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<p>First, Break all the rules.pptx</p> <p>MarcusBuckingham&amp;</p> <p>CurtCoffman</p> <p>MeasuringstrengthofWorkPlace</p> <p>How do you measure the core elementsneeded to attract focus and keep theneeded to attract, focus and keep themost talented employees?</p> <p>MeasuringstrengthofWorkPlace</p> <p>Business Units were measurablyBusiness Units were measurablymore productive when employees</p> <p>d i i l l f 1answered positively on a scale of 1 to5 to the following 12 questions.</p> <p>Gallup :Analysisofperformancedatafromover2,500businessunitsandover105,000employees</p> <p>FourbusinessoutcomescorrelatetotheBig12</p> <p>PRODUCTIVITY</p> <p>PROFITABILITY</p> <p>EMPLOYEERETENTION</p> <p>CUSTOMERSATISFACTION</p> <p>12Questions</p> <p>1.DoIknowwhatisexpectedofmeatwork?</p> <p>2 D I h th t i l &amp; i t I d t d k i ht?2.DoIhavethematerials&amp;equipmentIneedtodomyworkright?</p> <p>3.Atwork,doIhavetheopportunitytodowhatIdobesteveryday?</p> <p>4. In the last 7 days, have I received recognition or praise for good work?4.Inthelast7days,haveIreceivedrecognitionorpraiseforgoodwork?</p> <p>5.Doesmysupervisororsomeoneatworkseemtocareaboutmeasaperson?</p> <p>6.Istheresomeoneatworkwhoencouragesmydevelopment?</p> <p>u</p> <p>l</p> <p>Q</p> <p>u</p> <p>e</p> <p>s</p> <p>t</p> <p>i</p> <p>o</p> <p>n</p> <p>s</p> <p>7.Atwork,domyopinionsseemtocount?</p> <p>8.Doesthepurposeofmycompanymakemefeellikemyworkisimportant?</p> <p>M</p> <p>o</p> <p>s</p> <p>t</p> <p>p</p> <p>o</p> <p>w</p> <p>e</p> <p>r</p> <p>f</p> <p>u</p> <p>9.Aremycoworkerscommittedtodoingqualitywork?</p> <p>10.DoIhaveabestfriendatwork?</p> <p>11 I h l i h h I lk d i h b ?</p> <p>M</p> <p>11.Inthelastsixmonths,haveItalkedwithsomeoneaboutmyprogress?</p> <p>12.Atwork,haveIhadopportunitiestolearnandgrow?</p> <p>Mountainclimbing</p> <p>Yestoall12</p> <p>Gettinggreatatwhatyoudo</p> <p>Summit</p> <p>HQuestions</p> <p>12Questions</p> <p>Howcanweallgrow?</p> <p>Do I belongQ ti</p> <p>11to12</p> <p>DoIbelonghere?</p> <p>Questions7to10</p> <p>WhatdoIgive?Questions3to6</p> <p>WhatdoIget?Questions1&amp;2</p> <p>Thefocusofgreatmanagers</p> <p>GreatmanagerstakeaimatBasegCampandCamp1(Q1toQ6)</p> <p>Securing5sistheirmostimportantresponsibility</p> <p>ManagersandLeadersaredifferent</p> <p>Leaders look OUTWARDLeaders look OUTWARD</p> <p>M l k INWARDManagers look INWARD</p> <p>AgreatmanagerisaCATALYST</p> <p>CATALYST:</p> <p>Ability to do fourAbilitytodofourkey activitieskeyactivities</p> <p>REALLY wellREALLY well</p> <p>4keysofGreatManagers</p> <p> Select for TALENT1. Select the SelectforTALENT Notsimplyexperience,intelligenceordetermination</p> <p>1.SelectthePerson</p> <p> Define the right OUTCOMES DefinetherightOUTCOMES Nottherightsteps2.SetExpectations</p> <p>F STRENGTHS3 Motivate the FocusonSTRENGTHS Notonweaknesses</p> <p>3.MotivatethePerson</p> <p>4 D l th FindtheRIGHTFIT Notsimplythenextrungontheladder</p> <p>4.DevelopthePerson</p> <p>Key 1: select for TalentKey1:selectforTalent</p> <p>TALENTTALENT</p> <p>A recurring pattern of THOUGHT, FEELING orArecurringpatternofTHOUGHT,FEELINGorBEHAVIOURthatcanbeproductivelyapplied.</p> <p>FILTER</p> <p>Acharacteristicwayofrespondingtotheworldaroundus.</p> <p>FILTER</p> <p>Ittellsyouwhichstimulitonoticeandwhichtoignore;whichtoloveandwhichtohate.</p> <p>ItisUNIQUE toyou.</p> <p>Y fil d i f b h iYourfilterandyourrecurringpatternsofbehaviourareenduring.</p> <p>Yourfiltermorethanyourrace,sex,ageornationalityisYOUYOU.</p> <p>WHATGREATMANAGERSKNOW</p> <p>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</p> <p>out what was left in. That is hard enough.