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Building a High Performance Culture: Personal
Mastery; Ethics & Communication; Performance &
Managing Change
2
Theme 1:
Building a High Performance Culture
Theme 2:
Personal Mastery: Head, Heart & Hands
Theme 3:
Employee Experience & Performance Management
Theme 4:
Understanding Change Management
Culture and the lure of High Performance
Towards sustainable improvement – a collaborative and structured process
Single Dashboard
Shared Matrix
Equitable resource allocation
Aligned outcomes
HPO is driven by the Org Strategy & Vision and is aligned Org Values
HPO is implemented with Change Management Strategy
Change Model
informs the
Change Approach
Vision and
Mission
6
HR to lead org to embarked on their journey to high performance. To do this, focus will be on:
High Performing Organisation
Aligning LeadershipMove from the inside – out. Ensuring the HRleadership is self aware, team effectiveness isevident and organisational impact achieved.
Building new HabitsEstablish the right infrastructure to ensure that new
habits are displayed, reinforced and sustained –includes integration with on boarding, recruitment,
promotion and recognition practices.
Embedding HPO BehavioursIdentify High Performance behaviours in HR andthe
integration with performance management practices.
High Performing Organisation
Awareness journey map
Step 1
Imp
lem
ent
HP
O f
or
HR
Step 3
Embedding
Behaviours
3. Develop Roadmap to close the gap and drive High Performance (thechange plan)
• Agree Human Capital Scorecard measures to track behaviour change
• Launch communication to HR Team for alignment
• Define how behaviours will beintegrated into Performance KPIs
• Integrate behaviours into thecompetency framework and incorporate into recruitment, on boarding and promotion criteria
• Develop a recognition scheme for a12 month period to reinforce the right behaviours
• Align & strengthen HR leadership through coaching based, action labs (prompts thought leadership, engage in robust leadership conversations, takes real time change back to business to continue moving high performance forward)
1. Develop Individual SelfAwareness of each leader
• Conduct EQi Assessments• Conduct MBTI Assessments• Provide individualcoaching
based feedback
Utilise MBTI results to develop insights around team strengths, blind spots and how business & teams are potentiallyexperiencing the team
Personal
Mastery
2.Hold HPO Road to High Performance Leadership Workshop. Themes:
• Who are we as a team (reflecting on profiles) - team members to get to knoweach other & gain insight intotheteam’s profile (strengths, blind spots)
• Where do we need to go defining the Vision for HPO/ verifying the Vision if this exists
• What will this look & feel like which identifies the key behaviours that will supportour Vision (to validate with business stakeholders/ customers)
• What do we need to focus on to get there – close the gaps
Step 2
Aligning
Behaviours
Outcomes:• Leadership Assessments
completed• One-on-one feedbacks provided• Personal developmentplan
initiatedOutcomes:• Leadership team profile
workshop conducted• Leadership team profileSWOT
analysis against HPO Vision• Agreed action plan
Vision, Strategy, Environment and PeopleAlignment
Vision and
Mission
The Way We BehaveOutcomes:• Agreed Leadership behavioural
measures• Agreed KPIs for performance• Formalisation through
integrating into other HR processes (i.e.Talent Framework, Recruitment, On- Boarding, Promotion Criteria and RewardStructures
• Continued HPO development ofLeadership team:• Coaching Based Action Labs
WHAT
Leadership and Culture
Culture is what happens when the managers leave the room. Doing what's right in the absence of authority.
- Vala Afshar
What is culture?
What is Corporate Culture?
• A shared pattern of beliefs, expectations and meanings that influence and guide the thinking and behaviors of the members of that organization.
• This culture shapes the people who are members of the organization.
• Personal decision-making does not exist in a vacuum.
• Decision-making within a firm will be influenced, limited, shaped, and in some cases virtually determined, by the corporate culture of the firm.
• Individuals can be hindered or helped in making the right, or the wrong, decision by the expectations, values, and structure of the organization in which they live and work.
1Organisational Perceptions of Culture
Organisational culture is often left up to the perceptionof individuals within an organisation to determine theterritory of the organisational culture
Culture is left to chance
Culture is the single biggest lead indicator to profit andmarket share indicator of an organisation.
Culture can be defined and measured
Linking Culture to Ethics
An ethical culture can also have a direct and practical impact on the bottom line.
• If attended to and supported, a strong ethical culture can serve as a deterrent to stakeholder damage and improve bottom line
sustainability. If ignored, the culture could instead reinforce a perception that “anything goes,” and “any way to a better bottom line is
acceptable,” and destroys long-term sustainability.
