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Managing for results from development to discipline

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Eric Kaufmann draws on over 4000 hours of facilitating senior executives and teams in established companies to become better leaders who make better decisions and achieve better results.

He shared his Managing4Results(c) Model during our August 2010 Learning Event. In it, he delineated how to manage team members at different performance states, and with differing abilities, needs, and levels of autonomy. In particular, the Model provides a convenient and consistent guide for managers to determine when and how to train, coach, and discipline; and how to choose suitable leadership behaviors for each process.

This is the slide deck of Eric's presentation.

Published in: Self Improvement
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Managing for results from development to discipline

  1. 1. Managing4Results From Development To Discipline Eric Kaufmann www.Insights4Results.com
  2. 2. Sample Clients
  3. 3. Managerial Effects <ul><ul><li>Organizations with superior leadership capabilities outperform their annual earnings goals by 20% </li></ul></ul><ul><ul><li>30 - 40% of variability in performance is a result of leadership </li></ul></ul><ul><ul><li>70% of all change initiatives do not succeed due to leadership and related people issues (inability to lead, ineffective teams, etc.) </li></ul></ul><ul><ul><li>At least 30% of the time, poor leadership is cited by people as a reason for leaving the organization </li></ul></ul><ul><ul><li>HayHouse research, Sept 2007 </li></ul></ul>
  4. 4. © 2009 Insights4Results, LLC ~ Martin & Schmidt, HBR May 2010 High potential employees admits to not putting all his effort into his job 1 in 3 Believes he will be working for another employer in a year 1 in 4 Believes her personal aspirations are quite different from what the organization has planned for her 1 in 5
  5. 5. Engagement Index 19% 54% 27% Engaged: employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward Not-engaged: employees are essentially checked out. They’re sleepwalking through their workday, putting time – but not energy – into their work. Actively disengaged: employees aren’t just unhappy at work, they’re busy action out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish
  6. 6. Engagement Predictor <ul><li>Positive relationship with supervisor </li></ul>Trust Hope Stability Compassion
  7. 7. Engagement Risk/Reward <ul><li>Over $300 billion a year is lost in productivity due to disengaged employees. </li></ul><ul><li>Gallup research, 2009 </li></ul><ul><li>Those organizations that were rated the 50 “Best Employers,” those who invested in their employees, outperformed their competitor’s growth rate by 10%. </li></ul><ul><li>Bilinsky and Calloway 2008 </li></ul>
  8. 8. 21 st Century Motivation Drive, Daniel Pink 2010 <ul><li>Autonomy </li></ul><ul><ul><li>The urge to direct our own lives </li></ul></ul><ul><li>Mastery </li></ul><ul><ul><li>The desire to get better and better at something that matters </li></ul></ul><ul><li>Purpose </li></ul><ul><ul><li>The yearning to do what we do in the service of something larger than ourselves </li></ul></ul>
  9. 9. Clear Pathway <ul><li>know which managerial process and behaviors to apply </li></ul><ul><li>establish appropriate rapport, trust, and collaboration early in the relationship </li></ul><ul><li>attend to decline as soon as it begins to manifest </li></ul>Developing high performance Tending to declining performance
  10. 10. ID Current Coaching Candidates Name: Coaching Issue: Coaching Approach:
  11. 11. What are you doing currently to address effective managerial behavior?
  12. 12. “ Leadership of the immediate supervisor is more important than any other organizational variable.” Wallace and Trinka (2009)
  13. 13. Managing4Results® <ul><li>Goal : apply appropriate managerial behavior to performer state </li></ul><ul><li>Outcome: increase in confidence and competence of the performer, and thus employee engagement </li></ul><ul><li>Process : select one of three approaches </li></ul><ul><ul><li>1) a training process, </li></ul></ul><ul><ul><li>2) a coaching process </li></ul></ul><ul><ul><li>3) a disciplinary process </li></ul></ul>
  14. 14. BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT P E R F O R M A N C E Disciplinary Process Coaching Process Training Process ABILITY AUTONOMY Performance Development Improvement
  15. 15. <ul><li>Shared Features: </li></ul><ul><li>Situational </li></ul><ul><li>Flexible </li></ul><ul><li>Competencies </li></ul><ul><li>Performer centric </li></ul>M4R vs. SLII <ul><li>Value Added: </li></ul><ul><li>Holistic management </li></ul><ul><li>Clearer progression </li></ul><ul><li>Early redirecting </li></ul>
  16. 16. Group Activity <ul><li>2 groups </li></ul><ul><li>3 states per group </li></ul><ul><li>Generate five top behaviors visible in employees in each state </li></ul><ul><li>Generate five key behaviors visible in effective managing for each state </li></ul><ul><li>Report out </li></ul>
  17. 17. Plot Candidates BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT
  18. 18. BEGINNING TEACH AND REINFORCE GROWING CLARIFY AND ENCOURAGE MASTERING STRETCH AND SUPPORT SLIPPING EXPLORE AND REENGAGE FALTERING CORRECT AND COUNSEL FAILING RESTRICT AND CONFRONT P E R F O R M A N C E Disciplinary Process Coaching Process Training Process ABILITY AUTONOMY
  19. 19. 21 st Century Motivation Drive, Daniel Pink 2010 <ul><li>Autonomy </li></ul><ul><ul><li>The urge to direct our own lives </li></ul></ul><ul><li>Mastery </li></ul><ul><ul><li>The desire to get better and better at something that matters </li></ul></ul><ul><li>Purpose </li></ul><ul><ul><li>The yearning to do what we do in the service of something larger than ourselves </li></ul></ul>

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