The Emerson Suite - Real Effectiveness GWALS Presentation
•Download as PPTX, PDF•
1 like•100 views
What is real effectiveness? Why does it matter to you? Know the difference between real effectiveness and apparent effectiveness!
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to The Emerson Suite - Real Effectiveness GWALS Presentation
Similar to The Emerson Suite - Real Effectiveness GWALS Presentation (20)
Recently uploaded
Recently uploaded (20)
The Emerson Suite - Real Effectiveness GWALS Presentation
- 1. Real Effectiveness. A p p a r e n t l y N o t . D o u g E m e r s o n
- 2. What is real effectiveness? Why does it matter to you? Know the difference between real effectiveness and apparent effectiveness!
- 3. “Efficiency is doing the thing right. Effectiveness is doing the right thing.” Peter Drucker
- 4. “Real effectiveness: The extent to which a leader-manager achieves the output requirements of the job.” Dr. Bill Reddin
- 5. “Effectiveness is a discipline. And like every discipline, effectiveness can be learned and must be learned.” Peter Drucker
- 6. Real effectiveness can be defined and measured. It is a useful idea any leader-manager can embrace. It is not personality, but performance.
- 7. Real effectiveness: The extent to which a leader-manager achieves the output requirements of the job. Apparent effectiveness: The appearance of effectiveness by observation of behavior alone.
- 8. These are the type of things that apparent effectiveness means... • Looking good • Appearing competent • Talking, speaking, presenting well • Working hard, putting in the hours • Appearing knowledgeable • On-time, efficient, responsive • Great reports • Come from the right schools • Prepared • Good body language
- 10. “…when I rate you, on anything, my rating reveals to the world far more about me than it does about you.” “The effect that ruins our ability to rate others has a name: the Idiosyncratic Rater Effect” Marcus Buckingham, HBR.org Most HR Data is Bad Data https://hbr.org/2015/02/most-hr-data-is-bad-data
- 11. The only way to know if you’re really effective is to define the measurable outputs of the job.
- 13. Outputs Represent outcomes, not activities Are measurable Most important aspects of the role – top 4-6 Within your Authority Represent 100% of the output expectations of the job © Reddin Global 13
- 14. Examples of Outputs Financial Performance Customer – Experience? Satisfaction? Employee – Satisfaction? Engagement? Effectiveness? Growth Cultural Transformation Innovation © Reddin Global 14
- 15. Must be Measurable – Quantity – Time – Quality / Error rate – Cost – Adherence or variance – Feedback
- 16. Examples of Metrics © Reddin Global 16 Outputs Metrics Financial Performance ? Customer Satisfaction ? Cultural Transformation ? Innovation ?
- 17. Examples of Metrics © Reddin Global 17 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction ? Cultural Transformation ? Innovation ?
- 18. Examples of Metrics © Reddin Global 18 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation ? Innovation ?
- 19. Examples of Metrics © Reddin Global 19 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation • Employee survey results • Turnover rate Innovation ?
- 20. Examples of Metrics © Reddin Global 20 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation • Employee survey results • Turnover rate Innovation ?
- 21. Examples of Metrics © Reddin Global 21 Outputs Metrics Financial Performance • Revenue growth: X to Y • EBITDA of __% Customer Satisfaction • Increase survey scores from X • Retention rate Cultural Transformation • Employee survey results • Turnover rate Innovation • Amount of $ from new revenue streams • # of new projects launched
- 22. Authority Responsibility without authority leads to FRUSTRATION
- 23. Authority You need to determine... • Which decisions can you make on your own? • Which decisions do you make but require approval? • Which decisions do you make recommendations only?
- 24. Authority You need to determine... • Which decisions can you make on your own? • Which decisions do you make but require approval? • Which decisions do you make recommendations only? Your Team • Change Organizational Structure Spending • Limits within budget Strategy • New systems - technology
- 25. Go get agreement with your boss about your outputs, metrics and authorities!
- 27. “Focusing on real effectiveness is the key to leading your organization to executing for excellence, widespread engagement and fun! (and no politics!)” Lisa de Wilde, CEO of TVOntario “Apparent effectiveness is important but only up to 20%. Real effectiveness is what gets the right things done.” Brendan Calder, Professor of GettingItDone, Rotman School of Management
- 28. Want to be more effective this year than you were last year? http://bitly.com/e-suite
- 30. Real Effectiveness. A p p a r e n t l y N o t .
Editor's Notes
- Challenge of being judged by apparent effectiveness We all judge and are being judged constantly on how we look
- We are all being judged and we are all judging at all times. (Throw away point) As women, you’re unfortunately going to be held to a higher standard The whole system is wrong. Going back to Reddin’s definition, the only way to know real effectiveness is to measure it The disturbing part is how frequently it’s embedded in a performance appraisal system…
- HBR article: HR Data is Bad The current systems are being challenged Apparent effectiveness is a judgement Real effectiveness can only be measured, it can’t be judged Source: https://hbr.org/2015/02/most-hr-data-is-bad-data
- You must measure not assess it.
- The extent to which you achieve the output requirements of your job. This is a critical concept in management. Take a moment and write down the responsibilities of your job. What do you do? You were hired to do a job: Do you know how you are being evaluated?
- Note: They are nouns. There are no verbs. There is not hint of “inputs”. Nothing ends in –ing. Given what you know about outputs now, I’d like you to look at your list of responsibilities, and see if you can describe your role in 4-8 outputs. Take everything you do and narrow it right down to 4 – 8 nouns. If you’re having trouble, use the questions at the bottom of your page. Why does your role exist? If you did that activity, what would happen? Why do you do the activity? If the activity didn’t get done, what would be the consequence? I’ll give you guys 3 minutes to work on that.
- Metrics are the way you measure achievement of the output (effectiveness areas). How would you measure each of your outputs?
- What authority do you have, and what do you need?
- Explore examples: Katherine, Kelly, Michèle, Lisa Describe the matrix
- Be empowered to take responsibility in changing how things are done in your situation. If you want to be seen as really effective, have true measures – if you’re not taking responsibility for coming up with measures, then others must resort to the only information that is available to them – you have the accountability to help fix this How many of you would like to be seen as more effective this year than last year? Free gift: In the member portal there will be a worksheet to help you identify outputs and metrics. This tool has a value of $150, and is the basis of what we teach our coaches and our clients. There is also a link there to sign up for a series of 6 of our articles that describe what you would need to focus on to be more effective.