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First, Break all the rules.pptx
How do you measure the core elementsneeded to attract focus and keep theneeded to attract, focus and keep themost talented employees?
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.
2 D I h th t i l & i t I d t d k i ht?2.DoIhavethematerials&equipmentIneedtodomyworkright?
4. In the last 7 days, have I received recognition or praise for good work?4.Inthelast7days,haveIreceivedrecognitionorpraiseforgoodwork?
11 I h l i h h I lk d i h b ?
Do I belongQ ti
Leaders look OUTWARDLeaders look OUTWARD
M l k INWARDManagers look INWARD
Ability to do fourAbilitytodofourkey activitieskeyactivities
REALLY wellREALLY well
Select for TALENT1. Select the SelectforTALENT Notsimplyexperience,intelligenceordetermination
Define the right OUTCOMES DefinetherightOUTCOMES Nottherightsteps2.SetExpectations
F STRENGTHS3 Motivate the FocusonSTRENGTHS Notonweaknesses
4 D l th FindtheRIGHTFIT Notsimplythenextrungontheladder
Key 1: select for TalentKey1:selectforTalent
A recurring pattern of THOUGHT, FEELING orArecurringpatternofTHOUGHT,FEELINGorBEHAVIOURthatcanbeproductivelyapplied.
Y fil d i f b h iYourfilterandyourrecurringpatternsofbehaviourareenduring.
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.
Cannot be taught
CanbetaughtCan be taught Whatyouareawareof
Factualknowledge thingsyouknow Experientialknowledge understandingspickedup
along the wayKnowledge
Thelanguageofskills,knowledgeandtalentssimplyhelpsamanageridentifywhereradicalchangeispossible,andwhereitisnot.y g p
H fi dHowmanagersfindgreattalent?
S d b l
Managers dilemma: howdo you retain control andyfocus people onperformance when youknow that you cannot forceknow that you cannot forcepeople to behave in thesame way?
Some outcomes defy definition
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.
Wh t i i ht fWhatisrightfor
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.
Its the fairest thing to doIt sthefairestthingtodo
Its the only way to reach excellenceIt stheonlywaytoreachexcellence
Determine if poor performance is trainable
Most employees aret d t th i l lpromoted to their level
of incompetence. Itsinevitable. Its built intothe system.
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.
AfterscrutinisingthePERSONandtheROLE,youmaystillchoosepromotion.g y y p
For every role, definepay in broad ranges,with top end of lowerwith topend of lower
level role overlappingbottom end of role
Set up creativeacts of revoltacts of revolt(special projects)
Level the PLAYING FIELDLevelthePLAYINGFIELD
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.
Talent clues: rapid learningTalentclues:rapidlearning
Know what to listen forKnowwhattolistenfor
Meet FREQUENTLY: minimum once a