The Importance of Culture: the Andersen Scandal
• Lessons to be learned:
– Culture, gone wrong, can be devastating. Done right, it is central to survival.
– Effective cultures are all about ethical values.
– Culture is not just impacted by a few high-flying personalities but by everyoneat an organization.
Compliance vs. Values-Based Cultures
• A compliance-based culture emphasizes obedience to the rules as the primary responsibility of ethics.
• A compliance-based culture will empower legal and audits offices to mandate and monitor compliance with the law and with internal codes.
• A values-based culture is one
that reinforces a particular set
of values rather than a
particular set of rules.
• Certainly, these firms may have
codes of conduct; but those
codes are predicated on a
statement of values and it is
presumed that the code
includes mere examples of the
values’ application.
In the 1990’s, there was a distinction in types of corporate cultures:
In Favor of Values . . .
• The argument in favor of a values-based culture that a complianceculture is only as strong and as precise as the rules with whichworkers are expected to comply.
• An organisation can only have a certain number of rules and therules can never unambiguously apply to every conceivablesituation.
In Favor of Values . . .
• Values-based organizations do often include a compliance structure within its organization.
• In fact, the Ethics Resource Center found in its research that:
Strict compliance and audit programs are often springboards for implementing more comprehensive programs addressing ethical values. When this occurs, compliance goals typically
do not diminish. Rather a focus on ethical values adds important priorities and incentives.
“
”
Culture trumps Compliance!
• Recent research shows that business leaders believe that greatermanagement attention needs to be focused on a corporation'sculture to achieve best practices in business.1
• A corporation's culture was found to be the most important factorinfluencing the attitudes and behavior of executives.
• This factor was named twice as often as any other factor, includingshare price (25 percent) and incentive compensation (23.2percent)!
1http://www.workingvalues.com/Risk_WhitePaper.pdf
Communication is key!
Communication
Allows you to …..
Allows you to truly CONNECT
Building trust & respect
Validates assumptions & perceptions
Allows you to express ideas & engage in debate
Helps with diversity
Allows you to share & learn
Barriers to Effective Communication
Stress and out-of-control emotion
Lack of focus
Inconsistent body language.
Negative body language
Building trust and respect
Trust
• Focus on others
• Collaborate approach
• Medium – long term perspective
• Be transparent
Credibility
• Be open and honest
• Don’t talk down
• Honour your commitments
• Communicate –continuously
Respect
• Results in sharing of ideas
• Give it to get it
• What goes around – comes around
• Is right
• Results in good communication
The communication process
WHY
Emotional Intelligence Matters
Practice Makes Habit
Being an effect leader begins with you
“One can have no smaller or greater mastery than mastery of oneself.” ― Leonardo da Vinci
Being an effective leader begins with YOU
Benefits Realisation
Being self-aware
Knowing what really matters to you Expressing yourself authentically
Behaving in alignment with your core purpose and values
Being aware of the impact you have on others
Personal Mastery –Emotional Intelligence
31
Understanding the environment
The beliefs, values and attitudes that distinguish my
environment are explored. Only then can I
interdependently affect the environment through
and by choice.
Influence the environment without
necessarily using formal authority and
positional power to influence.
Why Focus on the Self?
Being an Influencer
Understanding self
Influence the environment by using and being
part of the social and structural support
network.
Culture is the shadow of the leaders.
The Principles Of Emotional Intelligence
What is Emotional Intelligence?
The American psychologist, David Wechsler, defined
intelligence as “the aggregate or global capacity of the
individual to act purposefully, to think rationally, and to
deal effectively with his environment”
Daniel Goleman Definition: the capacity forrecognizing our own feelings and those ofothers, for motivating ourselves and formanaging emotions well in ourselves andothers.
Formal Definition: the ability to use your emotions to form an optimal relationship with yourself and others.
33
Head
• Technical Skills
• Business knowledge
• 20%
Heart
• Know, understand self and others
• Influence and grow others
• Serve and retain customers
• 80%
Hands
• Doing it right
• Live Culture Charter values
• 100%
A good head and a good heart are always a formidable combinationNelson Mandela
3 Ways to Influence – Use the Head, Heart, or Hands
Authority alone is not enough – effective leaders use influence to get things done.
Influence is the ability to personally affect the actions, decisions, opinions, or thinking of others.
Ultimately, influence allows you to get things done and achieve desired outcomes. According to the
Centre for Creative Leadership influencing tactics fall into 3 categories: logical, emotional, or cooperative
appeals, i.e. influencing with the head, heart, or hands.
