A travel guide to peak performance

The first 4 stages to reinvent Performance Management

What is Agile Performance Management?

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The Human Capital Institute is one of the first to offer

certification for Agile Performance Management.

In 2016 they described it as a process of:

• Setting goals

• Helping managers coach individuals

• Providing more continuous feedback, support, and growth

or change (shifting the focus from annual evaluation and

rankings to continuous feedback and development)

• Being more collaborative, social, and faster-moving

This is definition is already outdated

What is Agile Performance Management?

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As of now, we suggest adjustment towards:

• Agreeing commitments Setting goals

• Helping managers everyone coach others

• Providing more continuous micro feedback, support, and

growth or change (shifting the focus from annual evaluation

and rankings to continuous feedback feed forward and

development just in time learning)

• Being more collaborative, social, and faster-moving

• Providing people analytics for decision support

…. and this will continue to evolve

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To help navigate this landscape we have a travel guide

Plan your routeWhich direction will you take, how far do you want to go, and how to avoid the sinkholes

Prepare for your journeyPump up the tyres, check the warning lights and fill up the fuel tank

The hill climbHow to overcome resistance and build momentum

Getting to know your travel companionsThe essential relationship skills for an enjoyable trip

The 4 essential first stages

Planning your route

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Agile is not an undocumented free-for-all

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Software Developers have been agile since 2001 when the Agile Manifesto was signed

1. Continuous delivery of value2. Change is welcomed3. Work cadence of 2 weeks to 2 months4. Daily collaboration5. Support & trust the team6. Face to face communication is best7. Simple measures that I control8. Keep a sustainable pace9. Pay attention to excellence10. Simplify ; maximise work not done11. Allow teams to self-organise12. Reflect & continuously improve

We can learn from the mistakes of agile developers

Don’t get stuck in Wagile

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Analysis

Design

Develop

Test

Waterfall

12 – 24 months

Wagile

A

D

D

T

A

D

D

T

A

D

D

T

12 – 24 months

Agile

2 – 4 weeks

Doing the same old things more often is a quick fix not agile

Done!

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How do you know when you are done?

Review objectives Track metrics Ask stakeholders Check sentiment Benchmark Consult vendors Win awards

- Fatigue- End of timeframe- No more budget

Prepare for your journey

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Check the warning lights

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Readiness is critical to success

Carefully introduce the change if you don’t want the brakes to go on mentally:

Certainty: clarity of what the future holds,

Options: the extent to which people will have choices and not be railroaded down a path they are uncomfortable with,

Reputation: how social status and relative importance will be preserved, and

Equity: the means by which fairness is assured

CORE is a NeuroLeadership framework from Head Heart + Brain

Pump up the tyres

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Your managers are the most threatened

Managers are where the rubber hits the road!

They need to change most drastically

Many will struggle with letting go of control

Great managers are not automatically great coaches

Help them find their coaching mojo.Are they a Glorious Bastard, Nurturer or Iconoclast (“Superbosses” Sydney Finkelstein)

Fill up the fuel tank

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Making conversation a renewable energy source is key

Conversation is the fuel of Agile Performance Management

Quality not quantity matters

Digitization has eroded conversation skills. Your workforce will need training.

The common approach is to define conversation types/topics, provide structure for these and practice/role play

The Hill Climb

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Change your vehicle

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The less distance from old to new, the steeper the gradient

To overcome the stigma of traditional performance management

Be mindful of mental models formed from past experiences

Use alternative terminology

Create a peak performance program and brand

Introduce a system of engagement rather than coerce a system of record (HRMS) to do something it isn’t designed for

Select the right gear

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If you can’t measure sentiment, you don’t know the gear you’re in

Create a positive association with the new approach from the outset

Between 6 and 8 positives for each negative

Positive/ negative is how the recipient perceives the feedback not the person giving it

Safe ground is praise, gratitude, and affirmations

More than 11 positives starts to become counter productive for peak performance due to reduced opportunity to learn/improve

Avoid sliding back

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Use the habit loop so feedback becomes 2nd nature

Reminder, Routine, Reward

Emphasis on the reminder to trigger the routine of giving feedback

Use cues that push and pull feedback • Completed a project milestone? Ask for

feedback from your co-workersDelivered a report? Ask for feedback from your client

• Is it pay day? Give feedback to your team members

• Had a meeting? Who's contribution was feedback worthy

• Got interrupted? Is there feedback in mind that you've now a moment to share?

• Getting coffee? Just enough time to post a message in your feedback App!

Use the goal gradient effect to show progress

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The closer we are to a goal the faster we move towards it

I have used marginal effort to achieve some progress

I have completed a micro goal or two and gained a lot of progress

I am over half way and have a challenging task or two now

Just 1 very difficult task and this will be done

Understanding your travelling companions

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Finding Strengths

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Feed forward into strength development

Refocus from improving weaknesses to strengths based development

Hard to do as strengths can be hidden whereas weaknesses are more obvious

• Up to 7% increase in customer engagement,

• 15% increase in employee engagement,• up to 29% increase in profit, and• up to 72 point reduction in staff

turnover.

Use a strength finder to help re(discover) the strengths in your people

Getting to Why?

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Dare you ask why each person in your team chooses to be there?

Checklist for your authentic interest in your team members

• Do you know the highest priorities and deepest drivers or your co-workers?

• Do you help them link the work they do to those priorities, and to the goals of the company?

• Do you contribute back to their communities and the causes they believe in?

• Do you rally around to lift the pressure at work, when you know there's pressure at home?

• Do you continually reinforce how they are valued through praise and appreciation?

Providing individualised meaning for the work that is being done is the most effective way of retaining your people

Grounds

Motivation

Cause

Impetus

Basis

Purpose

Reason

Point

GoalAims

Objective

Why?

Communicating in style

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Does your message always come across?

At a basic level our brains continuously seek answers and explanations to resolve uncertainty. However, the way we do this varies.

Analytical communicators like to know the facts. They want to hear data first and resolve uncertainty by the numbers.

Personal communicators want to understand the emotions of a situation. They resolve uncertainty by knowing if people feel the same way as them about a situation.

Intuitive communicators want to fit this discussion into their big picture. If at face value it fits (confirmation bias kicks in here) nothing more need be said, and

Functional communicators want to know the sequence of events that built up to this, and what must happen next so they can be certain they're doing the right thing

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Look out for the next 4 stages of the journey

3 causes of upsetHow to avoid jams

Learn more ….

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