A Performance DNA Leadership Model

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    21-Oct-2014

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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.

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<p>Perf. DNA Recomendations- Report</p> <p>Performance DNALeadership ModelReportFinding Whats Right to Fix Whats Wrong 2008 Beacon Performance Group. All rights reserved.</p> <p>* </p> <p>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</p> <p>* </p> <p>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</p> <p>* </p> <p>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</p> <p>* </p> <p>Enabling Outcomes identified in this analysisInfluence beyond job role (up, down, &amp; 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)</p> <p>* </p> <p>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 </p> <p>* </p> <p>Relationship of Outcomes</p> <p>Company Name</p> <p>An effective TEAM that consistently PERFORMS(Staffing/Development)</p> <p>Productivity cost control and business GOAL ATTAINMENT(Execution)</p> <p>Extended NETWORK of relationships(Networking)</p> <p>Clearly defined GOALS, INITIATIVES, and SUCCESS CRITERIA(Planning)</p> <p>Team members DEVELOPED beyond role(Development)</p> <p>Team that is ALIGNED on goals and initiatives(Implementation)</p> <p>FOUNDATIONAL</p> <p>PRIMARY</p> <p>TERMINAL</p> <p>* </p> <p>Specific Barriers and Facilitators</p> <p>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 </p> <p>* </p> <p>Specific Barriers and Facilitators</p> <p>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' </p> <p>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"</p> <p>* </p> <p>Specific Barriers and Facilitators</p> <p>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)</p> <p>* </p> <p>Specific Barriers and Facilitators</p> <p>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 </p> <p>* </p> <p>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</p> <p>* </p> <p>Key Work Processes (KWP)Communicating &amp; 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</p> <p>The following Key Work Processes were derived for the Manager population:</p> <p>* </p> <p>Relationship of Key Work Processes (KWP)</p> <p>Company Name</p> <p>An effective TEAM that consistently PERFORMS(Staffing/Development)</p> <p>Productivity, cost control and business GOAL ATTAINMENT(Execution)</p> <p>Extended NETWORK of relationships(Networking)</p> <p>Clearly defined GOALS, INITIATIVES, and SUCCESS CRITERIA(Planning)</p> <p>Team that is ALIGNED on goals and initiatives(Implementation)</p> <p>Team members DEVELOPED beyond role(Development)</p> <p>Communicating and coordinating across functions(Communications)</p> <p>Planning and strategic execution(Planning)</p> <p>Manage tactical execution(Implementation)</p> <p>Building and developinga team(Staffing &amp; Development)</p> <p>Leading and empoweringyour team(Leadrship)</p> <p>Managing yourself and your development(Development)</p> <p>Communicating and coordinating across functions(Communications)</p> <p>Planning and strategic execution(Planning)</p> <p>FOUNDATIONAL</p> <p>PRIMARY</p> <p>TERMINAL</p> <p>Manage tactical execution(Implementation)</p> <p>Manage tactical execution(Implementation)</p> <p>Building and developinga team(Staffing &amp; Development)</p> <p>Leading and empoweringyour team(Leadrship)</p> <p>Managing yourself and your development(Development)</p> <p>Communicating and coordinating across functions(Communications)</p> <p>Managing yourself and your development(Development)</p> <p>* </p> <p>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</p> <p>* </p> <p>KWP Weighting and Ranking</p> <p>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</p> <p>* </p> <p>Primary Sources of KWP Difficulty/Complexity</p> <p>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 attitudes in othersVolume/pressure of workSteep learning curve for new manager Understanding the needs of others you are going to have to work withMultiple relationships -- understanding each stakeholder and their motives and plans.People issues such as no business experience. Managing multiple relationships globallyNumber of stakeholders perspectives that must be consideredManaging yourself and your development Lack of TimeCompeting prioritiesUnclear directionAll the other responsibilities can take precedence </p> <p>* </p> <p>Primary Sources of KWP Difficulty/Complexity</p> <p>KWPSources of DifficultySources of ComplexityPlanning and strategic executionABC culture is heavily focused on this more than anything else Need to plan and communicate both strategically and tactically simultaneously Understanding the day-to-day, thinking about