Logical appeals tap into people’s rational and intellectual positions. You present
an argument for the best choice of action based on organizational benefits,
personal benefits, or both, appealing to people’s minds.
Emotional appeals connect your message, goal, or project to individual goals
and values. An idea that promotes a person’s feelings of well-being, service, or
sense of belonging tugs at the heart and has a good chance of gaining support.
Cooperative appeals involve collaboration (what will you do together?),
consultation (what ideas do other people have?), and alliances (who already
supports you or has the credibility you need?). Working together to accomplish a
mutually important goal extends a hand to others in the organization and is an
extremely effective way of influencing.
Self Management
35
• The skill of reflection enables you to test the validity and assumptions behind
your thoughts and anticipated response
• How?
STOP
TEST and REFLECT
CHOOSE AND ACT appropriately
36
Or at least slow down
What is the emotion telling me?
What is the message behind the emotion?
Why am I feeling as I am?
What are possible responses?
Choose the most appropriate response
and act on it
STOP
REFLECT
CHOOSE
AND ACT
Activity : The Stop-Test Challenge
37
Stop (The Event)
• Think of an event where you did not like your response. What happened? How did you respond?
• Think of an event where you ‘lost it’, got really angry or overwhelmed. What happened? How did you respond?
• Think of an event that did not go in the direction that you wanted it to because of your response. What happened? How did you respond?
(continued): The Stop-Test Challenge
38
Think, Reflect and Test (Choose your Response)
• What did you believe that made you respond in that way
• What did you feel that made you behave as you did?
• What are other possible ways that you could have reacted. Generate a list, (however far-fetched).
(continued): The Stop-Test Challenge
39
Choose Response and Act
• What would you have had to do, think or change in order to make that choice?
• Can I think of an event you would like to apply this technique to now?
The Power of Choice
40
Between the Event and my Response there is a space.In that space lies my freedom and power
to choose.
“Can I choose a different response to get the result I want?”
“What could my options possibly be?”
In these Choices,lies our Emotional Intelligence
EventFreedom to Choose
Response
Tool 1: Pause Button
• Awareness of the physiological and emotional signals
• Push the Pause Button
• Identify and acknowledge your feelings and behaviours
• Make a CHOICE to adapt your feelings and behaviours that will lead to constructiveness and personal accountability
How do I Grow my Self Management Capacity?
41
External Locus of Control
Individual believes that his/her behaviour is guided
by fate, luck, or other external circumstances
Internal Locus of Control
Individual believes that his/her behaviour is guided
by his/her personal decisions and efforts
Locus of control
42
Application: The Pause Button
43
What is your pause button?
How do I Grow my Self Management Capacity?
44
45
Emotional Hijacking: What Happens when I Fail to Manage Self
Thinking
Brain Feeling
Brain
We refer to emotional outbursts as ‘emotional hijackings’.
The hijacking that occurs triggers the feeling brain before it can reach
the thinking brain.
Activity 2: Know Yourself
46
My Strengths
1.
2.
3.
My Areas of
Development
1.
2.
3.
HOW
Managing Others: Employee Engagement & Motivation
• Employee Engagement
• Performance Management
• Organisational Change Management
Definition of Employee Engagement
Satisfied employees feel comfortable, and aregenerally happy that their needs are being met.
Characteristics:
Minimum requirements metRarely help others for the better of the organizationGenerally keep to themselvesCommitted to the degree that needs are metStay at the organization because of what they getfrom it.
Engaged employees feel energized, passionate, dedicatedand are highly involved with their work and the company.
Characteristics:
Consistently exceed requirementsHighly involved and always help othersRecommend improvement opportunitiesHave a sense of purpose and pride in their workStay at the organization for what they give to it.
OptimalPerformance
AveragePerformance
“Employee Engagement” vs. “Job Satisfaction”. A satisfied employee comes to work content each day. An engaged employee is emotionally connected to their work and organization and exerts discretionary effort for the betterment of the company.
Employee engagement is the degree to which an employee is emotionallyconnected and committed to their organization and their role, exerting
discretionary effort for the betterment of the organization.
“ ”
Personal Disposition
Emotional Outlook State of Mind Natural Tendencies
Retention Drivers
Compensation Benefits Working Conditions
Engagement Drivers
Employee Empowerment
Employee Growth
Reward & Recognition
Manager Effectiveness
Wellbeing
Culture Customer Focus
Business Alignment
Reputation & Excellence
Senior & Executive
Leadership
Employee
Value
Proposition
Employee
Engagement
ManagerTrust
SeniorMgmt Trust
Benefits of Employee Engagement
Higher levels of engagement drive:
Improved employee performance to support mission
More collaborative and innovative work environments
Lower costs of disengagement.
