High Performance competencies-inspiration & achieving
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The document discusses high performance management competencies related to inspiration and achievement. It begins by defining high performance and discussing how organizations have shifted focus from merely meeting expectations to high performance. It then discusses competency models and provides examples of competencies related to inspiration, such as impact, self-confidence, and presentation skills. Stories of inspirational figures like Alexander the Great, General McClellan, and Nick Vujicic are summarized. The document also discusses competencies related to achievement, citing McClelland's motivation theory. Stories of achieving against adversity from figures like J.K. Rowling, Colonel Sanders, Walt Disney, and Michael Jordan are highlighted. Finally, it lists competencies that can lead to achievement, such
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High Performance competencies-inspiration & achieving
- 1. High Performance Management Competency- Inspiration and Achieving Presented by: Rajat Manan Richa Garg Saurav Mehta 1
- 2. Agenda • High Performance • Competency • ABC Model • An Organisations Competency Model • High Performance Competency- Inspiration • High Performance Competency- Achieving 2
- 3. High Performance • Transition from performance appraisal to performance management. • The new focus is on high performance. • The traditional appraisal model focused on the individual employee. • Employees were expected only to meet performance expectations. 3
- 4. • Definition of High Performance • The new interest in creating high performance organizations suggests a need to reconsider how employee performance is viewed. 4
- 5. High performance management • Leader/ Manager • Improve the performance of the team. • To achieve the goal of the organization. • Need to have some competencies for managing the performance of the team. 5
- 6. Competency • Has two meanings: 1. Ability of an individual to perform effectively in a job- relevant area. 2. What is required of an individual, for effective performance. 6
- 7. People have and acquire competencies. We apply these in the form of behaviors. Our behavior produces outputs. How this is done yields results. 7
- 8. Behavior is what business competency all about… • ABC Model: 1. Antecedents prompt you to act. 2. Behavior, how to manage it…. 3. Results Vs. Behavior 4. Positive reinforcement, what happens to us. 5. Behavioral Consequences: positive/negative reinforcement, punishment, extinction. 8
- 9. An Organization's Competency Model 9
- 10. HIGH PERFORMANCE MANAGEMENT COMPETENCY “INSPIRATION” 10
- 11. Stories of inspiration • Alexander the great- abandon yourself 11
- 12. • General McClellan- Impact of a leader 12
- 13. • Nick Vujicic: a man with no limbs who teaches people how to get up 13
- 14. • Jessica Cox: became the first pilot with no arms, proving you don't need 'wings' to fly 14
- 15. • Sean Swarner: first cancer survivor to complete the 7-summits, the highest peaks of the 7 continents 15
- 16. • Ben Underwood: the boy who could “see” with his ears 16
- 17. Initial failures now inspiration for many • Soichiro Honda • Stephen king • Thomas Edison • Bill Gates • Operah winfrey 17
- 18. INSPIRATION • Impact • Uses a variety of methods (e.g. persuasive arguments, modelling behaviour, inventing symbols, forming alliances and appealing to the interest of others) to gain support for ideas and strategies and values. • Self-confidence • States own "stand" or position on issues; unhesitatingly takes decisions when required and commits self and others accordingly; expresses confidence in the future success of the actions to be taken. • Presentation • Presents ideas clearly, with ease and interest so that the other person (or audience) understands what is being communicated; uses technical, symbolic, non-verbal and visual aids effectively. 18
- 19. Impact • Sell the benefit. • Encourage potential. • Invite participation . 19
- 20. Self-confidence • Ignite Your Enthusiasm • Reinforce optimism 20
- 21. Presentation • Navigate a course of action • Paint a picture 21
- 22. Some more examples • Mahatma Gandhi • Abraham Lincoln • Sachin Tendulkar • Narayana Murthy • Bill Gates 22
- 23. High Performance Management Competency “Achievement” 23
- 24. McClelland Model • People are motivated by 3 basic needs: Achievement, Affiliation and Power. • People with high need of achievement: - Enjoy challenging work - Plan ahead to avoid serious problems - enjoy tasks for which they are personally responsible - concerned with meeting appropriate deadlines 24 •
- 25. Stories of Achieving • J.K Rowling • She spoke to graduating class of Harvard in June 2008. She didn’t talk about success. She talked about failures. Her own in particular. • The author didn’t magically become richer than the Queen of England overnight. Penniless, recently divorced, and raising a child on her own, she wrote the first Harry Potter book on an old manual typewriter. • Twelve publishers rejected the manuscript! A year later she was given the green light by Barry Cunningham from Bloomsbury, who agreed to publish the book but insisted she get a day job cause there was no money in children’s books. • What if she stopped at the first rejection? The fifth? Or the tenth? • The measure of achieving can be shown by how many times someone keeps going despite hearing only no. 25
- 26. Colonel Sanders • The founder of KFC. He started his dream at 65 years old! He got a social security check for only $105 and was mad. Instead of complaining he did something about it. • He thought restaurant owners would love his fried chicken recipe, use it, sales would increase, and he’d get a percentage of it. He drove around the country knocking on doors, sleeping in his car, wearing his white suit. • Do you know how many times people said no till he got one yes? 1009 times! 26
- 27. Walt Disney • The man who gave us Disney World and Mickey Mouse. His first animation company went bankrupt. He was fired by a news editor because he lacked imagination. Legend has it he was turned down 302 times before he got financing for creating Disney World. 27
