Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
Executive Presence is essential for Women in Leadership.
Self Leadership expert Andrew Bryant recently shared at the SMU Singapore Management Universities, Women and Leadership Program.
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
Great book about leadership and management by the captain of a nuclear submarine, L. David Marquet. Modern, interesting, classic, tangible, and demonstrated effectiveness. Very interactive with applicable questions to your people and your organizations.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
Leadership tips for first time managersAsif Ebrahim
1. Accept that you still have lots to learn as a new leader and be prepared to learn from others, including your team.
2. Communicate clearly with your team by keeping them informed of goals, priorities, and deadlines and welcome questions and feedback.
3. Set a good example by holding yourself to the same high standards of professionalism and dedication that you expect from your team.
This document outlines the agenda and content for a coaching skills workshop for managers. The workshop will address coaching fundamentals like the differences between coaching, mentoring and training. It will cover coaching principles such as learning styles and barriers. Various coaching methods like the GROW model and giving feedback will be taught. The workshop aims to provide managers with the skills to effectively coach their employees to improve performance.
The document discusses the role of a leader as a coach and provides guidance on how to effectively coach team members. It outlines universal principles of providing direction, fostering collaboration, and motivating achievement. A coach is responsible for setting high expectations, guiding, supporting, advising, providing feedback, and encouraging team members. The five steps to effective coaching are to compare performance to expectations, meet with the team member, ask for acknowledgement, work toward a solution, and follow up. Coaching benefits include high morale, empowerment, and development.
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
The document summarizes a presentation about the book "Leaders Eat Last" by Simon Sinek. The presentation outlines four outcomes of understanding how creating an environment where employees feel valued is important. It also discusses how stress can be reduced and fulfillment increased when people feel part of a "circle of safety" with their colleagues and leaders. Additionally, it notes how humans are wired to work together socially and chemically through the release of endorphins, dopamine, serotonin and oxytocin.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
This document contains 21 principles of leadership. It discusses how leadership ability determines effectiveness, influence is the true measure of a leader, and leadership develops daily rather than instantly. A good leader charts the course, adds value by serving others, and builds trust which is the foundation of leadership. People naturally follow leaders stronger than themselves.
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
The document discusses measuring the strength of a workplace by analyzing responses to 12 questions from over 105,000 employees. It finds that business units are more productive when employees answer positively to questions about their work. It then outlines the keys to being a great manager: selecting employees for talent, defining the right outcomes, focusing on strengths, and finding the right job fit for each person. Great managers make these principles seem simple but applying them well requires balancing many competing interests.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
Successful Personal and Personnel Professional DevelopmentProformative, Inc.
Proformative presents Successful Personal & Personnel Professional Development. Special thanks to Ernie Humphrey, Vice President, Proformative.
To download the entire presentation, visit http://bit.ly/97pvjV
The presentation is a summary of the book "The new art of the leader." by Ph.D Major General Rtd. USAFR.
The Book contains topics like:
The combat model of leadership
How to gain self-confidence
Secrets of motivatoin
Luqman O. Obileye gives a presentation on personal effectiveness and self-branding. He argues that one does not work for an employer but rather works for themselves as the CEO of "Me Incorporated." He outlines four steps to branding oneself as a personal brand: defining your brand, determining objectives, increasing visibility, and living up to your own brand. The presentation emphasizes developing skills, being a valuable resource, differentiating oneself, promoting one's abilities, and anticipating change in order to be professionally successful.
First Break All The Rules Managers Workshoppatrickking
This document summarizes key points from the book "First Break All the Rules" by Marcus Buckingham and Curt Coffman. It discusses the book's four main concepts for managing talent: selecting for talent over experience; defining the right outcomes rather than steps; focusing on strengths rather than weaknesses; and finding the right fit rather than the next rung. It provides examples of how to implement each concept through interviewing, performance reviews, and career development conversations.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
The document discusses the findings of a Gallup study that interviewed 80,000 managers across 400 companies and 2,500 business units. It identifies 12 key factors that are strongly linked to employee and business outcomes like retention, customer satisfaction, productivity and profitability. Only 5 of the 12 factors are most directly tied to employee retention. The document also provides guidance for managers on developing employees, focusing on their strengths, setting clear expectations, and caring for employees as individuals.
