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Module 36C: Leadership Training for Performance / Transition

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Management Essentials for Daily Use and Ongoing Improvement

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Module 36C: Leadership Training for Performance / Transition

  1. 1. 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
  2. 2. 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 © 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  3. 3. 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
  4. 4. 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" Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 3 Good individual performance results in timely recognition & reward Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 4 Mission, culture, & business systems and mechanisms work in concert to advance organization Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 5 People lead by example Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 6 Executives lead by example Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 7 People are more focused on performance & work than on personal entertainment & hygiene Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 8 Associates have on demand work to do during idle time, or they are reassigned Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 9 There is less drama in the workplace than there was 2 years ago Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 10 Turf wars are the exception and people are generally comfortable helping across boundaries Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 11 Leaders generally live by consensus, tradeoffs, and accommodation Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 12 There are strong and open 2-way communication lines with all suppliers / vendors Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 13 There are strong and open 2-way communication lines with all customers / clients Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 14 Our Business information is precise, timely, visible, and actionable by all those who need it Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 15 The mindset is to manage with facts and less with opinion Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 16 People communicate openly Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 17 The work environment is more like a professional work group than a 7th grade study hall Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 18 Leaders focus on performance Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 19 Leaders value trust Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree 20 Targets and results of business measures are visible and useful Strongly Agree 1 2 3 4 5 6 7 8 9 Strongly Disagree Avg > 5.4 Quickly check pulse of organization © 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  5. 5. 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
  6. 6. 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
  7. 7. 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 © 1986-20010 Samuel H. Pratt / SHP Consulting Limited
  8. 8. 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
  9. 9. 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
  10. 10. Sources of Power Formal • Title • Organization Chart • Approval Power Informal • Persuasiveness • Knowledge • Cooperation • Positive impact • Good results • Trust • Leading by example Supervising People
  11. 11. 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
  12. 12. 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 Supervising People© 1986, 1986-2012 Samuel H. Pratt
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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 Leadership Styles© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  17. 17. 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 Leadership Styles© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  18. 18. 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? Leadership Styles© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  19. 19. 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? Supervising People© 1986, 1986-2012 Samuel H. Pratt
  20. 20. 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
  21. 21. 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 © 1986-2012 Samuel H. Pratt / SHP Consulting Limited
  22. 22. 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
  23. 23. “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 © 1986-2014 Samuel H. Pratt / SHP Consulting Limited
  24. 24. 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
  25. 25. 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

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