is each person committing to strive for personal satisfaction and success at work in exactly the same way the young athlete was committed to their personal success. The ONLY difference is the level and the intensity. Imagine a team member at work: There is extensive dis- cussion on ideal actions and KPIs, and the person agrees the ideal actions that offer greatest chance of greatest success. The person agrees they wish to be successful and work, and therefore agree that in the assigned job success is delivery of ideal actions to standard. It is open and transparent, the standard is realistic and achievable, the person asked to do their bit in such a way they first serve their own self-esteem and satisfaction, and second serve the team. Within OPD theory performance management is the essential team leader activity of working with the team member supporting and encouraging them to realize the level of success they seek and enjoy the daily task of doing it Clarity + skill + motivation = performance Clarity: Clear in mind the ideal actions needed to ensure greatest chance of greatest goal success. Skill: Having the skills to do the ideal actions. Motivation: The emotions associated with the ideal actions, with self-at-work, with the team and company, and above all commitment not to let oneself down. Positive emotions associated with work arise from the desire to find satisfaction in life, to get up each morning and look in the mirror and be proud of the person looking back, to feel supported by the team leader and team making the work day enjoyable, and the positive feedback from the team, and company and senior team leaders congratulating the team’s performance and success. The team leader does the task of performance man- agement each day, part of the routine of manage- ment by walking around (MBWA). Guiding the team have fun, enjoy the day while doing the tasks, refining skills at delivery of ideal actions, reminding people of the ideal actions, keeping them top of mind, etc. Once each month the team leader meet with each person as a formal performance management review: Did we get the num- bers? If yes, what ideal actions really work for us and how will we build on them? If no, which ideal actions were not done to standard, and what will we do about that? It is not recorded formally, it is not for the ‘organization’, it is a working discus- sion on how the team leader and the team member can work together on enabling greater work life success for the team member. The team member ‘feels’ the team leader’s commit- ment to support them to be successful and to build work life satisfaction. Question for reflection If each person in your organization was committed to their success as above, and guided as above by the team leader, would results improve? Newsletter 11 Performance management moving actual toward perfect performanceNewsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.