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Fm 268 How To Get Extraordinary June 20


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Fm 268 How To Get Extraordinary June 20

  1. 1. How to Get Extraordinary Performance from Ordinary People Quotes for the Lecture : “ By failing to plan, you are planning to fail” … ..Benjamin Franklin 1706-1790 Scientist, inventor, statesman, philosopher, economist “ A good plan executed right now is far better than a perfect plan executed next week.” … ..George S. Patton WW-II General
  2. 2. <ul><li>If you want one year of prosperity, grow grain; </li></ul><ul><li>If you want ten years of prosperity, grow trees; </li></ul><ul><li>But, if you want 100 years of prosperity, grow people. </li></ul><ul><li>……ancient Chinese proverb </li></ul><ul><li>……..Lao Tzu </li></ul>
  3. 3. How do we build a powerful team of people? <ul><li>Building a powerful and competent team of people within an organization is not an easy task. </li></ul><ul><li>How can we hire people who will be deemed “promotable from within”? </li></ul><ul><li>How can we become a valuable member of the team? </li></ul><ul><li>How do we view all employees as having the potential to contribute meaningfully to the organization? </li></ul>
  4. 4. <ul><li>How can we actively enhance the performance of people who work for us? </li></ul><ul><li>It is often said: “My employees are my greatest asset” </li></ul><ul><li>Why do managers say this? </li></ul><ul><li>Do they believe it? </li></ul><ul><li>What kind of employees make great employees? </li></ul>
  5. 5. Six Steps Towards Building Extraordinary Performance <ul><li>1) Goal Setting : Formally or informally establishing direction and clarifying expectations. </li></ul><ul><li>2) Delegating : Assigning work to others; the right tasks for the right people . (Too little-no challenge; too much-failure or resentment). </li></ul>
  6. 6. Sis Steps to Build Performance <ul><li>3) Coaching & Counseling: </li></ul><ul><ul><li>Coaching: Used to improve peoples job performance through motivating, encouraging, analysis of job skills, corrective behavior (involving them in solutions for change), and follow up meetings. Looks to build on strengths, stretch people’s skills and to have people take responsibility for their improvement plan. </li></ul></ul><ul><li>Counseling: Listening and advising employees on personal problems; work or non-work related. Can also involve disciplinary action, poor performance on the job, grievances and stress related issues. </li></ul>
  7. 7. <ul><li>4) Training and Development: </li></ul><ul><ul><li>Training: Teaching employees new skills, new systems, new procedures and the basic skills of the job. </li></ul></ul><ul><ul><li>Development : Art & skill of providing learning activities that will prepare an employee for the future or next level position. Entrusting employee with new higher level tasks. </li></ul></ul>
  8. 8. <ul><li>5) Performance Appraisal: A review of employee past performance with a focus on future performance. Often begins with an employee self-appraisal coupled with the manager’s own appraisal of the employee. Many companies perform appraisals (or employee “review”) after 3, 6, 9 or 12 months of employment when a new employee is hired. Thereafter, they are usually conducted annually. </li></ul><ul><li>The appraisal rates accomplishments related to job performance, established goals, or previous objectives. </li></ul>
  9. 9. <ul><li>6) Effective Hiring Practices: </li></ul><ul><ul><li>Hiring practices must focus on the quality of the employee being sought. Hiring cannot simply focus on “filling the job opening” and time pressures surrounding open positions. </li></ul></ul><ul><ul><li>Careful screening of resumes, applications, and candidate is critical </li></ul></ul><ul><ul><li>Reference checks must be done </li></ul></ul><ul><ul><li>Use effective interviewing techniques </li></ul></ul><ul><ul><li>Perform testing: (Pre-employment testing):analytical, personality (work ethics, honesty), substance-abuse. Often done “online”. </li></ul></ul><ul><ul><li>Fit with company culture? </li></ul></ul>
  10. 10. Writing a Well Written Goal <ul><li>WHO will achieve the goal? </li></ul><ul><li>What SPECIFIC ACTION will be taken? </li></ul><ul><li>What is the MEASUREABLE KEY RESULT? </li></ul><ul><li>What is the TARGET DATE (or time) for Completion? </li></ul><ul><li>EXAMPLE: Next fall the Juniors buyer will increase sales in the basic jeans classification by 8% over last year. </li></ul>
  11. 11. Principles of Goal Setting <ul><li>A SPECIFIC goal is better than a non-specific goal. </li></ul><ul><li>A TIMEBOUND goal is more challenging than one without a completion date. </li></ul><ul><li>A goal that is IMPOSSIBLE to achieve will frustrate people. </li></ul><ul><li>POSITVE REINFORCEMENT is a better mechanism for enforcing goals than punishment. </li></ul><ul><li>A goal needs to be CLEAR and well defined. </li></ul>
  12. 12. Principles of Goal setting <ul><li>6. Goals should be set in a PARTICIPATORY manner. </li></ul><ul><li>7. A goal should be MEASUREABLE. </li></ul><ul><li>8. Goals should be ALIGNED to organizational goals. </li></ul><ul><li>9. Formal goals should be in WRITING. </li></ul><ul><li>10. “Who” is to achieve the goal must be SPECIFIED. </li></ul>