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Alex Grech
Week #19 Alt-MBA
www.Alt-MBA.com
Measuring strength of Work Place
How do you measure the core elements needed to
attract, focus and keep the most talented
employees?
“Business Units were measurably more
productive when employees answered positively
on a scale of 1 to 5 to the following 12
questions.”

Gallup
Analysis of performance data from over 2,500 business units and over
105,000 employees
12 Questions
                          1. Do I know what is expected of me at work?
Most powerful Questions




                          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?
                          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?
                          7. At work, do my opinions seem to count?
                          8. Does the purpose of my company make me feel like my work is important?
                          9. Are my co-workers committed to doing quality work?
                          10. Do I have a best friend at work?
                          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
Getting great at what you do
  Yes to all
     12
  Questions                 Summit
                         How can we
  Questions
   11 to 12               all grow?

  Questions            Do I belong here?
   7 to 10


  Questions             What do I give?
   3 to 6


  Questions             What do I get?
    1&2
A great manager is a
CATALYST




    1. Select the Person
    2. Set Expectations    Catalyst:
    3. Motivate the        Ability to do four
       Person              key activities
    4. Develop the         REALLY well
       Person
4 Keys of
                      Great Managers

1. Select the         • Select for TALENT
Person                • Not simply experience, intelligence or determination


                      • Define the right OUTCOMES
2. Set Expectations   • Not the right steps


3. Motivate the       • Focus on STRENGTHS
Person                • Not on weaknesses


4. Develop the        • Find the RIGHT FIT
Person                • Not simply the next rung on the ladder
TALENT


A recurring pattern of THOUGHT, FEELING or
BEHAVIOUR that can be productively applied.

       FILTER

A characteristic way of responding to the world around us.
It tells you which stimuli to notice and which to ignore;
which to love and which to hate.
It is UNIQUE to you.
Your filter and your recurring patterns of behaviour are
enduring.
Your filter more than your race, sex, age or nationality is
YOU.


                                                              Key 1: Select for Talent
WHAT GREAT
MANAGERS KNOW




“People don’t change that much. Don’t waste
your time trying to put in what can be left out.
Try to draw out what was left in. That is hard
enough.”                         Key 1: Select for Talent
Elements of Performance
            • Cannot be taught
            • 4-line highways of your mind
  Talents   • Recurrent patterns of thought, feeling or
              behavioural
            • Difficult to transfer


            • Can be taught by breaking total performance
              into steps
   Skills   • “How to do” of a role
            • Transferable

            • Can be taught
            • What you are aware of

Knowledge   •
            •
              Factual knowledge – things you know
              Experiential knowledge – understandings
              picked up along the way
            • Transferable


                                           Key 1: Select for Talent
There are 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



                                               Key 1: Select for Talent
“The implication is not that people cannot change.
Everyone can change. Everyone 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.”




                                                Key 1: Select for Talent
How managers find
      great talent



Know what talents you are looking for

Study your best people




                                        Key 1: Select for Talent
How to manage by remote control
Manager’s dilemma: how
do you retain control and
focus people on
performance – when you
know that you cannot force
people to behave in the
same way?

Define the right
outcomes and then let
each person find his
own route toward those
outcomes
                             Key 2: Define the right outcomes
I want perfect people

My people don’t have enough talent

Some outcomes defy definition

Trust is precious: it must be earned




            the temptation to Control!!

                                       Key 2: Define the right outcomes
“Forcing your employees to follow required steps only prevents customer
dissatisfaction.
If your goal is truly to satisfy, to create advocates, then the step-by-step
approach alone cannot get you there.
Instead, you must select employees who have the talent to listen and to
teach, and then you must focus them towards simple emotional outcomes
like partnership and advice.
If you manage to do this, it is something that is very hard to steal.”




                                                  Key 2: Define the right outcomes
How do you know if the outcomes are right?




What is right for
your customers?




           What is right for           What is right for
           your company?               the individual?



                                            Key 2: Define the right outcomes
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.

                                         Key 3: Focus on strengths
Casting is everything




If you want to turn talent into performance, you have to position each
person so that you are paying her to do what she is naturally wired to
do. You have to cast her in the right role.
Everyone has the talent to be exceptional at something. The trick is to
find that ‘something.’ The trick is in the casting.




                                                      Key 3: Focus on strengths
Spend the most time with your best people

‘No news’ kills behaviour
It’s the fairest thing to do
It’s the best way to learn
It’s the only way to reach excellence
And the best way to break through the ceiling




                                                Key 3: Focus on strengths
Managing around a weakness




                                               Devise a support system
                                               Find a complementary partner
                                               Find an alterative role




Determine if poor performance is trainable
Determine if poor performance is not due to
you as manager tripping the wrong trigger!!

