11

Principle 7:Align Behaviors with Goals & Values

Understanding Understanding

High/Medium/LowHigh/Medium/Low

PerformersPerformers

22

Hardwire Hardwire ResultsResultsBy Creating By Creating AccountabilityAccountability

Re-read Chapters 6 and 9!Re-read Chapters 6 and 9!

MUHAMUHA

What can we learn?What can we learn?

33

44

Leader Evaluation Results

15.9%

73.8%

10.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

1 2 3Meets Exceeds Substantially Exceeds

55

MUSC ExcellenceGoals for Finance & Administration

• Develop Division-wide Customer ServiceSurvey by 1/15/07

• Conduct cust svc training for 50% of division employees by6/07, and 50% by 6/08

• Develop Division-wide survey for quality of service by 1/15/07

• Diversity-Dev. career counseling program by 6/30/07 -Dev. process for distributing/posting recruitment & placement goals to all hiring mgrs

• Recognition & RewardMake recommendations to enhance Div. Programs by 1/15/07.

• Increase Empl Sat Survey“Communication from supvis timely & effective” from 50% to 65% by 6/30/07.

• Establish productivitymeasures and Best Practice benchmarksin 80% of depts by6/30/07

• Perform prof. development assessments in all units by 4/07.Use info. for budgeting training for fiscal 2008

Service Quality People Finance Growth

66

Oh sure, and we say…

“Let’s just take it a step at a time!”

Low Performers!

77

Goal: Move The Entire Goal: Move The Entire Performance CurvePerformance Curve

HML

88

Movement of H-M-L Movement of H-M-L Performers Performers

M

H

L

H

M

L

Gap is uncomfortable

H

M

Gap is intolerable

L

EX

CELLEN

CE

99

Definition Of High, Middle and Definition Of High, Middle and Low PerformersLow Performers

HH• Come to work on time• Good attitude• Problem solve• You relax when you know they are scheduled• Good influence• Use for peer interview

M

• Good employees• Need a little development• Make or break your workforce• Behave like high performers, but not as consistently

L• Negative influence• Take up lots of time• Often are “sacred cow” type employees• Refuse to adapt to change• Can appear as informal leader

1010

• Ignore Ignore negativenegative behavior and behavior and it will it will increaseincrease

• Ignore Ignore positivepositive behavior and behavior and it will it will decreasedecrease

Performance ManagementPerformance Management

1111

Impact of Low PerformersImpact of Low Performers

To Us:

ExhaustedFrustrated

De-motivatedEmbarrassed

To Our Customers:

AngryComplaints Non-supportGo elsewhere

1212

Top 5 Ways To Recognize a Low Top 5 Ways To Recognize a Low PerformerPerformer

1.1. They will be the first to tell you what went They will be the first to tell you what went wrong even if it went rightwrong even if it went right

2.2. They will complain about the free food at the They will complain about the free food at the staff lunchstaff lunch

3.3. You’d say “no” if asked to hire them againYou’d say “no” if asked to hire them again

4.4. If your 8 year old knows them by nameIf your 8 year old knows them by name

5.5. If you are out for a romantic dinner and your If you are out for a romantic dinner and your spouse asks…..”what’s Mary been up to?”spouse asks…..”what’s Mary been up to?”

1313

Why We Don’t Address Low Why We Don’t Address Low PerformancePerformance

• I don’t want to be the I don’t want to be the bad guybad guy

• I want to be likedI want to be liked

• I don’t feel comfortable I don’t feel comfortable

• I don’t like confrontationI don’t like confrontation

Just Do It !

1414

A No “But’s” CultureA No “But’s” Culture“ But they are good technically”“But I had to hire a warm body…there’s no

one else”“But they may work out better on night

shift”“But they are going through a hard time”“But what could I expect with the ratio

they have”

BUT….BUT….BUT….BUT…….BUT

1515

Managing ResistanceManaging Resistance

I’m here to save your butt…not kiss it

1616

Develop the Skill Develop the Skill

• Get support - talk with someone, Get support - talk with someone, use HRuse HR

• Role playRole play

• Keep in mind the damage they Keep in mind the damage they dodo

• Envision how it will be without Envision how it will be without themthem

1717

Start with success!Start with success!

Usual percent breakdown of HML staff:Usual percent breakdown of HML staff:

• High: 34%High: 34%

• Middle: 58%Middle: 58%

• Low: Low: 8%8%– 75% of LPs move to MPs after having HML 75% of LPs move to MPs after having HML

conversationconversation– 25% of LPs leave the organization25% of LPs leave the organization

1818

Do you ignore High Do you ignore High Performers?Performers?•“According to a new study by Leadership IQ,

47% of high performers are actively looking for other jobs (they’re posting and submitting resumes, and even going on interviews).

•While it’s terrible that almost half of high performers are thinking about quitting, what’s perhaps even worse is that low performers want to stay.  Only 18% of low performing employees are actively seeking other jobs, and 25% of middle performers are actively looking around” 

1919

Think About the Teacher in Your Think About the Teacher in Your LifeLife

•Some were easy …Some were easy …

•Some challenged and expected Some challenged and expected excellence … excellence …

What kind of leader do we What kind of leader do we want to be?want to be?

2020

H/M/L – Impact on ServiceH/M/L – Impact on Service

Low PerformersMiddle

Performers

Very Poor

High Performers

Out

Poor Fair Good Very Good

Customer Satisfaction Rating

Up Up

Stay

Leadership Evaluation: Leadership Evaluation: SampleSample

Critical Critical

Success Success

FactorFactorGoal & ResultGoal & Result ScoreScore

70 = 570 = 5 65 = 4 65 = 4 ResultResult 60 = 3 60 = 3 __63__63____ 55 = 255 = 2 50 = 150 = 1

WeightWeight x x ResultResult

= = Peo

ple

Peo

ple

To Increase Communication from 50 to 65%

Weight = 15%

ScoreScore

(Ex: .15 x 3 = .45)

2222

• Objective GoalsObjective Goals

• Monthly Progress ReportMonthly Progress Report

• 90 Day Action Plans90 Day Action Plans

Three ComponentsThree Components