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First, Break all the rules.pptx

MarcusBuckingham&

CurtCoffman

MeasuringstrengthofWorkPlace

How do you measure the core elementsneeded to attract focus and keep theneeded to attract, focus and keep themost talented employees?

MeasuringstrengthofWorkPlace

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 :Analysisofperformancedatafromover2,500businessunitsandover105,000employees

FourbusinessoutcomescorrelatetotheBig12

PRODUCTIVITY

PROFITABILITY

EMPLOYEERETENTION

CUSTOMERSATISFACTION

12Questions

1.DoIknowwhatisexpectedofmeatwork?

2 D I h th t i l & i t I d t d k i ht?2.DoIhavethematerials&equipmentIneedtodomyworkright?

3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?

4. In the last 7 days, have I received recognition or praise for good work?4.Inthelast7days,haveIreceivedrecognitionorpraiseforgoodwork?

5.Doesmysupervisororsomeoneatworkseemtocareaboutmeasaperson?

6.Istheresomeoneatworkwhoencouragesmydevelopment?

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7.Atwork,domyopinionsseemtocount?

8.Doesthepurposeofmycompanymakemefeellikemyworkisimportant?

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9.Aremycoworkerscommittedtodoingqualitywork?

10.DoIhaveabestfriendatwork?

11 I h l i h h I lk d i h b ?

M

11.Inthelastsixmonths,haveItalkedwithsomeoneaboutmyprogress?

12.Atwork,haveIhadopportunitiestolearnandgrow?

Mountainclimbing

Yestoall12

Gettinggreatatwhatyoudo

Summit

HQuestions

12Questions

Howcanweallgrow?

Do I belongQ ti

11to12

DoIbelonghere?

Questions7to10

WhatdoIgive?Questions3to6

WhatdoIget?Questions1&2

Thefocusofgreatmanagers

GreatmanagerstakeaimatBasegCampandCamp1(Q1toQ6)

Securing5sistheirmostimportantresponsibility

ManagersandLeadersaredifferent

Leaders look OUTWARDLeaders look OUTWARD

M l k INWARDManagers look INWARD

AgreatmanagerisaCATALYST

CATALYST:

Ability to do fourAbilitytodofourkey activitieskeyactivities

REALLY wellREALLY well

4keysofGreatManagers

Select for TALENT1. Select the SelectforTALENT Notsimplyexperience,intelligenceordetermination

1.SelectthePerson

Define the right OUTCOMES DefinetherightOUTCOMES Nottherightsteps2.SetExpectations

F STRENGTHS3 Motivate the FocusonSTRENGTHS Notonweaknesses

3.MotivatethePerson

4 D l th FindtheRIGHTFIT Notsimplythenextrungontheladder

4.DevelopthePerson

Key 1: select for TalentKey1:selectforTalent

TALENTTALENT

A recurring pattern of THOUGHT, FEELING orArecurringpatternofTHOUGHT,FEELINGorBEHAVIOURthatcanbeproductivelyapplied.

FILTER

Acharacteristicwayofrespondingtotheworldaroundus.

FILTER

Ittellsyouwhichstimulitonoticeandwhichtoignore;whichtoloveandwhichtohate.

ItisUNIQUE toyou.

Y fil d i f b h iYourfilterandyourrecurringpatternsofbehaviourareenduring.

Yourfiltermorethanyourrace,sex,ageornationalityisYOUYOU.

WHATGREATMANAGERSKNOW

People dont change that much. Dont waste youri i i h b l f T dtime trying to put in what can be left out. Try to draw

out what was left in. That is hard enough.

Elementsofperformance

Cannot be taught

p

Cannotbetaught 4linehighwaysofyourmind

Recurrentpatternsofthought,feelingorbehavioural Difficulttotransfer

Talents

CanbetaughtbybreakingtotalperformanceintostepsSkills Howtodoofarole

TransferableSkills

CanbetaughtCan be taught Whatyouareawareof

Factualknowledge thingsyouknow Experientialknowledge understandingspickedup

along the wayKnowledge

alongtheway Transferable

3basiccategoriesofTalent

1.Striving theWHYofaperson

2.Thinking theHOWofaperson

3.Relating theWHOofaperson

Theimplicationisnotthatpeoplecannotchange.Everyonecanchange,canlearn.Everyonecangetalittlebetter.