- 28. Michael Jordan • He’s famous for being cut from his high school basketball team. He turned out to be the greatest basketball player but never let failure deter him. • “I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I achieved success.” 28
- 29. Greatest Achievements in History 29
- 30. Achieving • Proactive orientation Structures the task for the team; implements plans and ideas; takes responsibility for all aspects of the situation even beyond ordinary boundaries - and for the success and failure of the group. • Achievement orientation Possesses high internal work standards and sets ambitious, risky and yet attainable goals; wants to do things better, to improve, to be more effective and efficient; measures progress against targets. 30
- 31. Competencies leading to Achievement Principled – adheres to the highest ethical standards of public service and promotes a culture of integrity. • Achieved Excellence - The executive has exhibited performance that sets an outstanding example for others to follow in adhering the Code of Ethics. His/her work habits and devotion to integrity are above reproach and are highlighted by the executive’s ability to not only exhibit high personal standards but also to relate positively the principles of high integrity and ethical standards to other managers and employees. Success is evidenced by the great extent to which the executive goes to maintain and promote these principles and the high regard in which the executive is held by other officials and employees. • Achieved Expectations - The executive has satisfactorily met all expectations for adhering to ethical standards in the workplace, as defined by the Code of Ethics. His/her work habits set good examples for others to follow, and integrity is basic to all work performed by the executive. Success is evidenced by the extent to which the executive strives to fulfill expectations for ethical standards and integrity and the absence of any detrimental work habits by the executive. 31
- 32. People Centered – engages, values, motivates, mentors, recruits, clearly directs and appropriately rewards DHS employees. Fosters a safe working environment. • Achieved Excellence – The executive’s outstanding ability to work with employees is exhibited by the high level of results his office has achieved in meeting goals and objectives. Motivation and development of staff has been a key ingredient in the executive’s success in being recognized as one of the organization’s best leaders. • Achieved Expectations – The executive has satisfactorily met all expectations in being a people centered motivator. He/she successfully met all goals and objectives for the rating period by engaging, valuing, mentoring, and recognizing employees. Performance indicates that the executive was able to produce results which positively impacted operations and programs for which he/she was responsible. 32
- 33. • Effective Communicator – defines the mission for subordinates, colleagues and external partners with clarity; listens effectively and shares information, as appropriate. • Performance Centered – establishes and meets clear, measurable and meaningful goals in a timely manner, and uses good judgment in decision making. • Innovative – brings nimble, creative discipline to encourage continuous innovation in support of the organization’s mission. 33
- 34. 34
Editor's Notes
- 1. Alexander the Great, the Greek king, once led his troops across a hot, arid desert. After nearly two weeks of marching, he and his soldiers were near death from thirst, yet Alexander pushed ahead. In the noonday sun, two of his scouts brought what little water they were able to find. It barely filled a cup. Alexander's troops were shocked with he poured the water into the burning sand. The king said, "It is of no use for one to drink when many thirst."
- In september of 1862, the civil war tilted decisively in favor of the south. The morale of the northern army dipped to its lowest point of the war. Large numbers of Union troops were in full retreat in Virginia. Northern leaders began to fear the worst. They saw no way to reverse the situation and turn the beaten, exhausted troops into a useful army again. There was only one general with the ability to work such a miracle. That was General George McClellan. He had trained the men for combat and they admired him. But neither the war department nor the rest of the cabinet members saw this connection. Only president Abraham Lincoln recognized Gen. McLellan's leadership skills. Fortunately, Lincoln ignored the protests of his advisors and reinstated McClellan back in command. He told the general to go down to Virginia and give those soldiers something no other man on earth could give them: enthusiasm, strength and hope. McClellan accepted the command. He mounted his great black horse and cantered down the dusty Virginia roads. What happened next is hard to describe. Northern leaders couldn't explain it. Union soldier couldn't explain it either. Even McLellan couldn't quite explain what happened. Gen. McClellan met the retreating Union columns, waved his cap in the air and shouted words of encouragement. When the worn out men saw their beloved teacher and leader, they began to take heart once again. They were moved with an unshakeble felling that now things could be different, that finally things could be all right again. Bruce Catton, the great civil war historian, describes this excitement that grew when word spread that McClellan was back in command. "Down mile after mile of Virginia roads the stumbling column came alive. Men threw their caps and knapsacks into the air, and yelled until they could yell no more... because they saw this dapper little rider outlined agains the purple starlight. "And this, in a way, was the turning point of the war. ... No one could ever quite explain how it happened. But whatever it was, it gave president Lincoln and the north what was needed. And history was forever changed because of it."
