Post on 17-Oct-2014
description
transcript
Marcus Buckingham&
Curt Coffman
Measuring strength of Work Place
How do you measure the core elementsneeded to attract focus and keep theneeded to attract, focus and keep themost talented employees?
Measuring strength of Work Place
“Business Units were measurablyBusiness Units were measurablymore productive when employees
d i i l l f 1answered positively on a scale of 1 to5 to the following 12 questions.”
Gallup : Analysis of performance data from over 2,500 business units and over 105,000 employees
Four business outcomes correlate to the Big 12
PRODUCTIVITY
PROFITABILITY
EMPLOYEE RETENTION
CUSTOMER SATISFACTION
12 Questions
1. Do I know what is expected of me at work?
2 D I h th t i l & i t I d t d k i ht?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?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?
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7. At work, do my opinions seem to count?
8. Does the purpose of my company make me feel like my work is important?
Most p
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9. Are my co‐workers committed to doing quality work?
10. Do I have a best friend at work?
11 I h l i h h I lk d i h b ?
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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?
Mountain climbing
Yes to all 12
Getting great at what you do
Summit
HQuestions
12 Questions
How can we all grow?
Do I belongQ ti
11 to 12
Do I belong here?
Questions 7 to 10
What do I give?Questions 3 to 6
What do I get?Questions 1 & 2
The focus of great managers
Great managers take aim at Base gCamp and Camp 1 (Q1 to Q6)
Securing 5’s is their most important responsibility
Managers and Leaders are different
Leaders look OUTWARDLeaders look OUTWARD
M l k INWARDManagers look INWARD
A great manager is a CATALYST
CATALYST:
Ability to do fourAbility to do four key activitieskey activities REALLY wellREALLY well
4 keys of Great Managers
• Select for TALENT1. Select the • Select for TALENT• Not simply experience, intelligence or determination
1. Select the Person
• Define the right OUTCOMES• Define the right OUTCOMES• Not the right steps2. Set Expectations
F STRENGTHS3 Motivate the • Focus on STRENGTHS• Not on weaknesses
3. Motivate the Person
4 D l th • Find the RIGHT FIT• Not simply the next rung on the ladder
4. Develop the Person
Key 1: select for TalentKey 1: select for Talent
TALENTTALENT
A recurring pattern of THOUGHT, FEELING orA recurring pattern of THOUGHT, FEELING or BEHAVIOUR that can be productively applied.
FILTER
A characteristic way of responding to the world around us.
FILTER
It tells you which stimuli to notice and which to ignore; which to love and which to hate.
It is UNIQUE to you.
Y fil d i f b h iYour filter and your recurring patterns of behaviour are enduring.
Your filter more than your race, sex, age or nationality is YOUYOU.
WHAT GREAT MANAGERS KNOW
“People don’t change that much. Don’t waste youri i i h b l f T dtime trying to put in what can be left out. Try to drawout what was left in. That is hard enough.”
Elements of performance
• Cannot be taught
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• Cannot be taught• 4‐line highways of your mind• Recurrent patterns of thought, feeling or behavioural• Difficult to transfer
Talents
• Can be taught by breaking total performance into stepsSkills • “How to do” of a role
• TransferableSkills
• Can be taughtCan be taught• What you are aware of• Factual knowledge – things you know• Experiential knowledge – understandings picked up along the way
Knowledgealong the way
• Transferable
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
“The implication is not that people cannot change. Everyone can change, 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.” y g p
H fi dHow managers find great talent ?
S d b l
Know what talents you are looking for
Study your best people
Key 2: define the right outcomes
Manager’s dilemma: howdo you retain control andyfocus people onperformance – when youknow that you cannot forceknow that you cannot forcepeople to behave in thesame way?
Define the right outcomes and then let each person find his own route toward those outcomes
How to manage by remote control ?I want perfect people
Some outcomes defy definition
My people don’t have enough talent
Some outcomes defy definition
Trust is precious: it must be earned
the temptation to Control !
“Forcing your employees to follow required steps only preventscustomer dissatisfaction.If your goal is truly to satisfy, to create advocates, then the step‐by‐stepapproach alone cannot get you there.Instead, you must select employees who have the talent to listen and to, y p yteach, and then you must focus them towards simple emotionaloutcomes like partnership and advice.If you manage to do this it is something that is very hard to steal ”If you manage to do this, it is something that is very hard to steal.
