A Performance DNA Leadership Model

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A report generated for a client using the Performance DNA analysis methodology (part of ASTD's HPI program) This report served as the foundation for a performance-centered leadership development curriculum for global talent.

Text of A Performance DNA Leadership Model

Perf. DNA Recomendations- Report

Performance DNALeadership ModelReportFinding Whats Right to Fix Whats Wrong 2008 Beacon Performance Group. All rights reserved.

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PurposeReview of Performance DNA approachInfluence areasPresentation of DNA data/findings OutcomesRelationshipBarriers and facilitatorsKey Work Processes (KWP)RelationshipWeighting and rankingPrimary sources of difficulty/complexityKWP and tasksInfluences and opportunitiesUses of data: challenge to the teamReview next steps

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Key Aspects of Performance DNAFocuses on identifying the BEST approaches to the roleDirected at identifying the model of high performance for a roleFollows a clear performance hierarchy:Outcomes are the result of;Key work processes that are comprised of;TasksEntire performance model is impacted by Influencing Factors

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Terminology - Outcomes Outcome - The end result (for a job performer) of performing a group of tasks that produces something valuable for an organization. An outcome must also be tied directly to producing something of value for the job and/or the organization as defined by the business goals. Outcomes are sometimes referred to as accomplishments or outputs of value. Enabling outcome used to describe outcomes that must be achieved in order to reach the current level/roleFoundational outcome an outcome which is the basis for or a requirement for success in one or more successive outcomesPrimary outcome an outcome that is the result of multiple key work process and/or dependant on foundational outcomesTerminal outcome an outcome that represents a significant role accomplishment and is supported by several other primary outcomes

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Enabling Outcomes identified in this analysisInfluence beyond job role (up, down, & across)Demonstrated success at arbitration/negotiationA strong personal network /relationships across the organizationTrusted advisor role--someone who has demonstrated ability to deliver on a promiseSuccessful cross-functional projects at the regional levelProven broad base of technical ability (not a silo experience)

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Outcomes in Job RoleThe following outcomes were derived for the Manager population:FoundationalAn extended network of relationships Clearly defined goals, initiatives and success criteria that link strategy to execution PrimaryTeam members who are developed in their role and ready for the next level A team that is aligned on goals and initiatives An effective team that consistently performs TerminalProductivity, cost control and business goal attainment

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Relationship of Outcomes

Company Name

An effective TEAM that consistently PERFORMS(Staffing/Development)

Productivity cost control and business GOAL ATTAINMENT(Execution)

Extended NETWORK of relationships(Networking)

Clearly defined GOALS, INITIATIVES, and SUCCESS CRITERIA(Planning)

Team members DEVELOPED beyond role(Development)

Team that is ALIGNED on goals and initiatives(Implementation)

FOUNDATIONAL

PRIMARY

TERMINAL

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Specific Barriers and Facilitators

OutcomeBarriersFacilitatorsAn extended network of relationshipsLack of experience with internal partnersBlunt, direct, inflexible personalityStakeholders are overwhelmed TimeEmotional intelligence from experience, training or personality Work experience in the job Fostering win/win opportunities Clearly defined goals, initiatives and success criteria that link strategy to executionInability to get management or team buy-in Lack of clear cross-functional perspectives (silos)Lack of manager's knowledge of team members' capabilitiesToo many "top priority" goalsHoshin planning processes usedVisual and timely feedback A solid measurement process with a scorecard Ability to be highly strategic while maintaining a tactical focusAdequate resource planning in place

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Specific Barriers and Facilitators

OutcomeBarriersFacilitatorsTeam members who are developed in their role and ready for the next levelViewed as 'secondary' to execution Resistance to development opportunities by leadership Resource/OPEX constraints Over-focus on execution; inadequate focus on peopleAbility to identify deficiencies A network that enables othersMentoring processesAbility as a manager to provide 'cover'

A team that is aligned on goals and initiativesTime to train managers in how to get alignment No (or little to no) training in leading and managing change Constant rush to execute"emotionally driven" leadership (knee-jerk)Unclear objectives from the next levelDeliberate, scheduled, reviews that have thought-through goalsReviews that are supported by hard data and tied to outcomesAbility to "explain goals up and down the food chain"