Engaged Employees
Highly motivated to work hard
Go the extra mile
Recommend organization as good place to work
Stay – even for less money
Have strong relationships
in organization
On the Other Hand …
Not engaged
Not strongly committed to organization
Feels trapped
Gives bare minimum
Actively disengaged
Poor relationship with organization
Only going through the motions
On the Other Hand …
The Virtuous Cycle Of Engagement
Great managers and supportive work environment
Engaged employees
- Satisfied
- Committed
- Proud
- Willing to advocate
Better individual performance –giving discretionary effort
Improved company performance
Engagement is ‘The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplish tasks important to the achievement of organizational goals’.
How Do We Know If
Our Employees
are Engaged?
Ask Them!
Understand Motivation in Teams
60
What is motivation?
Motivation is the force that makes us do things.
This is a result of our individual needs being satisfied so that we have inspiration to complete the task.
These needs vary from person to person as everybody has their individual needs to motivate themselves.
Herzberg’s Motivation Hygiene Theory
MOTIVATORS
Achievement
Recognition
The work itself
Responsibility
Advancement
Growth
HYGIENE FACTORS
Company Policy
Administration
Supervision
Salary
Interpersonal relations
Working conditions
How Do We Achieve High Levels of Engagement?
Effective Practices
Engagement is everyone’s responsibility
It must be a strategy
Lead from the top
Involve unions
Hire with care; probation is part of selection
Onboard well.
Effective Practices
Manage performance
• Make sure employees know what is expected – and how work links to mission
• Meet regularly with employees
• Provide opportunities to grow and develop
• Hold employees accountable – avoid transferring poor performers
Recognize contributions
Make sure employees’ opinions count
Create a positive work environment – respect work/life balance
Communicate
Measure and re-measure engagement.
Building a Culture of Engagement
A set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm
Performance Management
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing
others.Jack Welsh
‘Continuous Process of Identifying, Measuring and Developing the performance of individuals,
teams and the organisation as well as Aligning performance with the strategic goals of the
organisation’
UKZN Definition:
‘a holistic continuous performance improvement process aimed at aligning individual,
team and institutional outputs, in order for the institution to realize its purpose.’
The performance of each individual will impact on the performance of the department in which
the individual is located. The performance of each of the department will impact on the overall
performance of the organisation.
What is Performance Management
75
Why Performance Management?
Performance management is intended to be a process that assistsorganisations in establishing a climate conducive to motivating employeesto develop and achieve high standards of performance. Contrary to popularbelief, it is not an annual event, but rather, an ongoing day-to-dayparticipative process that is intended to:
• align organisational and individual goals;
• ensure a common understanding of performance expectations;
• develop and manage the human capital needed to achieve institutionalresults;
• identify and address performance inefficiencies;
• create a culture of accountability and a focus on customer service; and
• recognise and reward employees who constantly perform at a superiorlevel.
Vision, Value and Goal
76
• Why are we here?
• What is our purpose?
• What direction are we moving in? S
HA
RE
D V
ISIO
N
• How staff need to behave to live the organisational brand?
VA
LU
ES
• What the organisation does to achieve the vision?
GO
ALS
Managing Performance : The Process & Stages
78
In order to effectively manage performance you need to:
How To Effectively Manage Performance?
• Communicate Expectations: The first and most important step in the
performance management process is to communicate what is expected.
• Observe And Document Performance: Throughout the performance
management cycle, you should observe your employees’ performance and
identify instances of both good and poor performance.
• Provide Feedback: You should provide frequent feedback and coaching to your
employees regarding performance throughout the year.
• Deal With Performance That Does Not Meet Expectations
Performance Management : Monitoring
Two important techniques:
1. Performance Feedback:- providing information that expands a person’s information about their performance and the effect of their performance on others; intended to support or discourage certain behavior. (Its about what is done, its impact and how could it be done).
Feedback goals:
• To assist an employee in maintaining or enhancing present level of effectiveness
• To provide opportunity for employee to make adjustments and improvements towards achievement of set objectives
PERFORMANCE BEHAVIOUR
80
SUPPORTIVE FEEDBACK – ENCOURAGES AND REINFORCES
• Must be a two way conversation, respectful, honest, tactful, open and direct
• Prepare beforehand what you are going to say and choose appropriate time & place
• Focused, goal oriented, multi directional, supportive & ongoing• Could be task related and behaviour related • Be specific not general i.e. relate to specific performance targets/
standards• Point out strengths and accomplishments with appreciation• Engage employee and provide specific information on how to improve• Help employee take responsibility for their actions
GIVING FEEDBACK
81
2. Performance Confronting:- deliberately inviting another to
self-examine some aspect of performance in which there is
a discrepancy between self-reported and observed outputs
or inconsistency with personal-organizational results and
objective standards.