The document discusses team building and leadership. It defines what teams are and how they work best through commitment to common objectives, defined roles and responsibilities, effective communication and decision making, and good relationships. It describes the process of team building and the different stages a team goes through - forming, storming, norming, and performing. It outlines different team roles and behaviors as well as characteristics of effective team leaders who build trust, empower their team members, and create an enthusiastic environment where the team can work together successfully to achieve results.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
This document discusses the key factors that differentiate good companies from great companies. It emphasizes that greatness is a choice, not determined by circumstances alone. To become great, companies must focus on both what to do as well as what not to do. Specifically, the document recommends getting the right people on the bus and in the right seats, developing self-discipline at the individual, action, and people levels, and cultivating a paradoxical blend of humility and will as an executive leader.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
Mastering Management Insights from First Break All the Rules.pptxAS Design
Discover the keys to effective leadership and managerial success with this comprehensive presentation based on Marcus Buckingham's seminal work, "First, Break All the Rules." Dive into a treasure trove of insights and actionable strategies distilled from Buckingham's research on exceptional managers. From identifying talent and maximizing strengths to fostering employee engagement and driving performance, this presentation covers it all. Whether you're a seasoned manager seeking to refine your skills or an aspiring leader eager to learn from the best, this resource-packed presentation is your roadmap to managerial greatness. Explore the groundbreaking principles outlined in "First, Break All the Rules" and revolutionize your approach to leadership today!
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
High Performing Teams: Shared Values, Diverse StrengthsDan Griffiths
Is your team performing at its very best? Do you have team members that are playing out of position? How can you build a sense of shared values and tap into the diverse strengths of each member of your team? This session uses Gallup's Strengths framework to engage your team in productive conversations about leveraging the unique gifts and talents of each member.
Level 5 leadership describes the most effective type of leader, who blends extreme personal humility with intense professional will. A Level 5 leader sits atop a hierarchy and is able to transform an organization from good to great through compelling modesty, calm determination, and unwavering focus on achieving superb long-term results through their team. The document provides characteristics and strategies for developing Level 5 leadership, including cultivating humility, taking responsibility, getting the right people, and communicating a simple unifying purpose that ignites passion.
This document provides guidance on creating effective hiring strategies. It discusses the importance of performance profiles over traditional job descriptions, focusing on what the candidate will do rather than their qualifications. It also emphasizes using a two-question interview format centered around accomplishment-based questions and visualization exercises. The closing section notes that candidates are more motivated by career opportunities than compensation alone, so the job should be differentiated to emphasize growth, stretch assignments, and manager involvement. The overall message is that nothing is more important to business success than hiring great people.
Blockchain, Self-Sovereign Identity and CredentialsStrategyWorks
A primer on how the blockchain may be repurposed within higher education contexts. Based on research and praxis. Link to the webinar: https://www.youtube.com/watch?v=2ubwTmtlkWc&t=316s
Six Observations on the State of Higher Education & Industry 4.0StrategyWorks
This document discusses the challenges facing higher education and the opportunities presented by Industry 4.0 and new technologies. It notes the disconnect between traditional education models and today's networked individualism. New approaches are needed like intelligent modular assessments, unbundled degrees, and thinking beyond the institution. Blockchain technology could help address issues with the current centralized credentialing system and ensure credentials belong to learners, not institutions. Pilots can help overcome resistance to change and investing in digital literacy is important to prepare students for the future of work.
Establishing a Commonwealth Centre for Connected LearningStrategyWorks
This document proposes establishing a Commonwealth Centre for Connected Learning to address challenges in modern education systems. It notes that current curricula and classrooms are outdated for 21st century learners. The Centre would leverage technology to make education more relevant, inclusive, and focused on developing 21st century skills. It would operate as a virtual knowledge hub and support pilots of interest-powered, openly-networked, and peer-supported learning models. The goals are to increase quality and access to digital learning, support educators, address inequalities, and disseminate best practices in technology-enabled education.
