My collection of lessons learned when working with successful companies seeking further success and growth. This is what they do to create high performing organisations.

1. Performance Management
- making your organisation grow
Lessons learned from successful companies still wanting to improve
What do they do to create high performing organisations?

2. The Performance Model
Competence Personality Motivation Performance
Frames & Structures

3. Motivation
- Stimulating individual motivators and engaging people
to use their full potential making your business succeed!

4. Using Corporate values as motivators
Their aim is having motivated people working hard and
using their capacity because they believe in and are
stimulated by the company´s core values.
• The company's core values are translated to
motivators - factors that influence employee
engagement and energy at work.
• The company's core values are used actively in the
selection at recruitment and to motivate existing
employees.
CONNECTION ESTEEM PERSONAL CHALLENGE
Positive impact Authority Security Achieving
Service Acquisition Autonomy Learning
Affiliation Recognition
Social
stimulation
Pioneering
Supporting
Professio-
nalism
Wellbeing
Personal
Growth
In their research TalentQ has identified 16 motivators influencing
motivation at work

5. Recruiting the candidates most likely “to go all in”
They recruit the candidates who most likely will “go all in”
and be stimulated by company´s values, the culture,
management behaviour, and working environment.
They ask questions like:
• How are the candidates strongest motivators
in line with culture, management, company values,
working environment?
• Are we willing and able to do adjustments to create a
motivating environment to our new “player”?
Even the best candidates
need motivation
to use their full potential.
Like a F1 car which need the right fuel
to drive

6. Motivational leadership:
Stimulating individuals strongest motivators
They aim to stimulate each employees strongest
motivators and engage them to use their full potential
for best performance.
They give management knowledge about:
• Which are each individual employees strongest
motivators
• How stimulating different motivators through
different leadership styles and communication
• What to stop doing because it does not affect
motivation and engagement
The TalentQ “DRIVES wheel” shows the strengths of each motivator
to a person. Knowing these we can also advice you how to lead and
motivate a person – and what to avoid.

7. Change Management:
Avoiding fear of loosing, creating belief in winning
They use motivators as forces to success and avoid them being
counterforces to the changes. This demands knowledge and ability
to adapt leadership.
Ahead of change processes, they make sure to know:
• Which are the employees strongest motivators?
• Which strong motivators are stimulated before changes
and risk being counterforces to the change process if
employees fear loosing them?
• Which strong motivators are not stimulated before changes
and are possible forces making to the change process
a success and a “win win situation”?

8. Personality
Knowing your personal performance styles and manage adapting
key behavioural attributes in relation to work

9. Managers understanding of own personality's affects on leadership
– Ability to adapt behaviour
They help managers to be more effective in coaching and
developing others by understanding and being conscious about
own personality related to leadership:
• Understand how your personality is influencing your
decisions, your leadership and how you are influenced and
affected by others and the environment.
• Know the areas where your personality is most dissimilar
from ”the norm" and be able to adjust behaviour, even when
it means you have to break own strong personal preferences..
The TalentQ Trait profile shows your typical behaviour at
work in relation to key performance areas. We usually also
look at personality more specific in i.e. leadership, sales and
team perspective .

10. Employees understanding own personality traits and affects on
performance as individuals and teams
Companies help employees to grow and improve how they use
their potential through understanding of own personality.
• Managers adapt individual leadership and coaching based on
knowledge about the individuals personality.
• Employees can take their personality into account in i.e.
teamwork and sales and when responding on i.e. changes,
feedback, relationships, tasks and challenges.
• Teamwork becomes stronger and more effective when also
working with personality on a group perspective.

11. Career Limiters and Derailers:
Managers prepared to handle new stressful situations
Knowledge of Career Limiters and Derailers helps managers preparing
for handling new stressful situations. Important information about how
someone is likely to respond under pressure in new situations.
• Knowing your derailers is about understanding your distinct
personality traits which in situations under considerable pressure
could lead to “derailment” or “burn out”. Very often these are the
same factors having led to success earlier.
• Career Limiters are factors which actually prevent someone's career
from “taking off” or progress.

12. Competence Development
Continuously learning and best practice developing

13. Developing competence continuously and with clear focus
Successful companies integrate competence development
as an effective part of their culture and business
processes.
• Competence Development is planed and implemented
as a continuous and integrated part of “everyday” life.
I.e. daily reflections are done on individuals “did best”
and “could improve” performances.
• There is a clear red line between learning processes
and the efforts necessary to achieve the company's
business targets.
• Competence Development is implemented to ensure
that they have the right skills and knowledge at the
right time.
We have developed our own tool “SPD Growth” helping
organisations in making competence development a part of
running business and culture.

14. Internal knowledge flowing and "best practice” documented
The aim is to support internal learning and taking experiences
from the best – and making best practices become a part of
business structures.
• Internal exchanges of experience are facilitated between
employees and organization areas.
• 'Best practice' experiences are collected in order to further
develop joint work processes.

15. Classroom knowledge transferred to real life expertise
They aim to ensure that new knowledge learned in
“classroom lessons” are translated to real life practices
and behaviour.
• Clear responsibilities and routines regarding how new
knowledge or new skills from trainings are evaluated
and turned into new habits and skills.
• Following up how the knowledge are transformed to
experiences and new routines

16. Objectivity, trust and perspectives on competence requirements
and evaluations
They increase quality, trust and build ownership when
deciding requirements and doing competence evaluations.
360° feedback evaluations are done involving both the
individual and other relevant people in evaluating:
• … which are the key competencies required in a role
• … which are the individual's strengths and development
areas to fill the role the best way.
• … which activities should be part of prioritized
development plan. The TalentQ “MULTIVIEW” collects evaluations from
relevant individuals on a focuspersons performance
on key competencies in the actual role.

17. Culture, Frames & Structures
Goals and expectations, procedures and rules and support
and tools used

18. Communicating specific goals and consistent expectations
The aim is to make employees on all levels experiencing
security, engagement, confidence and certainty.
Organisation goes in right direction with high energy –
because they know where and why and want to!
• An ambition to meet everyone with unified
expectations and easily understandable goals.
• Employees are constantly updated on company's
direction and how efforts and results are evaluated.
• Reduce need of resource demanding detail controlling.

19. Balancing: Flexibility vs. stability
Their aim is constantly seeking a balance between stability
not unnecessary interfering with efficient operations and
flexibility to develop and adapt to new requirements,
experiences and opportunities.
• Ask yourself if drives for changes really improve business
and operations
• Ask yourself if drives for stability prevents improvements
and taking benefits from new possibilities

20. Supporting implementation of decisions … also in the long run
They seek to make sure that decisions are brought out and
implementation of new habits and ways of business
operations are made easy.
• Management are prepared to support and back up
implementation both first phase but also further on –
changes often take longer time than first expected
• They take use of support tools to ensure continuity

21. Trust to try and fail and try again
Both because it´s positive effects on engagement, their
personality and being yourself and developing of
competencies the individuals experience of trust and
possibility to try and fail is an important part of business
culture and structures.
”Fails” are seen as sources to knowledge.
Off course: .. As long as you do your learnings.
Control is embraced as help and support to find new “best
practices” not to find who to punish or blame.
still

22. Lars Vonheim
Owner/Performance Developer
Scandinavian Performance Development AB
lars@spd.guru
www.spd.guru