Thelanguageofskills,knowledgeandtalentssimplyhelpsamanageridentifywhereradicalchangeispossible,andwhereitisnot.y g p

H fi dHowmanagersfindgreattalent?

S d b l

Knowwhattalentsyouarelookingfor

Studyyourbestpeople

Key2:definetherightoutcomes

Managers dilemma: howdo you retain control andyfocus people onperformance when youknow that you cannot forceknow that you cannot forcepeople to behave in thesame way?

Definetherightoutcomesandthenleteachpersonfindhisownroutetowardthoseoutcomes

Howtomanagebyremotecontrol?Iwantperfectpeople

Some outcomes defy definition

Mypeopledonthaveenoughtalent

Someoutcomesdefydefinition

Trustisprecious:itmustbeearned

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 stepbystep

approach alone cannot get you there.Instead, you must select employees who have the talent to listen and to, y p y

teach, 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.

Howdoyouknowiftheoutcomesareright?

Whatisrightfor?yourcustomers?

Wh t i i ht fWhatisrightfor

Whatisrightforyourcompany?

theindividual?

Fourexpectationsofallcustomers

Level4:Advice

Level2:Availability

Level3:Partnership

Level1:Accuracy

y

Key3:focusonstrenghts

Letthembecomemoreofwhotheyalreadyare

Focusoneachpersonsstrengthandmanagearoundhisweaknesses.

Donttrytofixtheweaknesses.

Donttrytoperfecteachperson.

Focusoneachpersonsstrengthandmanagearoundhisweaknesses.

Doeverythingyoucantohelpeachpersoncultivatehistalents.

Helpeachpersonbecomemoreofwhohealreadyis.

Castingiseverything

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.

Spendthemosttimewithyourbestpeople

Nonewskillsbehaviour

Its the fairest thing to doIt sthefairestthingtodo

Itsthebestwaytolearn

Its the only way to reach excellenceIt stheonlywaytoreachexcellence

Andthebestwaytobreakthroughtheceiling

Managingaroundaweakness

Deviseasupportsystem

Findacomplementarypartner

Findanalternativerole

Determine if poor performance is trainable

Determineifpoorperformanceisnotduetoyouasmanagertrippingthewrongtrigger!

Determineifpoorperformanceistrainable

Determineifitsaweaknessoranontalent

Key4:findtherightfit

Arungtoofar

Most employees aret d t th i l lpromoted to their level

of incompetence. Itsinevitable. Its built intothe system.

ThePROBLEMwithclimbingtheladder

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.

BEFOREyoupromotesomeone,lookcloselyatthestriving,thinkingandrelatingtalentsneededtoexcelintherole.

AfterscrutinisingthePERSONandtheROLE,youmaystillchoosepromotion.g y y p

Sinceeachpersonishighlycomplex,youmaystillenduppromotingsomeoneintoapositionwherehestruggles.Nomanagerfindstheperfectfiteverytime.

ButatleastyouwillhavetakentheTIMEtoweightheFITbetweentheDEMANDSoftheroleandtheTALENToftheperson.

CreateheroesinEVERYroleSetuplevelsofachievement

forEVERYrole

For every role, definepay in broad ranges,with top end of lowerwith topend of lower

level role overlappingbottom end of role

aboveabove

Set up creativeacts of revoltacts of revolt(special projects)

Whatgreatmanagersdo

Level the PLAYING FIELDLevelthePLAYINGFIELD

HolduptheMIRROR

CreateaSAFETYNET

TheartoftoughloveTough love is a mindset. 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.

Theartofinterviewingfortalent

Ensuretalentinterviewstandsalone

Askafewopenendedquestionsandthentryandstayquiet

Listenforspecifics

Talent clues: rapid learningTalentclues:rapidlearning

Talentclues:personalsatisfactions

Know what to listen forKnowwhattolistenfor

Theartofperformancemanagement

KeeptheroutineSIMPLE

Meet FREQUENTLY: minimum once a