Determine if it’s a weakness or a non-talent
                                               Key 3: Focus on strengths
A rung too far




                 Most employees are
                 promoted to their level
                 of incompetence. It’s
                 inevitable. It’s built into
                 the system.




                   Key 4: Find the right fit
The PROBLEM with climbing the ladder


                               One rung does not necessarily lead to
                               another.

                               The conventional career path is
                               condemned to create competition and
                               conflict. Why not create heroes in
                               every role?

                               Conventional ‘wisdom’ programmes
                               employees to hunt for marketable
                               skills and experience to climb to the
                               next rung. This thinking is often
                               flawed.



                                       Key 4: Find the right fit
“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.
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”.




                                                        Key 4: Find the right fit
Create heroes in EVERY role

                     Set up levels of achievement
                     for EVERY role

                       For every role, define
                       pay in broad
                       ranges, with top-end
                       of lower-level role
                       overlapping bottom
                       end of role above

                              Set up ‘creative
                              acts of revolt’
                              (special projects)




                                              Key 4: Find the right fit
What Great managers do




Level the PLAYING FIELD

Hold up the MIRROR

Create a SAFETY NET



                            Key 4: Find the right fit
The art of tough love
“Tough love is a mind-set. An uncompromising focus on excellence with a
genuine need to care. It focuses great managers to confront poor performance
early and directly. It allows them to keep their relationship with the employee
intact. Even if the employee has to be ‘let go’. Understanding that each person
possesses enduring patterns of thought, feelings and behaviour liberates
managers who have to confront poor performance. Because it frees the
manager from blaming the employee.”




                                                     Key 4: Find the right fit
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 learning
                                     Talent clues: personal satisfactions
                                     Know what to listen for
The art of performance management

             Keep the routine SIMPLE




                               Meet 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 talented employee

                             Look in the mirror any chance you get

                             Muse

                             Discover yourself

                             Build your constituency

                             Keep track

                             Catch your peers doing something right
How to operate if your manager is not quite ‘perfect’

                If she’s too ‘busy’, schedule a performance planning meeting

                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 different
                          nature, if your manager consistently ignores
                          you, distrusts you, takes credit for your
                          work, blames you for her mistakes or disrespects
                          you… then get out from under her. You deserve
                          better.
What companies can do to create friendly climate for great managers

                  Keep the focus on outcomes

                Value world-class performance in every role




                                                              Master keys that senior
                                                              management of a
                                                              company can use to break
                                                              through ‘conventional
                                                              wisdom’s’ barricades




                 Study your best

                 Teach the language of great managers
End thoughts




 “Great managers make 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 BALANCE
      the competing interests of the company, the customers, the
      employees and even her own.
End thoughts
               “The needs of the COMPANY and
               the needs of the EMPLOYEE,
               misaligned since the birth of the
               corporation over 150 years ago, are
               CONVERGING.

               The intersection of the company’s
               search for VALUE and each
               individual’s search for IDENTITY
               are forces of change that have
               seeded into the corporate
               landscape for over 10 years.

               The best managers are those who
               know how to be CATALYSTS and
               speed up these forces of change.”
Acknowledgements
All images from Flickr under Creative Commons licences

                                                                                    http://twitter.com/alexgrech




http://www.flickr.com/photos/mendelsohn/532213817        http://www.flickr.com/photos/h-k-d/3437441877

http://www.flickr.com/photos/argonne/3469322016          http://www.flickr.com/photos/hugopan/72708544
http://www.flickr.com/photos/alele/2293155601            http://www.flickr.com/photos/mpsfender182/3006123707

http://www.flickr.com/photos/28031327@N05/2615751976     http://www.flickr.com/photos/splorp/63656900
http://www.flickr.com/photos/foreby/2785429894           http://www.flickr.com/photos/johnandketurah/2886955130
http://www.flickr.com/photos/ragesoss/2374914189         http://www.flickr.com/photos/randysonofrobert/1154746963
http://www.flickr.com/photos/lenore-m/359188253          http://www.flickr.com/photos/hazy_jenius/2268675201

http://www.flickr.com/photos/lincolnian/2266798033       http://www.flickr.com/photos/23912576@N05/2962194797
http://www.flickr.com/photos/pinksherbet/233228813       http://www.flickr.com/photos/angelsk/3450497836

http://www.flickr.com/photos/splityarn/3428570139        http://www.flickr.com/photos/e3000/256560692/