- Nick Vujicic was born in Melbourne, Australia with the rare Tetra-amelia disorder: limbless, missing both arms at shoulder level, and having one small foot with two toes protruding from his left thigh. Despite the absence of limbs, he is doing surf and swimming, and playing golf and soccer. Nick graduated from college at the age of 21 with a double major in Accounting and Financial Planning. He began his travels as a motivational speaker, focusing on the topics that today's teenagers face.
- Jessica cox suffered a rare birth defect and was born without any arms. None of the prenatal tests her mother took showed there was anything wrong with her. And yet she was born with this rare congenital disease, but also with a great spirit. The psychology graduate can write, type, drive a car, brush her hair and talk on her phone simply using her feet. Ms Cox, from Tuscon, Arizona, USA, is also a former dancer and double black belt in Tai Kwon-Do. She has a no-restrictions driving license, she flies planes and she can type 25 words a minute. The plane she is flying is called an Ercoupe and it is one of the few airplanes to be made and certified without pedals. Without rudder pedals Jessica is free to use her feet as hands. She took three years instead of the usual six months to complete her lightweight aircraft licence, had three flying instructors and practiced 89 hours of flying, becoming the first pilot with no arms
- The 29,035-foot giant known as Mount Everest tortures its challengers with life-threatening conditions such as 100 mph winds, the dramatic loss of oxygen, snowstorms, and deadly avalanches. Climbers of Everest are faced with incredible dangers, but for Sean Swarner the obstacles he overcame prior to his summiting make his story even more compelling. Sean isn't just a cancer survivor; he is truly a medical marvel. He is the only person in the world ever to have been diagnosed with both Hodgkin's disease and Askin's sarcoma. He was diagnosed in the fourth and final stage of Hodgkin's disease at the age of thirteen, when doctors expected him to live for no more than three months. He overcame his illness only to be stricken a second time when a deadly golf ball-sized tumor attacked his right lung. After removal of the Askin's tumor, Sean was expected to live for less than two weeks. A decade later and with only partial use of his lungs, Sean became famous for being the first cancer survivor to climb Mount Everest. After the summit of Everest, Sean had the desire and dream to continue moving forward and reaching people around the world. Climbing the highest mountain on each continent became his next goal. Proving to others that anything is possible, Sean successfully summited Mt. McKinley, to be the first cancer survivor to complete the seven summits. You can read more about Swarner's story on his 2007 book.
- Ben Underwood was a remarkable teenager, who loved to skateboard, ride his bicycle and play football and basketball. For the most part, the Californian 14-year-old was just like other kids his age. What made Underwood remarkable was his ability to master these activities despite the fact that he was blind. Underwood had both eyes removed after being diagnosed with retinal cancer at age two. To most people's amazement upon meeting him, he seemed completely unfazed by his lack of sight, defying common stereotypes about blindness as a disability. So how did he do it? The answer is echolocation: the sonar navigation technique used by bats, dolphins, several other mammals and some birds. As Underwood moved about, he habitually made clicking noises with his tongue; these sounds bounced off surfaces and, with each return, added to Underwood's perception of his surroundings. He was so good at it that he could tell the difference between a fire hydrant and a rubbish bin, distinguish between parked cars and trucks, and — if you took him to a house he had never been to before — he would tell you he could 'see' a staircase in that corner and a kitchen in the other. He could even distinguish between different materials. An unflinching faith in God guided Ben and his mother during his last few months as cancer spread to Ben's brain and spine. He eventually died on January 2009 at the age of 16.
