The Paradox of Performance

Feb 2014

Can You Have A High Performance Culture And A Highly Engaged Workforce?

Catalysts in creating high performance, high engagement organisations through developing leaders, building capacity, and leveraging talent

Experienced team

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VolatileUncertain

ComplexAmbiguous

Surviving in the VUCA World

SPEED ….. COMPLEXITY ..… RISK ….. CHANGE ….. SURPRISE

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Nine key workforce trends in the next decade

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Identifying and enabling the new high performer

NEW WORK ENVIRONMENT

• Frequent organizational change

• More interdependent work

• More knowledge work

NEW HIGH PERFORMER

• Adapt to change

• Work collaboratively

• Apply judgement

Source: Breakthrough Performance in the New Environment. CEB Executive Guidance, 2013

NEW HIGH PERFORMANCE COMPETENCIES

1. Prioritization

2. Teamwork

3. Organizational awareness

4. Problem solving

5. Self-awareness

6. Proactivity

7. Influence

8. Decision making

9. Learning agility

10. Technical expertise

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The power of paradox

Paradox: “an apparently self-contradictory (even absurd) statement, situation or

proposition which on closer inspection is found to contain a truth reconciling the

conflicting opposites.”

 In Chinese philosophy "yin and yang", is used to describe how polar opposites or contrary forces are interconnected and interdependent in the natural world, and how they impact on each other.

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Creative tension – living with the paradoxes

Short-term Long term

Local Global

Work Life

Strategic Operational

Own function results Cross functional results

Results – tough on delivery

People – engagement and empathy

Humility Professional will

Can you have …

A high performance organisation

AND

A high engagement organisation ?

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The High Performance Organisation

3

1

2

4

5

Make good decisions and make

them happen

Provide compelling direction and

leadership

Define clear

decision accounta-bilities

Develop and deploy talented

people

Excel at frontline execution

Instill a high perform-ance culture

• Compelling vision and clear priorities

• Cohesive leadership

• Right people in right jobs

• Aligned measures and incentives

• High performance values and behaviors

• Capacity to change

• Clear roles and accountabilities for the most important decisions

• Structure aligned with source of value

• Superior execution of mission critical activities

• Effective and efficient G&A

Source: Bain & Co

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South Africa

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Europe and Middle East

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International Performance Challenges

Discipline & Accountability Global vs. local focus

Taking initiative & risks

Confronting poor behaviours & performance

Optimising talent at all levels

Strategic and innovative thinking Managing change

Making decisions

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Engagement Drivers – 5 G’s and the 3 E’s

Great LeadersLeadership style, inspirational,

passionate about growing people

Great CareersInteresting, challenging jobs,

flexible options, space creation

Great RewardsRewards that motivate,

recognition for value, special initiatives for key talent

Great CultureConducive environment for

learning, growth, accountability, performance management,

teamwork

Great CompanyEmployee value proposition, Corporate value proposition

(brand), reputation

EngagementEnablement

Empowerment

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South Africa

Current reality: Perceptions of “5 Greats”

Great company Great leaders

Great careers Great culture

Project team – line & HR

General managers

Current reality: Perceptions of “5 Greats”

Engagement, Enablement Empowerment

Great rewards

• The perception survey confirms that the critical areas requiring attention are: EVP, internal communications, leadership passion, definition and accountability, flexible remuneration options, culture more actively managed and greater engagement and empowerment.

Project team – line & HR

General managers

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Research on Engagement, Leadership and Culture linked to Performance

The Science in Strategy

Corporate Leadership Council:Highly engaged grew profits 3 x faster than

their competitors.

Highly engaged have potential to reduce staff turnover by 87 %

Highly engaged have potential to improve performance by 20 %.

Watson Wyatt: Highly engaged = financial performance 4 x

greater than lower engagement.

Highly engaged 2 x as likely to be top performers

Highly engaged missed 43 % fewer days of work due to illness.

Best Companies to Work For:Increased their turn-over by 94 % and their profits by 315% - over 4 years

Corporate leadership Council:Highly committed = 71% of cases achieving above average performance.

Below average commitment = 40% of their organisations achieving above average performance.

Hewitt:Companies with >10 % profit growth had 39 % more engaged employees and 45 % fewer disengaged employees than those with <10 % growth.

Adapted from Engaging for success: Enhancing performance through employee engagement. UK Government Report, David MacLeod & Nita Clarke, Office of Public Sector Information

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High Performance competencies

• Innovative and strategic thinking

• Strategic alignment and traction

• Structure and role alignment

• Talent management

• Change management

• Culture transformation

High PerformanceCompetencies

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Time invasions

Overwhelmed

Day job & night job

No work-life balance

Tired/Low energyFire fighting

CHAOS or ORGANISATIONAL REALITY??