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First Break All The Rules

  • 1. Alex Grech Week #19 Alt-MBA www.Alt-MBA.com
  • 2. Measuring strength of Work Place How do you measure the core elements needed to attract, focus and keep the most talented employees? “Business Units were measurably more productive when employees answered positively on a scale of 1 to 5 to the following 12 questions.” Gallup Analysis of performance data from over 2,500 business units and over 105,000 employees
  • 3. 12 Questions 1. Do I know what is expected of me at work? Most powerful Questions 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? 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? 7. At work, do my opinions seem to count? 8. Does the purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 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?
  • 4. Mountain Climbing Getting great at what you do Yes to all 12 Questions Summit How can we Questions 11 to 12 all grow? Questions Do I belong here? 7 to 10 Questions What do I give? 3 to 6 Questions What do I get? 1&2
  • 5. A great manager is a CATALYST 1. Select the Person 2. Set Expectations Catalyst: 3. Motivate the Ability to do four Person key activities 4. Develop the REALLY well Person
  • 6. 4 Keys of Great Managers 1. Select the • Select for TALENT Person • Not simply experience, intelligence or determination • Define the right OUTCOMES 2. Set Expectations • Not the right steps 3. Motivate the • Focus on STRENGTHS Person • Not on weaknesses 4. Develop the • Find the RIGHT FIT Person • Not simply the next rung on the ladder
  • 7. TALENT A recurring pattern of THOUGHT, FEELING or BEHAVIOUR that can be productively applied. FILTER A characteristic way of responding to the world around us. It tells you which stimuli to notice and which to ignore; which to love and which to hate. It is UNIQUE to you. Your filter and your recurring patterns of behaviour are enduring. Your filter more than your race, sex, age or nationality is YOU. Key 1: Select for Talent
  • 8. WHAT GREAT MANAGERS KNOW “People don’t change that much. Don’t waste your time trying to put in what can be left out. Try to draw out what was left in. That is hard enough.” Key 1: Select for Talent
  • 9. Elements of Performance • Cannot be taught • 4-line highways of your mind Talents • Recurrent patterns of thought, feeling or behavioural • Difficult to transfer • Can be taught by breaking total performance into steps Skills • “How to do” of a role • Transferable • Can be taught • What you are aware of Knowledge • • Factual knowledge – things you know Experiential knowledge – understandings picked up along the way • Transferable Key 1: Select for Talent
  • 10. There are 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 Key 1: Select for Talent
  • 11. “The implication is not that people cannot change. Everyone can change. Everyone 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.” Key 1: Select for Talent
  • 12. How managers find great talent Know what talents you are looking for Study your best people Key 1: Select for Talent
  • 13. How to manage by remote control Manager’s dilemma: how do you retain control and focus people on performance – when you know that you cannot force people to behave in the same way? Define the right outcomes and then let each person find his own route toward those outcomes Key 2: Define the right outcomes
  • 14. I want perfect people My people don’t have enough talent Some outcomes defy definition Trust is precious: it must be earned the temptation to Control!! Key 2: Define the right outcomes
  • 15. “Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them towards simple emotional outcomes like partnership and advice. If you manage to do this, it is something that is very hard to steal.” Key 2: Define the right outcomes
  • 16. How do you know if the outcomes are right? What is right for your customers? What is right for What is right for your company? the individual? Key 2: Define the right outcomes
  • 17. 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. Key 3: Focus on strengths
  • 18. Casting is everything If you want to turn talent into performance, you have to position each person so that you are paying her to do what she is naturally wired to do. You have to cast her in the right role. Everyone has the talent to be exceptional at something. The trick is to find that ‘something.’ The trick is in the casting. Key 3: Focus on strengths
  • 19. Spend the most time with your best people ‘No news’ kills behaviour It’s the fairest thing to do It’s the best way to learn It’s the only way to reach excellence And the best way to break through the ceiling Key 3: Focus on strengths
  • 20. Managing around a weakness Devise a support system Find a complementary partner Find an alterative role Determine if poor performance is trainable Determine if poor performance is not due to you as manager tripping the wrong trigger!! Determine if it’s a weakness or a non-talent Key 3: Focus on strengths
  • 21. A rung too far Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system. Key 4: Find the right fit
  • 22. The PROBLEM with climbing the ladder One rung does not necessarily lead to another. The conventional career path is condemned to create competition and conflict. Why not create heroes in every role? Conventional ‘wisdom’ programmes employees to hunt for marketable skills and experience to climb to the next rung. This thinking is often flawed. Key 4: Find the right fit
  • 23. “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. 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”. Key 4: Find the right fit
  • 24. Create heroes in EVERY role Set up levels of achievement for EVERY role For every role, define pay in broad ranges, with top-end of lower-level role overlapping bottom end of role above Set up ‘creative acts of revolt’ (special projects) Key 4: Find the right fit
  • 25. What Great managers do Level the PLAYING FIELD Hold up the MIRROR Create a SAFETY NET Key 4: Find the right fit
  • 26. The art of tough love “Tough love is a mind-set. An uncompromising focus on excellence with a genuine need to care. It focuses great managers to confront poor performance early and directly. It allows them to keep their relationship with the employee intact. Even if the employee has to be ‘let go’. Understanding that each person possesses enduring patterns of thought, feelings and behaviour liberates managers who have to confront poor performance. Because it frees the manager from blaming the employee.” Key 4: Find the right fit
  • 27. 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 learning Talent clues: personal satisfactions Know what to listen for
  • 28. The art of performance management Keep the routine SIMPLE Meet FREQUENTLY: minimum once a quarter Focus on the FUTURE Ask employee to keep track of HIS OWN performance and learnings
  • 29. What great managers expect of every talented employee Look in the mirror any chance you get Muse Discover yourself Build your constituency Keep track Catch your peers doing something right
  • 30. How to operate if your manager is not quite ‘perfect’ If she’s too ‘busy’, schedule a performance planning meeting 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 different nature, if your manager consistently ignores you, distrusts you, takes credit for your work, blames you for her mistakes or disrespects you… then get out from under her. You deserve better.
  • 31. What companies can do to create friendly climate for great managers Keep the focus on outcomes Value world-class performance in every role Master keys that senior management of a company can use to break through ‘conventional wisdom’s’ barricades Study your best Teach the language of great managers
  • 32. End thoughts “Great managers make 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.”
  • 33. End thoughts NOBODY said all this is EASY! A great manager sometimes has to STRUGGLE to BALANCE the competing interests of the company, the customers, the employees and even her own.
  • 34. End thoughts “The needs of the COMPANY and the needs of the EMPLOYEE, misaligned since the birth of the corporation over 150 years ago, are CONVERGING. The intersection of the company’s search for VALUE and each individual’s search for IDENTITY are forces of change that have seeded into the corporate landscape for over 10 years. The best managers are those who know how to be CATALYSTS and speed up these forces of change.”
  • 35. Acknowledgements All images from Flickr under Creative Commons licences http://twitter.com/alexgrech http://www.flickr.com/photos/mendelsohn/532213817 http://www.flickr.com/photos/h-k-d/3437441877 http://www.flickr.com/photos/argonne/3469322016 http://www.flickr.com/photos/hugopan/72708544 http://www.flickr.com/photos/alele/2293155601 http://www.flickr.com/photos/mpsfender182/3006123707 http://www.flickr.com/photos/28031327@N05/2615751976 http://www.flickr.com/photos/splorp/63656900 http://www.flickr.com/photos/foreby/2785429894 http://www.flickr.com/photos/johnandketurah/2886955130 http://www.flickr.com/photos/ragesoss/2374914189 http://www.flickr.com/photos/randysonofrobert/1154746963 http://www.flickr.com/photos/lenore-m/359188253 http://www.flickr.com/photos/hazy_jenius/2268675201 http://www.flickr.com/photos/lincolnian/2266798033 http://www.flickr.com/photos/23912576@N05/2962194797 http://www.flickr.com/photos/pinksherbet/233228813 http://www.flickr.com/photos/angelsk/3450497836 http://www.flickr.com/photos/splityarn/3428570139 http://www.flickr.com/photos/e3000/256560692/