The skills we need to navigate the digital worldStrategyWorks
The document discusses the skills needed to navigate the digital world. It highlights how education systems need to adapt curricula and classrooms for 21st century learners. Disruptive technologies like social media and algorithms personalize information, creating echo chambers. This limits exposure to opposing views. The document advocates for developing digital literacies like critical thinking, participation, cooperation and "crap detection" to empower citizens in navigating the digital landscape. It argues digital literacies must be introduced in classrooms, workplaces and homes.
Developing a system for the accreditation of digital learning in MaltaStrategyWorks
Slides underpinning a presentation at EDEN 2016 in Budapest. Work in progress related to development of a robust, transparent accreditation system for digital education.
The document discusses alternative models for social media networks in Malta. It provides key statistics about Malta's population and demographics. It also examines Malta's primary institutions and discusses how social media is used by citizens, critics, and mainstream media in Malta. This includes examples of content on blogs, Facebook, and Twitter. The document argues that while young Maltese are increasingly using social media, mainstream players could still impede grassroots initiatives in online spaces.
This document provides an overview of social media and its relevance for small businesses. It discusses key concepts around social media, popular platforms, who uses social media and why, and how businesses are adopting social media. The document emphasizes that social media is huge in terms of users and time spent, trusted as a source of recommendations between consumers, and impacts businesses by allowing people to talk about brands. It provides tips for businesses to get started with social media, including forming a team, setting objectives, and choosing appropriate strategies and metrics to measure return on investment.
Deck of slides that underpinned a talk I gave on Open Government and Social Media to COMNET (Commonwealth Network of Information Technology for Development)
How to Install Theme in the Odoo 17 ERPCeline George
With Odoo, we can select from a wide selection of attractive themes. Many excellent ones are free to use, while some require payment. Putting an Odoo theme in the Odoo module directory on our server, downloading the theme, and then installing it is a simple process.
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
Integrated Marketing Communications (IMC)- Concept, Features, Elements, Role of advertising in IMC
Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
Classification of advertising: Geographic, Media, Target audience and Functions.
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
Delegation Inheritance in Odoo 17 and Its Use CasesCeline George
There are 3 types of inheritance in odoo Classical, Extension, and Delegation. Delegation inheritance is used to sink other models to our custom model. And there is no change in the views. This slide will discuss delegation inheritance and its use cases in odoo 17.
Beginner's Guide to Bypassing Falco Container Runtime Security in Kubernetes ...anjaliinfosec
This presentation, crafted for the Kubernetes Village at BSides Bangalore 2024, delves into the essentials of bypassing Falco, a leading container runtime security solution in Kubernetes. Tailored for beginners, it covers fundamental concepts, practical techniques, and real-world examples to help you understand and navigate Falco's security mechanisms effectively. Ideal for developers, security professionals, and tech enthusiasts eager to enhance their expertise in Kubernetes security and container runtime defenses.
2. Measuring strength of Work Place
How do you measure the core elements needed to
attract, focus and keep the most talented
employees?
“Business Units were measurably more
productive when employees answered positively
on a scale of 1 to 5 to the following 12
questions.”
Gallup
Analysis of performance data from over 2,500 business units and over
105,000 employees
3. 12 Questions
1. Do I know what is expected of me at work?
Most powerful Questions
2. Do I have the materials & equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last 7 days, have I received recognition or praise for good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow?
4. Mountain Climbing
Getting great at what you do
Yes to all
12
Questions Summit
How can we
Questions
11 to 12 all grow?
Questions Do I belong here?
7 to 10
Questions What do I give?
3 to 6
Questions What do I get?