Stress/anxietyLack of resources

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Operational activities Strategic activities

Emails

Planning & scheduling

Meetings

Reports

Delegation

Fire-fighting

Controlling

Securing resources

Performance management

Negotiations

Scenario planning

Strategic planning

Strategic conversations

Strategic stakeholder meetings

Networking and learning events

Building capacity with staff

Facilitate team alignment sessions

Facilitate inter-departmental alignment sessions

Facilitate innovation sessions

Manage upwards

Secure future resources – skills, capacity, successors

% time spent = % % time spent = %

Strategic vs. Operational Activities – current reality vs. future trade offs

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Paradigm busting

What paradigms do we need to shift to be more strategic and innovative?

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High engagement competencies

• Transformational leadership

• Engagement

• Enablement

• Empowerment

• Leading high performance teams

• Holding Crucial Conversations

High Engagement

Competencies

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Awareness

Authenticity

Courage

Decisiveness

Energy

Drive

Resilience

Humility

Leadership meta-

competencies

Collaborative

Innovative

EQ?

Coaching

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Leadership conversations

Connecting Coaching Feedback Influencing Crucial conversation

• Getting to know

• Finding common ground

• Understanding needs

• Showing interest, care and concern

• Opportunity for Q’s and information sharing

• Catching up

• Debriefing

• Building self awareness and insight

• Understand competency gaps and plans

• Understanding learning styles and growth

• Reality check

• Exploring options

• Solving problems

• Building confidence and competence

• ID possible causes of performance/ behaviour gap i.e.. knowledge, skills behaviour, attitudes

• Gain insight

• Share perceptions and examples

• Build evidence

• Set standards

• Intent vs. impact

• Explore own vs. other views

• Opportunities for change

• Consequences

• Steps

• Building relationships

• Building rapport

• Understanding needs, power, rational, emotional

• Present info and benefits

• Engage in different/alternate views

• Build a case for change

• Discuss choices, consequences

• Explore win/win options

• Define next steps

• Something happened

• Emotional impact

• Hurt/ disappointment / let down

• Misunderstanding

• Share feelings

• Speaking out

• Confront behaviors

• Draw boundaries

• Gain understanding

• Suggest alternative

• Build the future

• Mutual respect

• Explore win-win

• Define next steps

DYSFUNCTIONAL TEAMSSniping Blaming

Hidden agendas

Domination Super-egos

Role conflict

Indecisive Jealousy

Rivalry Marginalised

Cliques Oxygen thieves

Avoid reality Back-stabbling

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Power-plays

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Purpose Mind

Emotions

Body

Managing energy not only time

Aligned purpose and values

Defined personal and work goals

Meaningful work

Making a difference

Abundance consciousness

Clear WIIFM

Positive thinking

Positive attitude - optimism

Self-belief

Strategic thinking

Effective planning and time management

Creativity

Problem solving

Emotional intelligence

Trust

Openness

Resilience

Patience and tolerance

Happiness

Breathing

Sleep

Exercise

Diet

Water

Managing stress

Re-prioritisation

Managing capacity: the quantity, quality, focus, and force of energy that is available to perform in the storm

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Integrated framework for high performance & high engagement

Organisation Strategic Intent(Purpose, mission, vision and goals that guide the strategic direction)

Organisation Values(5-6 core values to guide decisions and behaviours)

CVP = Corporate value proposition(4-5 key messages to customers and external

stakeholders)

Leadership Brand(5-6 core distinctive leadership attributes that define the organisation’s unique

leadership style and behaviours)

EVP =employee value proposition(4-5 key messages to potential and current

employees

Leadership Competencies(15-20 core leadership competencies that define the behaviours and results of

leadership at different level of the organisation)

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Strategic Leadership toward a high performance organisation and a great place to work – 2x2 days

High Performance Organisation Review the strategic context and what it takes to build a GREAT organisationStrategic thinking and alignmentExpand strategic thinking capability and tools and understand the leaders role in strategic alignment at all levels Structure and roles Understand the impact of structure and role clarity on performance and how to identify misalignmentTalent managementReview the building blocks of talent management and the leader’s role in finding, growing and keeping talent Transformational leadership Gain insight into transformational leadership characteristics and competencies required to create a purposeful, empowered and sustainable organisation Change management Understand the processes and tools to accelerate change and the leader’s role in building capacity and resilience for on-going change.Culture transformation Understand the components and impact of culture and the leader’s role in driving culture change

Module 1 – 2 daysDriving strategic change – from good to great

Leader’s role in creating a high performance organisation

Module 2 – 2 daysEngaging, enabling and empowering others

Leader’s role in creating a great place to work

Great place to workUnderstand the leader’s role in creating a GREAT place to work and managing talentEngagementUnderstand the factors impacting engagement and how to be more effective in connecting, motivating and engaging with peopleEnablementUnderstand how to assess competence gaps and build capability for improved performance and confidence through coachingEmpowermentUnderstand the factors impacting empowerment and how to be more effective in delegating, encouraging initiative and ensuring accountability.Leading high performance teamsHow to assess, develop and facilitate teams toward high performanceCrucial ConversationsHow to prepare for and hold crucial conversations to address challenging situations and people

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Any questions?

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