</p> <p>Elementsofperformance</p> <p> Cannot be taught</p> <p>p</p> <p> Cannotbetaught 4linehighwaysofyourmind</p> <p> Recurrentpatternsofthought,feelingorbehavioural Difficulttotransfer</p> <p>Talents</p> <p> CanbetaughtbybreakingtotalperformanceintostepsSkills Howtodoofarole</p> <p> TransferableSkills</p> <p> CanbetaughtCan be taught Whatyouareawareof</p> <p> Factualknowledge thingsyouknow Experientialknowledge understandingspickedup</p> <p>along the wayKnowledge</p> <p>alongtheway Transferable</p> <p>3basiccategoriesofTalent</p> <p>1.Striving theWHYofaperson</p> <p>2.Thinking theHOWofaperson</p> <p>3.Relating theWHOofaperson</p> <p>Theimplicationisnotthatpeoplecannotchange.Everyonecanchange,canlearn.Everyonecangetalittlebetter.</p> <p>Thelanguageofskills,knowledgeandtalentssimplyhelpsamanageridentifywhereradicalchangeispossible,andwhereitisnot.y g p</p> <p>H fi dHowmanagersfindgreattalent?</p> <p>S d b l</p> <p>Knowwhattalentsyouarelookingfor</p> <p>Studyyourbestpeople</p> <p>Key2:definetherightoutcomes</p> <p>Managers dilemma: howdo you retain control andyfocus people onperformance when youknow that you cannot forceknow that you cannot forcepeople to behave in thesame way?</p> <p>Definetherightoutcomesandthenleteachpersonfindhisownroutetowardthoseoutcomes</p> <p>Howtomanagebyremotecontrol?Iwantperfectpeople</p> <p>Some outcomes defy definition</p> <p>Mypeopledonthaveenoughtalent</p> <p>Someoutcomesdefydefinition</p> <p>Trustisprecious:itmustbeearned</p> <p>the temptation to Control !</p> <p>Forcing your employees to follow required steps only preventscustomer dissatisfaction.If your goal is truly to satisfy, to create advocates, then the stepbystep</p> <p>approach alone cannot get you there.Instead, you must select employees who have the talent to listen and to, y p y</p> <p>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.</p> <p>Howdoyouknowiftheoutcomesareright?</p> <p>Whatisrightfor?yourcustomers?</p> <p>Wh t i i ht fWhatisrightfor</p> <p>Whatisrightforyourcompany?</p> <p>theindividual?</p> <p>Fourexpectationsofallcustomers</p> <p>Level4:Advice</p> <p>Level2:Availability</p> <p>Level3:Partnership</p> <p>Level1:Accuracy</p> <p>y</p> <p>Key3:focusonstrenghts</p> <p>Letthembecomemoreofwhotheyalreadyare</p> <p>Focusoneachpersonsstrengthandmanagearoundhisweaknesses.</p> <p>Donttrytofixtheweaknesses.</p> <p>Donttrytoperfecteachperson.</p> <p>Focusoneachpersonsstrengthandmanagearoundhisweaknesses.</p> <p>Doeverythingyoucantohelpeachpersoncultivatehistalents.</p> <p>Helpeachpersonbecomemoreofwhohealreadyis.</p> <p>Castingiseverything</p> <p>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.</p> <p>Everyone has the talent to be exceptional at something. The trick is tofind that something. The trick is in the casting.</p> <p>Spendthemosttimewithyourbestpeople</p> <p>Nonewskillsbehaviour</p> <p>Its the fairest thing to doIt sthefairestthingtodo</p> <p>Itsthebestwaytolearn</p> <p>Its the only way to reach excellenceIt stheonlywaytoreachexcellence</p> <p>Andthebestwaytobreakthroughtheceiling</p> <p>Managingaroundaweakness</p> <p>Deviseasupportsystem</p> <p>Findacomplementarypartner</p> <p>Findanalternativerole</p> <p>Determine if poor performance is trainable</p> <p>Determineifpoorperformanceisnotduetoyouasmanagertrippingthewrongtrigger!</p> <p>Determineifpoorperformanceistrainable</p> <p>Determineifitsaweaknessoranontalent</p> <p>Key4:findtherightfit</p> <p>Arungtoofar</p> <p>Most employees aret d t th i l lpromoted to their level</p> <p>of incompetence. Itsinevitable. Its built intothe system.</p> <p>ThePROBLEMwithclimbingtheladder</p> <p>One rung does not necessarily lead tog yanother.</p> <p>The conventional career path iscondemned to create competition andconflict. Why not create heroes inevery role?