Performance Confronting
82
• Analyse the problem • What is the problem (skill/ competence gap, health issue, behavioural issue, work environment,
etc).• Can the employee change to improve performance?• Has training, coaching, mentoring been provided?
• Engage the employee• Collaborate to identify problems and resolves performance issues• Acknowledge employee’s satisfactory performance• Discuss employee’s unsatisfactory performance using specific examples• Inform employee that the aim is to find best way to assist them in achieving performance
objectives
• Devise Action Plan & continue monitoring• Define actions to be taken to improve performance• Be precise in performance expectations• Establish a reasonable time frame• Confirm date of next meeting
Addressing Poor Performance
83
• STEP 1: Preparation Expect hostility, denial and a defensive attitude! Prepare to manage this calmly, clinically and
factually to defuse the situation. Remember not to judge before hearing the employee’s side to the matter.
• STEP 2: State the need for the discussion: The purpose of this meeting is… I have a concern about… I have noticed
that…
• STEP 3: State the facts as you see and know them: It have noticed that…The facts are…
• STEP 4: Explain why this is/ was wrong and may not be allowed to continue: This behaviour/ procedure/ work
quality deviates from the University’s policies on…It is my duty as your line manager to point out deviant conduct to
you in order to ensure future
• STEP 5: State the consequences if this was to continues: If this continues, the consequences … are…
• STEP 6: Ask the employee to share his/her views on the matter: How did this happen…Why do you think this is
happening…? How can I support you?
• STEP 7: Pose probing questions to fully understand the employee’s views: What steps have you taken to avert the
situation? Why haven’t you brought this to my attention before? What else is getting in the way of your
work/attentiveness/ dedication/…?
• STEP 8: Decide and agree on an action plan.
• STEP 9: Summarise and agree on a follow up mechanism and date.
• STEP 10: Follow up
Performance Management Stage 2: Monitoring
Discussing Poor Performance
Experiencing Change Management
Picasso Activity
The Change Cycle
Typical Reactions of People During Change
When faced with change, it helps to understand the journey that people may go on during the
process...
Anxiety
Can I cope
with change?
Denial
This cant be
happening to
me. It will all go
away if I just
ignore it
Emotion
I am feeling a
strong reaction
to thisHow will it affect
me?
Fear
Exploration
I can see what I
need to do
I have come to
terms with the
change
Buy-in
I am
motivated and
doing what I
need to
Commitment
Maybe…
This might
not be so
bad…
Acceptance
88
Causes of resistance to change
Poor communication - details are sometimes skewed and stakeholders end up receiving inaccurate information
Feeling excluded - experienced when employees hear of a sudden change, and they had no input
Lack of trust - employees may link changes to negative underlying reasons or assume they will eventually lose their jobs
Skills / training - When change requires mastering new skills, resistance is likely
Source: Miranda Brookins: What Causes Resistance to Change in an Organization?
Negative effects of resistance to change
Lower morale - employees feeling less optimistic and hopeful about their professional future with the company
Lessened efficiency - staff less focused on doing the daily tasks associated with their jobs
Disruptive work environment - potential for commotions with outbursts regarding changes or a combative attitude with management staff
Source: Lynda Moultry Belcher: Negative Effects of Resistance to Change to an
Organization
Why Change Fails
Ineffective communication
People simply don’t want the new or the change to be successful
The change is implemented in isolation
Mixed messages and confusion
Lack of a single integrated change strategy
A focus on knowing rather than doing
Being put off by resistance to change
Expectations of instant success
Change Management has a negative image
Source: Change Designs :“Why Change Fails”
Managing Resistance to Change
Research on the causes and effects of resistance
Causes of resistance to change
Negative effects of resistance to change
Why change projects fail
5 Step Approach
= ChangeVision Skills Incentives Resources Action plan
= AnxietyVision Skills Incentives Resources Action plan
= Gradual changeVision Skills Incentives Resources Action plan
= FrustrationVision Skills Incentives Resources Action plan
= False startsVision Skills Incentives Resources Action plan
= ConfusionVision Skills Incentives Resources Action plan
Critical elementsCritical change elements: a tool for global leaders
Understand Motivation in Teams
91