high performance management

1. Leading high performance
in a global downturn
Presented by edoMidas

2. Current trends
• CIPD, Tower Perrins, Blessing White report
• Engagement levels remain stable (30%)
• Significant number of people wanting to move organisation
(27%)
• Top talent is still mobile
• Reasons for leaving:
- I don’t get opportunities to grow and develop (26%)
- I don’t feel appreciated (20%)
- I don’t get to make the most of my talents (15%)

3. Current trends
What would enable surveyed employees to give more:
• Greater clarity on goals (company and team).
• Understand what the the business needs from me and why
• Development opportunities
• Recognition and feedback
• Coaching

4. Most engaged people…
Say they: Say their leaders:
• Feel recognised for their • Link work to greater purpose
contribution • Create environment that drives
• Are encouraged to use their high performance
talents • Communicate honestly
• Get regular, specific feedback • Act as a role model for core
• Have a sense of belonging in values and principles
team
• Are asked for opinion and
input
• Feel appreciated/recognised

5. Current trends
• Managers were rated significantly more favourably than
Executives/leaders on trust (74% vs. 51%)
• Executives/leaders could most improve:
– Communicating honestly, trustworthy, acting in alignment
with company values/principles, linking work to larger
company purpose

6. Essential 1:
Stimulate strong sense of
purpose and direction
Vision, strategy, purpose
Aim A
Goal setting conversation
Greater clarity on goals (company and team level)
Linking work to a greater sense of purpose
Understand what the business needs from me and why

7. Essential 2:
Max performance through
coaching and delegation
Strengths, development, delegation
Ability A
Development conversation
Encouraged to use talents
Opportunities to grow and develop
Coaching or mentoring

8. Essential 3: Build emotional capital
Emotional mgmt, positive feedback
Attitude A
Motivational conversation
Praise and recognition
Positive feedback

9. Essential 4:
Calibrate leadership action and
company values
Values in action, discipline
Approach Critical conversation
Act in alignment with company principles and values
Act as role models
Communicate honestly
Be trustworthy
Create an environment that drives high performance