Module 36C: Leadership Training for Performance / Transition

Work Focused Improvement®
Management Essentials for
Daily Use and Ongoing Improvement
By Sam Pratt
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
Module 36c
Leadership Training for Performance / Transition

Leadership Training for Performance / Transition
This module is focused on materials helpful for an
organization that needs a boost in performance because …
• The company or the economy is in transition and/or
struggling in certain areas
• The industry or market has structural changes
• Technology is shifting significantly
• The socio-technical work system is facing unusually
dramatic challenges and disruptions
• Too much time and resources are devoted to putting out
fires
• Coordination and communications between internal and
key external entities are not what they should be

Work Focused Improvement
... in a nutshell
• Endorse & understand the underlying premise: When a
group of people work in concert to advance the business, a
by-product of the effort is a better functioning social unit
• Distinguish between the two basic types of work: linear
and non-linear and design all business mechanisms to
match the work
• Focus on the work, performance and result, not on …
• Hygiene: company policy, wages, working conditions, security,
status, supervision, and interpersonal relationships
• Feelings & Emotions
• Turf, politics, personality, or blame
• Be a student of management and build a profound
understanding of all leadership and management
mechanisms, tactics, and concepts
Background© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Steps
Steering Group
1. Modify items to focus
on current issues &
needs of organization
2. Use wording / terms
of organization
Survey Meeting
1. Ask group if they
understand the
questions, and discuss
as needed
2. Tell them to circle a
number 1 through 9
to answer each
question
Executive Intro Environmental Analysis Score
2=A 5=B 8=C
1 Culture throughout the organization is aligned with the mission
Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree
2 Strategy and planning are not disrupted by "putting out fires"
3 Good individual performance results in timely recognition & reward
4 Mission, culture, & business systems and mechanisms work in concert to advance organization
5 People lead by example
6 Executives lead by example
7 People are more focused on performance & work than on personal entertainment & hygiene
8 Associates have on demand work to do during idle time, or they are reassigned
9 There is less drama in the workplace than there was 2 years ago
10 Turf wars are the exception and people are generally comfortable helping across boundaries
11 Leaders generally live by consensus, tradeoffs, and accommodation
12 There are strong and open 2-way communication lines with all suppliers / vendors
13 There are strong and open 2-way communication lines with all customers / clients
14 Our Business information is precise, timely, visible, and actionable by all those who need it
15 The mindset is to manage with facts and less with opinion
16 People communicate openly
17 The work environment is more like a professional work group than a 7th grade study hall
18 Leaders focus on performance
19 Leaders value trust
20 Targets and results of business measures are visible and useful
Avg > 5.4
Quickly check
pulse of
organization

The Time Management Matrix
Urgent
Not Important
ImportantI
Activities:
Crises, emergencies
Pressing problems
III
Activities:
Interruptions, some calls
Some mail, some reports
Some meetings
Popular activities
II
Activities:
Advancements
Prevention
Tradeoffs
Working together
Recognizing Opportunities
Planning
IV
Activities:
Trivia, busy work
Some calls, some mail
Time wasters
Computer games
Pleasant social activities
Not Urgent
Organizational Dynamics© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Motivation or Movement
Good Work =
Real Accomplishment =
Shared Gains
Hygiene is
Focus of Team
Hygiene is One
on One & in
Background
Enabled
Work
Focused
Environment
Downward
Spiral to
Entitlement
Zone
No Performance
Challenge or Links to
Reward
People

The Norm Work Focused Improvement
“Money Doesn’t Motivate” Money creates movement & over time
changes culture
Incentives are viewed as a cost Incentives are designed as a no lose
investment
No recognition of distinct needs to manage
linear work
Linear work is elevated and energized with
unique mechanisms
Hourly workers tend to increasingly act like
hourly workers – not owners
Everyone is an “owner” with the real
opportunity to succeed … or fail
If used, incentives are either Taylor
(scientific) or Wishful Thinking (low
opportunity)
Incentive design is socio-technical
Grading or keeping score dehumanizes
people
Keep score and make it visible, timely, and
helpful
Use “feel good” management programs
rather than focus on results
Pragmatic leadership, systems, and
mechanism move the organization into the
performance zone

Two Theories
• If you make people happy they will work
hard
• If people choose to work hard, they will be
happy
• Work hard because the work is inherently
interesting and stimulating
• Work hard because in the process of
doing so there is recognition and reward
People© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Personal Attention
Enabling / Coaching / Counseling
Fact based
Unemotional
Focused on future opportunity
Optimistic and caring
“You can do it”
Characteristic based
Emotional
Focused on past conduct
Noting imminent peril
“I’m fed up”
Enabling Scale
Normal & Frequent Last Chance or Never
Supervising People© 1986, 1986-2012 Samuel H. Pratt

Sources of Power
Formal
• Title
• Organization Chart
• Approval Power
Informal
• Persuasiveness
• Knowledge
• Cooperation
• Positive impact
• Good results
• Trust
• Leading by example
Supervising People