1&2
5. A great manager is a
CATALYST
1. Select the Person
2. Set Expectations Catalyst:
3. Motivate the Ability to do four
Person key activities
4. Develop the REALLY well
Person
6. 4 Keys of
Great Managers
1. Select the • Select for TALENT
Person • Not simply experience, intelligence or determination
• Define the right OUTCOMES
2. Set Expectations • Not the right steps
3. Motivate the • Focus on STRENGTHS
Person • Not on weaknesses
4. Develop the • Find the RIGHT FIT
Person • Not simply the next rung on the ladder
7. TALENT
A recurring pattern of THOUGHT, FEELING or
BEHAVIOUR that can be productively applied.
FILTER
A characteristic way of responding to the world around us.
It tells you which stimuli to notice and which to ignore;
which to love and which to hate.
It is UNIQUE to you.
Your filter and your recurring patterns of behaviour are
enduring.
Your filter more than your race, sex, age or nationality is
YOU.
Key 1: Select for Talent
8. WHAT GREAT
MANAGERS KNOW
“People don’t change that much. Don’t waste
your time trying to put in what can be left out.
Try to draw out what was left in. That is hard
enough.” Key 1: Select for Talent
9. Elements of Performance
• Cannot be taught
• 4-line highways of your mind
Talents • Recurrent patterns of thought, feeling or
behavioural
• Difficult to transfer
• Can be taught by breaking total performance
into steps
Skills • “How to do” of a role
• Transferable
• Can be taught
• What you are aware of
Knowledge •
•
Factual knowledge – things you know
Experiential knowledge – understandings
picked up along the way
• Transferable
Key 1: Select for Talent
10. There are 3 Basic Categories of Talent
1. Striving – the ‘WHY’ of a person
2. Thinking – the ‘HOW’ of a person
3. Relating – the ‘WHO’ of a person
Key 1: Select for Talent
11. “The implication is not that people cannot change.
Everyone can change. Everyone can learn. Everyone can get a little better.
The language of skills, knowledge and talents simply helps a manager
identify where radical change is possible, and where it is not.”
Key 1: Select for Talent
12. How managers find
great talent
Know what talents you are looking for
Study your best people
Key 1: Select for Talent
13. How to manage by remote control
Manager’s dilemma: how
do you retain control and
focus people on
performance – when you
know that you cannot force
people to behave in the
same way?
Define the right
outcomes and then let
each person find his
own route toward those
outcomes
Key 2: Define the right outcomes
14. I want perfect people
My people don’t have enough talent
Some outcomes defy definition
Trust is precious: it must be earned
the temptation to Control!!
Key 2: Define the right outcomes
15. “Forcing your employees to follow required steps only prevents customer
dissatisfaction.
If your goal is truly to satisfy, to create advocates, then the step-by-step
approach alone cannot get you there.
Instead, you must select employees who have the talent to listen and to
teach, and then you must focus them towards simple emotional outcomes
like partnership and advice.
If you manage to do this, it is something that is very hard to steal.”
Key 2: Define the right outcomes
16. How do you know if the outcomes are right?
What is right for
your customers?
What is right for What is right for
your company? the individual?
Key 2: Define the right outcomes
17. Let them become more of who they already are
Focus on each person’s strength and
manage around his weaknesses.
Don’t try to fix the weaknesses.
Don’t try to perfect each person.
Focus on each person’s strength and
manage around his weaknesses.
Do everything you can to help each
person cultivate his talents.
Help each person become more of
who he already is.
Key 3: Focus on strengths
18. Casting is everything
If you want to turn talent into performance, you have to position each
person so that you are paying her to do what she is naturally wired to
do. You have to cast her in the right role.
Everyone has the talent to be exceptional at something. The trick is to
find that ‘something.’ The trick is in the casting.
Key 3: Focus on strengths
19. Spend the most time with your best people
‘No news’ kills behaviour
It’s the fairest thing to do
It’s the best way to learn
It’s the only way to reach excellence
And the best way to break through the ceiling
Key 3: Focus on strengths
20. Managing around a weakness
Devise a support system
Find a complementary partner
Find an alterative role
Determine if poor performance is trainable
Determine if poor performance is not due to
you as manager tripping the wrong trigger!!