- Soichiro Honda is the founder of the company Honda which is one of the well known large automotive companies. Honda's story starts when he went for a job interview to work for the Toyota company. Honda was rejected and was told that he is not fit for the job!! The man didn't give up and decided to create a company that competes with Toyota and so honda was born!! If there is anything we can learn from this inspiring success story it would be to never give up. Most people know Stephen king the famous writer but few know about his life story. Stephen's first novel was rejected almost everywhere it was submitted to the extent that he threw it in the garbage!! His wife got the story out of the garbage and insisted that he submits it again and in the end he became the Stephen king we know now!! There is a very important lesson you must come up with from this inspirational success story which is that rejections should make no sense at all if you believe in yourself. Thomas Edison motivational success story: Thomas addition's success story is one of the stories that can motivate anyone after experiencing failure . Thomas failed about 999 times to invent the lamp before he succeed in doing it on the 1000th attempt. When people asked him how did you manage to keep going even though you were failing all the time he replied telling them, each time it didn't work i used to say i discovered a new way how to not invent the lamp. Thomas Edison success story should make you conclude that failure should never stop you even if it occurred more than once. Bill gates success story: Bill gates the founder of Microsoft is one of the most inspirational business leaders living these days but do you know that his idea of creating a computer that has a graphical interface and a mouse was rejected when he first submitted it to another company? some people even say that the papers of the project were thrown in his face!! Now he became bill gates!! One of the inspirational stories that really motivated me the first time i read about it was the success story of Operah . Operah is one of the most popular TV icons nowadays and she is also one of the richest women on our planet but this is not how her story began. Do you know that Operah was fired from her job and was told that she was not fit for TV earlier in her life?
- Sell the benefit Your employees don’t care about growing sales by 10 percent this year. That’s a goal—or a result—of achieving a vision. But it’s not inspiring. One CEO of a major retailer once told me that his “goal” was to double his company’s stock price in one year—a goal most people thought was impossible to achieve. He did it with the enthusiastic help of his employees who bought in to the plan. They did so because in every conversation he talked about what it would mean to them – job security, stability, new flex time policies, more day-care for working mothers, etc.. Your employees are asking one question, “What’s in it for me?” Don’t leave them guessing. Encourage potential. Zappos has achieved a reputation for superior customer service because it doesn’t see employees as cogs in a wheel. Employees know that Zappos’ leaders genuinely care about their well-being. It’s also one of the “happiest” places to work. Imagine that. The topic of inspirational leadership is being discussed around the world, not just in America. I just returned from giving keynote presentations in Germany and Austria. The topic came up repeatedly. More specifically, the question was raised, how do great leaders inspire their teams? The Europeans are just as interested in the answer as their American counterparts. Historically many European employees didn’t look to their company for personal growth nor did they seek inspiration from their boss. They do now. It’s up to leaders in every country and in every industry to motivate and inspire their teams to higher levels of achievement. Invite Participation Google Vice President Marissa Mayer once told me that she keeps a sign-up sheet outside her door for “office hours” that are held each day at 4:00 p.m. She gives team members 15 minutes to voice their opinions or pitch new ideas. People want more than a paycheck. They want to create meaning. Invite them in.
- Ignite Your Enthusiasm. I once asked the famous financial guru, Suze Orman , for the secret behind her success. You cannot inspire, she said, unless you’re inspired yourself. She’s speaking about passion. Every inspiring leader is abundantly passionate—not about the product itself, but what the product means to their customers. Steve Jobs is not passionate about computers. He’s passionate about building tools that help people to unleash their personal creativity. Big difference. Reinforce optimism(Mahatma Gandhi). Great leaders are more optimistic than average. Former Secretary of State Colin Powell once said, “Optimism is a force multiplier.” He also said that optimism was the “secret” behind President Ronald Reagan’s charisma. Never before in the history of civilization have we had access to such a wealth of ideas, resources and opportunities. Spread the word
- Navigate a course of action(Vision). Nothing extraordinary ever happened without a leader articulating a vision, a course of action. We’ve seen this throughout history (think John F. Kennedy challenging a nation to land a man on the moon) and it works for building brands as well. When I interviewed Teach for America founder, Wendy Kopp , she said that her ‘vision’ as a college student was to “eliminate educational inequities.” Paint a picture(Narayana Murthy stories). Our brains are programmed more for stories than for abstract ideas. Stories can include the real stories of how your products are improving the lives of your customers. Stories can also include personal anecdotes, helping to establish a closer connection between leaders and teams. Recently I spent time with a top executive of a very large, global energy company. He had very personal, touching stories of what the company and its safety record meant to him. I urged him to begin telling the stories in his public presentations, especially with employees. After one talk an employee approached this leader and said he felt more inspired than ever. Stories make connections. Tell more of them.
- A useful psychological test must be both valid (i.e., there is evidence to support the specified interpretation of the test results) and reliable (i.e., internally consistent or give consistent results over time, across raters, etc.).