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Specific Barriers and Facilitators

OutcomeBarriersFacilitatorsAn effective team that consistently performs"Technical arrogance" and lack of "soft skills" Lack of cross-functional communications Mismatch between resources and plansPolitics/conflicts often based on lack of shared expectationsPrioritizing -- Lack of agreement on what's most importantIneffective or poor relationshipsAbility to listen and solicit the input/opinions/ideas of othersDiversity of thought encouragedBalance of individuality and team alignment Communicating and providing feedback Match of resources and planning Prioritizing -- Agreement on what's most important Manager's knowledge of each team member's personal strengths/weaknesses, preferencesAbility to model values and emotional intelligence Time in job (experience)

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Specific Barriers and Facilitators

OutcomeBarriersFacilitatorsProductivity, cost control and business goal attainmentEnvironmental volatility Very little predictability Ebbs and flows in the business cycle Daily review Good communications cross functionally Strong relationships accountability cross functionally Critically dependent on having a high-performance team

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Terminology - Key Work ProcessesKey Work Processes (KWP) - Think of work processes as the major chunks or groupings of tasks that comprise the Key Performers (or exemplary performers) day-to-day work efforts and support the accomplishment of one or more outcomes. Key Performer (KP) a job performer that produces the valuable outcomes (and results) required in the job more proficiently than others in his/her job, and these outcomes support the overall performance of the organization or department.Elements of KWPs used in the Performance DNA process:Ranking criteria: % of total Job, Difficulty, Complexity, barriers, etc.Information requirements- where it comes from, what it is, how it used, etc.Task list including the steps needed to be successful

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Key Work Processes (KWP)Communicating & coordinating across functional lines of businessManaging yourself and your development processesPlanning and strategic executionManage tactical executionBuilding and developing teams that produce the desired goalsLeading and empowering your team to support the strategic directions

The following Key Work Processes were derived for the Manager population:

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Relationship of Key Work Processes (KWP)

Company Name

An effective TEAM that consistently PERFORMS(Staffing/Development)

Productivity, cost control and business GOAL ATTAINMENT(Execution)

Extended NETWORK of relationships(Networking)

Clearly defined GOALS, INITIATIVES, and SUCCESS CRITERIA(Planning)

Team that is ALIGNED on goals and initiatives(Implementation)

Team members DEVELOPED beyond role(Development)

Communicating and coordinating across functions(Communications)

Planning and strategic execution(Planning)

Manage tactical execution(Implementation)

Building and developinga team(Staffing & Development)

Leading and empoweringyour team(Leadrship)

Managing yourself and your development(Development)

Communicating and coordinating across functions(Communications)

Planning and strategic execution(Planning)

FOUNDATIONAL

PRIMARY

TERMINAL

Manage tactical execution(Implementation)

Manage tactical execution(Implementation)

Building and developinga team(Staffing & Development)

Leading and empoweringyour team(Leadrship)

Managing yourself and your development(Development)

Communicating and coordinating across functions(Communications)

Managing yourself and your development(Development)

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KWP Weighting and RankingEach KWP is rated and ranked by the KP interviewed to provide a basis for comparison as the importance to success in the role. The following criteria are used:Difficulty Scale: (Very easy, Easy, Moderately Difficult, Very Difficult, Extremely Difficult) Complexity Scale: (Very simple, Simple, Moderately complex, Complex, Extremely complex)Percentage of JobKP estimate of total job time spent performing tasks related to this work process

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KWP Weighting and Ranking

Key Work Process% JobDifficultyComplexityCommunicating and coordinating across functions10%Moderately Difficult ComplexManaging yourself and your development 17%Very Difficult Moderately Complex Planning and strategic execution14%Very Difficult Extremely ComplexManage tactical execution24%DifficultComplexBuilding and developing a team21%DifficultComplexLeading and empowering your team14%Difficult Complex

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Primary Sources of KWP Difficulty/Complexity

KWPSources of DifficultySources of ComplexityCommunicating and coordinating across functionsThe speed at which ABC operates Understanding of different cultures Knowledge of the organizational chart, who can assist, who to contact Inflexible attitud