leadership that drives performance

High Performance Organization Improving leadership effectiveness.

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Author: Michael Power

Copyright © Kompass Performance Partners, LLC. All rights reserved.

About Author: Michael Power

EXECUTIVE PROFILE HR executive with 15+ years experience leading global Human Resources, Talent Acquisition, Talent Management and HR Operations for industry leaders such as Discover Card, GE, James Hardie, McDonald's and Manpower Group. Consistently hired to develop and execute talent performance systems that improve organization effectiveness in challenging environments requiring strong business acumen, change leadership, relationship management, process and systems optimization, creative thinking, data analytics and people leadership. Thoughtful and supportive leader drawing on extensive experience and sustainable strategies through analysis and process focus. Proven expertise in building high-performance teams, addressing underperforming HR functions, building executive-level and HR business partner relationships and delivering exceptional talent performance systems. KEY EXPERIENCE | EXPERTISE

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HR Cost Optimization and Effectiveness Attract, Source, Recruit and Hire Strategies Talent Mgmt Strategies & Programs

Leading Change and Influencing Branding & Recruitment Marketing Strategic Workforce Planning

Department Turnaround & Customer Exp Outsourced Solution Assessment & Mgmt Leadership Effectiveness & People Mgmt

Business Analysis & Process Improvement Assessment and Selection Systems Global and Regional Strategic Initiatives

Reporting/Analysis & Performance Metrics Project Mgmt / Adherence to Deadlines Attract, Inspire, Coach and Develop EE's

Large Scale HR Projects Compliance Management & Risk Avoidance Maximize Human Capital Investment

Department Budget Mgmt $30MM Relationship Development & Management Flexible, Adaptable, Motivated by Change

Michael Power

VICE PRESIDENT HUMAN RESOURCES

(262) 720-8266 Milwaukee/Chicago [email protected] linkedin.com/in/mikepower1

“I am passionate about delivering talent performance systems that increase organization effectiveness”.


What Is Leadership?

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• Text book… – The process of social influence in which one person is able to enlist the aid and

support of others in the accomplishment of a common task

• Leadership is ultimately about creating a way for people to

contribute to making something extraordinary happen – Alan Keith


What Makes A Leader?

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• Leadership five core components? 1. Self-awareness: Knowing weaknesses and strengths

2. Self-regulations: Controlling emotions; redirecting disruptive behaviors

3. Motivation: Intrinsic; passion; continuous improvement

4. Empathy: Others feelings; listening; looking outside in

5. Social skills : Building relationship; rapport; persuasive


Lead vs. Manage

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• A Leader asks…

– What needs to be done

– What is right for the enterprise

– Develop action plans

– Take responsibility for decisions

– Take responsibility for communicating

– Opportunity not problem focused

– Run productive meetings

– Say “we” rather than “I”

• By Peter F. Drucker

• A Leader also…

– Continuously seeks to develop their

knowledge, skills and abilities

– Teaches and develops talent

– Delegates

– Spends time where contribution is greatest

– Has ready successors

– Effects and leads change

– Is visionary


A Simple Comparison

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• Management is..

– Coping with complexity

– Planning and budgeting

– Organizing and staffing

– Controlling and problem solving

– Effective action

• A Leader also…

– Coping and promoting change

– Setting a direction

– Aligning people

– Motivating and inspiring people

– Meaningful action

To manage means “to bring about, to accomplish, to have charge of or responsibility for, to conduct.” Leading is "influencing, guiding in direction, course, action, opinion."


Leadership Styles – “Leadership That Gets Results” by Goleman

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• Six leadership styles identified by Goleman : 1. Coercive: Do what I say; can dampen flexibility and motivation

2. Authoritative: Come with me; states goal staff figure out how to achieve

3. Affiliative: People come first; team building/morale; one of us; non-advisory

4. Democratic: Consensus; idea generation; rudderless; hampers speed

5. Pacesetting: Demands high excellence/performance expectations

6. Coaching: Development focus not work-related tasks switch among styles can optimize performance

• What challenges exist for you in order to put to use the combined styles?


Top Leadership Derailers

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• Failure to “Walk the Talk”

• Failure to delegate

• Failure to execute

• Failure to improve

interpersonal skills

• Failure to keep learning

• Failure to make decisions

• Inability to build teams

• Inability to communicate

• Inability to create relationships

• Lack of accountability

• Lack of business acumen

• Lack of courage

• Lack of vision


Where Do You Spend Your Time?

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• Lead

• Manage

• Day to Day

Delegation is KEY!


What Gets In The Way Of Successful Delegation?

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• It starts with YOU… – Do not have the awareness of what you could delegate

– Are a control freak and feel the need to do it all yourself

– Do not have the confidence that anyone else could do it well enough

– Enjoy doing it and don't want to give it up

– May feel that you will not be able to justify the time you have opened up for yourself

• Dorene Lehavi, Ph.D.


Changes That Improve Delegation?

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• Improve your communication skills

• Do not immediately fill your free time with other tasks, take some

time to reflect

• Say NO while being helpful

• Focus on the things you enjoy

• Improve the depth and breadth of the talent on your team


Performance Management Defined

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• Verbose version! – Performance management helps organizations achieve their strategic goals. The main

purpose of performance management is to link individual objectives and organizational objectives and bring about that individuals obey important worth for enterprise. Additionally, performance management tries to develop skills of people to achieve their capability to satisfy their ambitiousness and also increase profit of a firm.