If you want to increase your
Power
• Share your experience
• Share your expertise
• Share your resources
• Share your Power
• Ask
• Listen
Supervising People© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Less of this
• Bossing
• Rule Enforcing
• Directing others
• Focused up and down the
organization
• Transmitting middle & top
management’s needs down
• Providing new ideas for workers
• Evaluative in feedback
• Determining team goals
• Punishing for mistakes
More of this
• Coaching
• Facilitating
• Leading by example
• Focused horizontally, working with
other functions
• Selling team ideas/needs up the
organization
• Helping workers/teams develop their
own ideas
• Descriptive in feedback
• Helping team set goals
• Rewarding for honest mistakes
accompanied by effort to improve
The Role of Work Group Leader

The Performance Organization
• Key Performance Indicators (KPIs) are visible and important to
everyone
• The organization as a whole is focused more on facts and less
on opinion
• There is high flexibility, and people move to where they are
needed most
• All business mechanisms are geared to performance
• Personnel assessment, recognition, and reward are all tied
directly to actual measured results
• Individuals act as positive forces
• Associates are aligned with organizational goals, and at the
same time, the organization supports individual objectives
Organizational Dynamics© 1986, 1986-2012 Samuel H. Pratt

Edwards Deming Quotes
• If you can't describe what you are doing as a
process, you don't know what you're doing.
• Learning is not compulsory... neither is survival.
• The various segments of the system of profound
knowledge proposed here can not be separated.
They interact with each other. Thus, knowledge of
psychology is incomplete without knowledge of
variation.
Quality

Types of Decisions
Type I I decide
Type II I decide with your input
Type III We decide
Type IV You decide
More decisions
at lower levels
under Team
Management
Leadership Styles© 1986-2014 Samuel H. Pratt / SHP Consulting Limited

Management Style
Level of Collaboration
I decide
Those that report
to me decide as a team
1 2 3 4 5 6 7
Scale Positions
1. Fastest
4. Collaboration of everyone, shared ownership
7. Owned by reports

Calibration
Technical
Focus / Expertise
Leadership & Management
Focus / Expertise
Strict
Lenient
1 2 3 4 5 6 7
1 2 3 4 5 6 7
Values Consistency Values Good Will

Management Message #1
Lead by Example
???
1 2 3 4 5 6 7
What are the positive logical options at the other end of the scale?

Do you believe in
leading by example?
• Why if an outright “yes” or a qualified “no”?
• What is the alternative of leading by example?
Pick a positive label if possible.
• “Managing by enlightened exception” ??? (doesn’t
even sound good)
• A company policy and / or expectation is that
people have regular starting times. The boss tells
the team that he or she will start at 8:00 AM, but
regularly gets in at few minutes after 8:00. The
hourly people punch a time clock. What is the
impact of this?

The Secret of Great Leaders
• If you believe you know
• The answer to a problem
• The pathway to better performance
• The priorities of key initiatives & steps
• Resist the temptation to present these to subordinates as
a done deal
• Instead, present the subject to the team and ask for
thoughts which will
• Build widespread understanding of the subject
• Result in a good answer (with or without your nudging)
• Expand ownership of a great outcome
• The goal is to get everyone to have a stake in the results
© 1986, 1986-2012 Samuel H. Pratt

Define objective in terms
of KPIs, outputs, and
other measures or results
Communicate
clearly with the
objective of two
way understanding
Build natural follow-up
points for feed back such
as month-end reports, and
Performance Reviews
Document discussions,
agendas, actions, issues,
performance over time
Follow-up as
promised (lead by
example)
5 Step
Closed Loop System
A. If project or task,
repeat until
complete
B. If process, repeat
on ongoing basis

Management Emphasis
Focus on Results
Focus on Relationships
Balance
Point is closer
to Results End
Sends a direct, consistent message
that the value of a person is the
value of a person
Sends the message that people count
Weakness is that if taken to
extreme, it does not reinforce the
heart or social structure
Weakness is that if relationships are
what is valued most, the value of
people is not their impact on results
Leadership StylesContributed by Dominic Bagnoli, MD, FACEP, CEO of EMP

“On the Same Page”
• Incentives are a company initiative – not an employee
entitlement
• Direct Incentives are designed to provide 130% opportunity
for strong incentive effort
• Opportunities that are significantly higher or lower than 130%
are problematic
• The current incentive plan has Baselines and Pay Curves that
are proper … normal averages & normal high performances
• Core WFI: Focus on the work, performance and result, not on
• Hygiene: company policy, wages, working conditions, security, status,
supervision, and interpersonal relationships
• Feelings & Emotions
• Turf, politics, personality, or blame
• Discussion of hygiene (as defined above) should be one on one
and in background

Peter Drucker’s Five Point
Definition of Management
1. Making people's strengths effective and their
weaknesses irrelevant
2. Enhancing the ability of people to contribute
3. Integrating people in a common venture by thinking
through, setting and exemplifying the organizational
objectives, values and goals
4. Enabling the enterprise and its members to grow and
develop through training, developing and teaching
5. Ensuring everyone knows what needs to be
accomplished, what they can expect of you, and what is
expected of them

More Peter Drucker
• There is nothing so useless as doing
efficiently that which should not be done at
all
• Management is doing things right;
leadership is doing the right things
• What you have to do and the way you have
to do it is incredibly simple. Whether you
are willing to do it, that's another matter

Module 36C: Leadership Training for Performance / Transition

Module 36C: Leadership Training for Performance / Transition

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Module 36C: Leadership Training for Performance / Transition