Hinweis der Redaktion

  1. http://www.flickr.com/photos/argonne/3469322016
  2. http://www.flickr.com/photos/alele/2293155601
  3. http://www.flickr.com/photos/28031327@N05/2615751976
  4. http://www.flickr.com/photos/foreby/2785429894
  5. http://www.flickr.com/photos/ragesoss/2374914189
  6. http://www.flickr.com/photos/lenore-m/359188253
  7. http://www.flickr.com/photos/lincolnian/2266798033
  8. http://www.flickr.com/photos/pinksherbet/233228813
  9. http://www.flickr.com/photos/splityarn/3428570139
  10. http://www.flickr.com/photos/hugopan/72708544
  11. http://www.flickr.com/photos/mpsfender182/3006123707
  12. http://www.flickr.com/photos/splorp/63656900
  13. http://www.flickr.com/photos/splorp/63656900
  14. http://www.flickr.com/photos/johnandketurah/2886955130
  15. http://www.flickr.com/photos/randysonofrobert/1154746963
  16. http://www.flickr.com/photos/hazy_jenius/2268675201
  17. http://www.flickr.com/photos/23912576@N05/2962194797
  18. http://www.flickr.com/photos/angelsk/3450497836
  19. http://www.flickr.com/photos/e3000/256560692/
  20. http://www.flickr.com/photos/e3000/256560692/
  21. http://www.flickr.com/photos/h-k-d/3437441877
  22. http://www.flickr.com/photos/mendelsohn/532213817