</p> <p>Conventional wisdom programmesemployees to hunt for marketableskills and experience to climb to thenext rung. This thinking is oftenflawed.</p> <p>BEFOREyoupromotesomeone,lookcloselyatthestriving,thinkingandrelatingtalentsneededtoexcelintherole.</p> <p>AfterscrutinisingthePERSONandtheROLE,youmaystillchoosepromotion.g y y p</p> <p>Sinceeachpersonishighlycomplex,youmaystillenduppromotingsomeoneintoapositionwherehestruggles.Nomanagerfindstheperfectfiteverytime.</p> <p>ButatleastyouwillhavetakentheTIMEtoweightheFITbetweentheDEMANDSoftheroleandtheTALENToftheperson.</p> <p>CreateheroesinEVERYroleSetuplevelsofachievement</p> <p>forEVERYrole</p> <p>For every role, definepay in broad ranges,with top end of lowerwith topend of lower</p> <p>level role overlappingbottom end of role</p> <p>aboveabove</p> <p>Set up creativeacts of revoltacts of revolt(special projects)</p> <p>Whatgreatmanagersdo</p> <p>Level the PLAYING FIELDLevelthePLAYINGFIELD</p> <p>HolduptheMIRROR</p> <p>CreateaSAFETYNET</p> <p>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.</p> <p>Theartofinterviewingfortalent</p> <p>Ensuretalentinterviewstandsalone</p> <p>Askafewopenendedquestionsandthentryandstayquiet</p> <p>Listenforspecifics</p> <p>Talent clues: rapid learningTalentclues:rapidlearning</p> <p>Talentclues:personalsatisfactions</p> <p>Know what to listen forKnowwhattolistenfor</p> <p>Theartofperformancemanagement</p> <p>KeeptheroutineSIMPLE</p> <p>Meet FREQUENTLY: minimum once a quarterMeetFREQUENTLY:minimumonceaquarter</p> <p>FocusontheFUTURE</p> <p>AskemployeetokeeptrackofHISOWNperformanceandlearnings</p> <p>Whatgreatmanagersexpectofeveryt l t d ltalentedemployee</p> <p>Lookinthemirroranychanceyouget</p> <p>Muse</p> <p>Discoveryourself</p> <p>Buildyourconstituency</p> <p>Keeptrackp</p> <p>Catchyourpeersdoingsomethingright</p> <p>Howtooperateifyourmanagerisnotit f t</p> <p>Ifshestoobusy,scheduleaperformanceplanningmeeting</p> <p>quiteperfect</p> <p>y p p g g</p> <p>Ifyouareforcedtodothingsherway,tellheryouwanttodefineyourrolemorebyoutcome,thanbysteps</p> <p>Ifyoureceiveinappropriatepraise,suggestalternativeways</p> <p>Ifsheconstantlyintrudes,askifOKtocheckinlessfrequentlythancurrentpractice</p> <p>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.</p> <p>Whatcompaniescandotocreatefriendly climate for great managers</p> <p>Valueworldclassperformanceineveryrole</p> <p>friendlyclimateforgreatmanagers</p> <p>Keepthefocusonoutcomes</p> <p>Master keys that seniormanagement of a companymanagement of a companycan use to break throughconventional wisdomsbarricades</p> <p>Study your bestStudyyourbest</p> <p>Teachthelanguageofgreatmanagers</p> <p>Endthoughts</p> <p>Great managersmake it all seem so simple.</p> <p>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.</p> <p>Completing these few steps with every single employee, your department,division or company will yield perennial excellence.</p> <p>Endthoughts</p> <p>NOBODYsaidallthisisEASY!</p> <p>A great manager sometimes has to STRUGGLE to BALANCEAgreatmanagersometimeshastoSTRUGGLEtoBALANCEthecompetinginterestsofthecompany,thecustomers,the</p> <p>employeesandevenherown.</p> <p>The needs of the COMPANY andthe needs of the EMPLOYEEthe needs of the EMPLOYEE,</p> <p>misaligned since the birth of thecorporation over 150 years ago, are</p> <p>CONVERGING.</p> <p>The intersection of the companyssearch for VALUE and eachindividuals search for IDENTITYare forces of change that haveare forces of change that haveseeded into the corporatelandscape for over 10 years.</p> <p>The best managers are those whoknow how to be CATALYSTS andspeed up these forces of change.</p>