• Simple version! – Performance management is the process of creating a work environment or setting

in which people are enabled to perform to the best of their abilities.


Who Owns Performance Management?

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It starts with YOU!

Leadership.


What Is Your Impact On Performance?

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• Company

• Division

• Department

• Function

• Team

• Individual

• Client / Business


How You Can Influence Work Performance?

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• Setting expectations

• Goals and objectives

• Connection to manager

• Defined core processes and

systems

• Clear job description

• Reward and recognition

• Training and development

• Assessment and evaluation


Setting & Aligning Expectations Across Four Areas Is KEY!

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• Selection of the right players and establishing the expectations based on: Behavior (how), Performance (what), Priorities, Day to Day

• Strategy for the team: where are we going and how will we get there

• Structure for the organization, how do the pieces fit together?

• Succession planning: how will my managers know how and where they fit with the future and what am I doing to help them realize their objectives?


Expect More From Your People

“I am unafraid to expect more from my people as it’s the only

way that they grow”, - McNerney

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Defining and Managing Goals & Objectives

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• SMART Goals (simple, measurable, aligned, realistic, timely)

• Negotiate…reach agreement

• Document

• Gaps and development

• Regular follow up (weekly, monthly, quarterly, mid-year, annually)


People Need a Connection To Their Manager

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• Be a coach and teach

• Provide meaningful development

• Show empathy

• Understand the needs of your employees

• Demonstrate respect

• Be supportive and help your team


Implement Processes and Systems

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• Core or “Key”…sometimes referred to as signature

– Job

– Department

• i.e., Operational, Customer Experience, I/T Application Design…


Create Job Descriptions That Impact

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• Not Significant…not TRUE!

• Framework

• Clarity

• Prioritize

• Output


Provide Rewards and Recognition

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• Pay for performance

– Salary

– Merit

– Bonus

– Promotion

• Understand motivators

• Tailor recognition


Execute Training and Development

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• Coaching and counseling

• Be a teacher

• Skill based

• Self-awareness

• 3 E’s (Experience, Exposure, Education)


Manage performance deficiencies

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• Coaching, feedback and corrective action − Should be immediate

− Focuses on changing behaviors, develop and grow

− Reinforces expected behaviors and required results

− Create positive 2 way dialogue


Traits of High Performance Organizations

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• High performance culture – High standards and expectations

– Leadership…actions consistent with words

– Continuously measure and assess people

– Take action…move up, over or out

– Work aligned to strategies/objectives

– External based objectives

• Talent rich environment – Invest in skill development

– Never settle; elevate talent

– Part of the cultural fabric

• Manage “Talent” as a supply chain – Key business processes

– Robust development of High Potential talent

– Ready successors, can move around

– Alignment of people processes

– People processes have rigor and disciplined

• Organized to facilitate growth – Information flows up, down, across

– Small group accountability

– Fast and agile

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• Satisfied or “Good Enough” culture – Mediocre Standards and expectations

– Targets internally driven

– Focus is only on low performers

– Work is not clearly defined and/or aligned

– Accountability does not exist at all levels

• Talent is not in the forefront – Short term..here and now

– Minimal investment in development

– Focus on current job proficiency

• HR is an administrative function – Leaders insulated or do not get involved in HR

processes

– People processes are silo’d and lack discipline

– Exceptions are the rule

• Challenge mobilizing/resourcing new growth initiatives – Ideas get trapped in structure

– Large and clumsy organizations

– Accountability left unmanaged

– Decision making slow


Create a Leadership Action Plan

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• What will you do differently to improve your leadership effectiveness?

“Leadership is about what you give not what you get”

- Unknown Author


About Author: Michael Power

EXECUTIVE PROFILE HR executive with 15+ years experience leading global Human Resources, Talent Acquisition, Talent Management and HR Operations for industry leaders such as Discover Card, GE, James Hardie, McDonald's and Manpower Group. Consistently hired to develop and execute talent performance systems that improve organization effectiveness in challenging environments requiring strong business acumen, change leadership, relationship management, process and systems optimization, creative thinking, data analytics and people leadership. Thoughtful and supportive leader drawing on extensive experience and sustainable strategies through analysis and process focus. Proven expertise in building high-performance teams, addressing underperforming HR functions, building executive-level and HR business partner relationships and delivering exceptional talent performance systems. KEY EXPERIENCE | EXPERTISE

Slide 28

HR Cost Optimization and Effectiveness Attract, Source, Recruit and Hire Strategies Talent Mgmt Strategies & Programs

Leading Change and Influencing Branding & Recruitment Marketing Strategic Workforce Planning

Department Turnaround & Customer Exp Outsourced Solution Assessment & Mgmt Leadership Effectiveness & People Mgmt

Business Analysis & Process Improvement Assessment and Selection Systems Global and Regional Strategic Initiatives

Reporting/Analysis & Performance Metrics Project Mgmt / Adherence to Deadlines Attract, Inspire, Coach and Develop EE's

Large Scale HR Projects Compliance Management & Risk Avoidance Maximize Human Capital Investment

Department Budget Mgmt $30MM Relationship Development & Management Flexible, Adaptable, Motivated by Change

Michael Power

VICE PRESIDENT HUMAN RESOURCES

(262) 720-8266 Milwaukee/Chicago [email protected] linkedin.com/in/mikepower1

“I am passionate about delivering talent performance systems that increase organization effectiveness”.

leadership that drives performance

Recruiting & HR