impact- what will happen tomorrow as a result of your decision todayTime (lack of)Quantity of different elements that must be taken into considerationExperience with planning and in role(s)Experience/skills in setting directionWhiplash effect (continuous company direction changes) Gaining the team members buy-in to the goals and strategies Many different elements to be aware of and to follow-up on if neededMust have substantial role knowledge Substantial decision-making requirements </p> <p>* </p> <p>Primary Sources of KWP Difficulty/Complexity</p> <p>KWPSources of DifficultySources of ComplexityManage tactical executionLack of management and/or business experienceLack or experience in role (must understand operations)Managing with emotional intelligence (gauging where people are, reactions, motivation)Ongoing knowledge of team capabilities, preferencesComplex relationship managementMultiple priority managementChanging plans coming from corporate officesVolume, nature, extent of decision makingOverwhelming amount of data -- some ambiguous (knowing where to look) Insufficient network of people/resources (because they are changing quickly) Availability of time to build relationships</p> <p>* </p> <p>Primary Sources of KWP Difficulty/Complexity</p> <p>KWPSources of DifficultySources of ComplexityBuilding and developing a teamDemands ABC places on Managers (Execution)Upper managements single focus on numbers and achieving goalsLack of any business experience of many peoplePutting execution constantly ahead of people Lack of experience within ABC (culture and contacts)Lack of hiring experience Ability of manager in delegation and alignmentInfective communications insufficient to impact performance Working with different personalities and backgrounds on team Balancing the team at the 80/20 rule Need for and use of some soft skills Need for hiring and other "people reading" skills Scale of organization and number of interactions</p> <p>* </p> <p>Primary Sources of KWP Difficulty/Complexity</p> <p>KWPSources of DifficultySources of ComplexityLeading and empowering your teamWorking with different personalities and backgrounds on teamThere is not a class on this. Dealing with interpersonal relationships and motivationUnderstanding how people work together to winCreating the time, interest and support to celebrate successesVolume of work effort related to thisInteracting with each individual as teaching moments and events occurConstant travel</p> <p>* </p> <p>KWP and TasksCommunicating and coordinating across functional business groupsEstablish regular and high quality communication with the Business groupsConduct regular meeting with partnersDeliver on commitments in timely fashionBuild a strong Triangle (Results, Perception and Exposure)Obtain cross functional experienceBuild your network of contactsStrengthen your networkMaintain networks over time </p> <p>* </p> <p>KWP and TasksManaging yourself and your development Establish/maintain a network of relationships Establish and maintain mentor &amp; coach relationships (formal and informal)Develop, update, track and communicate career goals and career plan Evaluate your progress and performance toward key goalsDevelop and share personal IDP that is aligned with managers inputCommunicate your personal values and career plans with your teamInvolve others in giving feedback on your performance and gapsSolicit performance feedbackSchedule self-development one-on-onesComplete self-assessment(s)</p> <p>* </p> <p>KWP and TasksPlanning and strategic executionAnalyze previous quarter Review business intelligenceReview &amp; align strategy Develop strategic plans Create quarterly plan Set monthly goals and plans Weekly forecastingImplement tracking mechanismsCommunicate performance plansDevelop/improve processes for teamComplete OHRP with team members </p> <p>* </p> <p>KWP and TasksManage tactical executionManage emails/phone callsReview &amp; analyze daily reportsSet up and act upon the daily targetsEstablish financial processes and measuresManage the product or deliverablesHold weekly staff meeting </p> <p>* </p> <p>KWP and TasksBuilding and developing a teamForecasting hiring needs Hiring competent employees Creating a positive on-boarding experienceProviding immediate feedbackCreating skill building opportunitiesTracking employee progress against IDP&amp; performance measuresHolding regular one-on-one meetingsCompleting weekly staff meeting </p> <p>* </p> <p>KWP and TasksLeading and empowering your teamCommunicate alignment on goals and criteria Track performance against goalsSet prioritiesCommunicate and set expectationsManage to prioritiesE...</p>

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