Determine if it’s a weakness or a non-talent
Key 3: Focus on strengths
21. A rung too far
Most employees are
promoted to their level
of incompetence. It’s
inevitable. It’s built into
the system.
Key 4: Find the right fit
22. The PROBLEM with climbing the ladder
One rung does not necessarily lead to
another.
The conventional career path is
condemned to create competition and
conflict. Why not create heroes in
every role?
Conventional ‘wisdom’ programmes
employees to hunt for marketable
skills and experience to climb to the
next rung. This thinking is often
flawed.
Key 4: Find the right fit
23. “BEFORE you promote someone, look closely at the striving, thinking and relating
talents needed to excel in the role.
After scrutinising the PERSON and the ROLE, you may still choose promotion.
Since each person is highly complex, you may still end up promoting someone into a
position where he struggles. No manager finds the perfect fit every time.
But at least you will have taken the TIME to weigh the FIT between the DEMANDS of
the role and the TALENT of the person”.
Key 4: Find the right fit
24. Create heroes in EVERY role
Set up levels of achievement
for EVERY role
For every role, define
pay in broad
ranges, with top-end
of lower-level role
overlapping bottom
end of role above
Set up ‘creative
acts of revolt’
(special projects)
Key 4: Find the right fit
25. What Great managers do
Level the PLAYING FIELD
Hold up the MIRROR
Create a SAFETY NET
Key 4: Find the right fit
26. The art of tough love
“Tough love is a mind-set. An uncompromising focus on excellence with a
genuine need to care. It focuses great managers to confront poor performance
early and directly. It allows them to keep their relationship with the employee
intact. Even if the employee has to be ‘let go’. Understanding that each person
possesses enduring patterns of thought, feelings and behaviour liberates
managers who have to confront poor performance. Because it frees the
manager from blaming the employee.”
Key 4: Find the right fit
27. The art of interviewing for talent
Ensure talent interview stands alone
Ask a few open-ended questions and
then try and stay quiet
Listen for specifics
Talent clues: rapid learning
Talent clues: personal satisfactions
Know what to listen for
28. The art of performance management
Keep the routine SIMPLE
Meet FREQUENTLY: minimum once a quarter
Focus on the FUTURE
Ask employee to keep track of HIS OWN performance and learnings
29. What great managers expect of every talented employee
Look in the mirror any chance you get
Muse
Discover yourself
Build your constituency
Keep track
Catch your peers doing something right
30. How to operate if your manager is not quite ‘perfect’
If she’s too ‘busy’, schedule a performance planning meeting
If you are forced to do things ‘her way’, tell her you want to
define your role more by outcome, than by steps
If you receive inappropriate praise, suggest alternative ways
If she constantly intrudes, ask if ‘OK to check in less
frequently than current practice’
If your ‘problems’ are of an entirely different
nature, if your manager consistently ignores
you, distrusts you, takes credit for your
work, blames you for her mistakes or disrespects
you… then get out from under her. You deserve
better.
31. What companies can do to create friendly climate for great managers
Keep the focus on outcomes
Value world-class performance in every role
Master keys that senior
management of a
company can use to break
through ‘conventional
wisdom’s’ barricades
Study your best
Teach the language of great managers
32. End thoughts
“Great managers make it all seem so simple.
Just select for talent, define the right outcomes, focus on strengths and then,
as each person grows, encourage him or her to find the right fit.
Completing these few steps with every single employee, your department,
division or company will yield perennial excellence.”
33. End thoughts
NOBODY said all this is EASY!
A great manager sometimes has to STRUGGLE to BALANCE
the competing interests of the company, the customers, the
employees and even her own.
34. End thoughts
“The needs of the COMPANY and
the needs of the EMPLOYEE,
misaligned since the birth of the
corporation over 150 years ago, are
CONVERGING.
The intersection of the company’s
search for VALUE and each
individual’s search for IDENTITY
are forces of change that have
seeded into the corporate
landscape for over 10 years.
The best managers are those who
know how to be CATALYSTS and
speed up these forces of change.”