creating high performance teams performance management through employee engagement
TRANSCRIPT
Creating High Performance Teams
Performance Management through Employee
Engagement
The Beatings Will Continue…
…Until Morale Improves!
Which Manager
Gets Promoted?
Miserable Delightful0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
90%
60%
Happy People Are
Productive!
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
As a project manager, do I need to be a leader or a manager?
How do I manage effectively when I have no authority over my team?
Are We Managers or Leaders? YE
SWe Are Managers
Who Need to LEAD!
The answer to both questions is the same!
We are often asked to manage without authority.
To do that we must employ leadership skills!
Good News!
Define Clear Objectives
• Are the objectives clear, concise and unambiguous? (SMART Goals)•Does the team agree that the goals are attainable?•Does the team agree that the goals are worthwhile?
Is Success Defined?
Define Clear Objectives
Can we start at 30,000 feet and let the team zoom in?
GoalsRisks
Timeline
Assumptions
Constraints
Budget
Close the Gap
Continuous Performance Appraisal
Interest
Pro
ficie
ncy MOTIVATE NURTURE
FIRE TRAIN
The Engagement Index
MOTIVATE NURTURE
MANAGE TRAIN
Engagement
MOTIVATE NURTURE
MANAGE TRAIN
Pro
ficie
ncy
Interest
The Engagement Index
Define Goals Define KPI’s
Terminate Career Track
Accountability
Accountability is a feeling
People will take responsibility themselves (hold themselves accountable)…
…if certain conditions are met.
Accountability Expectations are clear, and unambiguous Success metrics are understood Mistakes are tolerated Training is a priority
The goals and objectives are agreed upon Everyone is treated with dignity and respect Employees have the needed resources and
tools
MOTIVATE NURTURE
FIRE TRAIN
Pro
ficie
ncy
Interest
The Engagement Index
Provide Support
Set “Reach” Goals
Evaluate and Assess
Provide Training
Evaluate and Assess
• Setting expectations• Timely feedback• Documentation• Facilitating understanding
Continuous Performance Feedback
STRETCH
Goals
Interest
MOTIVATE
NURTURE
FIRE TRAIN
Pro
ficie
ncy
The Engagement Index
LeadershipTraining
Become a Mentor
Allow Mistakes
Reward
Communication• How do you make sure you are
understood?• How do we make sure we understand
others?• What are the barriers?
◦ Language, dialect, accent◦ Ability to listen attentively◦ TimeCommunication is the key to
motivation
SHRM Satisfaction and Engagement Study
Communication between employees and senior management:
• 50% of respondents identified this as “very important”• Only 21% were satisfied with the level of communication!
Do employees believe communication is an important aspect of job
satisfaction?
Society for Human Resource Management (SHRM)
Allowing Mistakes
MOTIVATENURTUR
E
FIRE TRAIN
Pro
ficie
ncy
Interest
The Engagement Index
Do Not Abuse
Learn to Teach
Define Goals Challenge
Staff Assessment and Growth Path
•Set goals together•Learn to teach others•Document and update
Challenge!
Do Not Abuse!
•Everyone should understand the standards•Cross-train to share responsibilities•Communicate expectations
Reward top performers!
Delegation
Delegate
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.“ - Theodore Roosevelt, 26th President of the U.S.
“Never tell people how to do things. Tell them
what to do and they will surprise you with their ingenuity.” - George S Patton, U.S. Army General
Optimize
* - According to PMI’s Pulse of the Profession™ In-Depth Report: The Essential Role of Communications
Met Original Goals On Time Within Budget0%
10%
20%
30%
40%
50%
60%
70%
80%
Impact of Effective Communi-cations
Highly Effective CommunicatorsMinimally Effective Communicators
Plan to USE Your Soft Skills!
Stakeholder
Salience Method
Frequency Approach
1 Team KEY Meetings Daily/Weekly Details
2 Manager DominantEmail/Meetings
WeeklySummary with data
3 Dept. Head Dangerous 1:1 Updates WeeklySummary of issues
4 Downstream supervisor
DependentRemote Meetings
Weekly Specific info
5 Upper Mgmt Latent Email Monthly Summarize
Stakeholder
Salience Method
Frequency Approach
1
2
3
4
5
Optimize
Non-Stakeholders
Latent
Dominant
Dependent
Dangerous
Demanding
Discretionary
POWER
INTEREST
URGENCY
KEY
Minimize Interruptions
Practice Active Listening
Aggressively!
Accept Failure?“It's fine to celebrate success
but it is more important to heed the lessons of failure.”
“People everywhere love Windows.”
- Bill Gates, former
Chairman of Microsoft
Equanimity
Enlightenment Entertainment
Encouragement
Performance Management
Balance and Composure are Critical
Remain Calm
Treat people as they deserve to be treated…
…and watch the magic happen!
?Thank You!Thank You!
Thank You!Thank You!Thank You!
www.leadershiptechniquesllc.com
Lisa Hammer, PMP: [email protected]
David B. Newman, PMP: [email protected]
Customized Seminars & Consulting
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