How do you know if the outcomes are right ?
What is right for ?your customers?
Wh t i i ht fWhat is right for
What is right for your company?
the individual?
Four expectations of all customers
Level 4 : Advice
Level 2 : Availability
Level 3 : Partnership
Level 1 : Accuracy
y
Key 3: focus on strenghts
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.
Casting is everything
If you want to turn talent into performance, you have to position eachIf you want to turn talent into performance, you have to position eachperson so that you are paying her to do what she is naturally wired todo. You have to cast her in the right role.Everyone has the talent to be exceptional at something. The trick is tofind that ‘something.’ The trick is in the casting.
Spend the most time with your best people
‘No news’ kills behaviour
It’s the fairest thing to doIt s the fairest thing to do
It’s the best way to learn
It’s the only way to reach excellenceIt s the only way to reach excellence
And the best way to break through the ceiling
Managing around a weakness
Devise a support system
Find a complementary partner
Find an alternative role
Determine if poor performance is trainable
Determine if poor performance is not due to you as manager tripping the wrong trigger!
Determine if poor performance is trainable
Determine if it’s a weakness or a non‐talent
Key 4: find the right fit
A rung too far
Most employees aret d t th i l lpromoted to their level
of incompetence. It’sinevitable. It’s built intothe system.
The PROBLEM with climbing the ladder
One rung does not necessarily lead tog yanother.
The conventional career path iscondemned to create competition andconflict. Why not create heroes inevery role?
Conventional ‘wisdom’ programmesemployees to hunt for marketableskills and experience to climb to thenext rung. This thinking is oftenflawed.
“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. g y y p
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”.
Create heroes in EVERY roleSet up levels of achievement for EVERY role
For every role, definepay in broad ranges,with top end of lowerwith top‐end of lower‐level role overlappingbottom end of roleaboveabove
Set up ‘creativeacts of revolt’acts of revolt(special projects)
What great managers do
Level the PLAYING FIELDLevel the PLAYING FIELD
Hold up the MIRROR
Create a SAFETY NET
The art of tough love“Tough love is a mind‐set. An uncompromising focus on excellence with agenuine need to care. It focuses great managers to confront poor performanceearly and directly. It allows them to keep their relationship with the employeeintact Even if the employee has to be ‘let go’ Understanding that each personintact. Even if the employee has to be let go . Understanding that each personpossesses enduring patterns of thought, feelings and behaviour liberatesmanagers who have to confront poor performance. Because it frees themanager from blaming the employee.”
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 learningTalent clues: rapid learning
Talent clues: personal satisfactions
Know what to listen forKnow what to listen for
The art of performance management
Keep the routine SIMPLE
Meet FREQUENTLY: minimum once a quarterMeet FREQUENTLY: minimum once a quarter
Focus on the FUTURE
Ask employee to keep track of HIS OWN performance and learnings
What great managers expect of every t l t d ltalented employee
Look in the mirror any chance you get
Muse
Discover yourself
Build your constituency
Keep trackp
Catch your peers doing something right
How to operate if your manager is not it ‘ f t’
If she’s too ‘busy’, schedule a performance planning meeting
quite ‘perfect’
y p p g g
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 differentnature, if your manager consistently ignores you,distrusts you takes credit for your work blamesdistrusts you, takes credit for your work, blamesyou for her mistakes or disrespects you… then getout from under her. You deserve better.
What companies can do to create friendly climate for great managers
Value world‐class performance in every role
friendly climate for great managers
Keep the focus on outcomes
Master keys that seniormanagement of a companymanagement of a companycan use to break through‘conventional wisdom’s’barricades
Study your bestStudy your best
Teach the language of great managers
End thoughts
“Great managersmake 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.”
End thoughts
NOBODY said all this is EASY!
A great manager sometimes has to STRUGGLE to BALANCEA great manager sometimes has to STRUGGLE to BALANCE the competing interests of the company, the customers, the employees and even her own.
“The needs of the COMPANY andthe needs of the EMPLOYEEthe needs of the EMPLOYEE,misaligned since the birth of thecorporation over 150 years ago, areCONVERGING.
The intersection of the company’ssearch for VALUE and eachindividual’s search for IDENTITYare forces of change that haveare forces of change that haveseeded into the corporatelandscape for over 10 years.
The best managers are those whoknow how to be CATALYSTS andspeed up these forces of change.”