Transcript Slide 1

Creating a high performance culture
John Bull – Founder of Tall Tree
Focus and aims for this workshop
• Insights on the key ingredients for creating a culture of high
performance within the organisation
• Self awareness around the impact of our style and approach
as leaders, and what we can do to improve the performance
environment in the teams we lead
Leadership Convention
Marriott Forest of Arden, November 16-17
Why investing in leadership matters
Hold yourself to a higher standard
Top 5%
The top 5% of managers have almost twice the impact
on performance as there merely ‘good’ colleagues.
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Key insight: Hold yourself to a higher standard; the
most important thing you can do to raise performance is
to develop your management skills
LEADERSHIP COMPETENCE
Leadership Convention
Marriott Forest of Arden, November 16-17
Building & sustaining high performance
Four key principles that underpin this work…
1.
P = T x E The climate (Environment) we create as leaders profoundly effects how people
behave & perform
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There are a number of specific environmental conditions that will consistently stimulate
improved performance in human populations
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A key role of leadership is to create the right conditions for high performance
4.
No matter how good we are, or think we are, we can always improve
Leadership Convention
Marriott Forest of Arden, November 16-17
Three leadership cultures…
1.
Authoritarian
A stern I-know-best style where people are told what to do, little involvement…
Goals, standards and direction on ‘how to’ handed down from leadership
Little input into the strategy
Focus is on supervising/managing implementation
2.
Laissez Faire
A pleasant leadership style but one which gives little direction
No clear leadership on vision, strategy or standards
Leaves people/structures largely to themselves
Avoids conflict or confrontation
3.
Achievement Led
Ensures clear direction, high standards, involves people and builds responsibility
Leadership engages everyone in a common aspiration
Creates a performance environment with ambitious goals, standards & feedback to drive learning
Performance achieved through responsibility and accountability at all levels
Leadership Convention
Marriott Forest of Arden, November 16-17
A fundamentally different approach to leadership
Thinking about our own style and how we need to develop it
Achievement led
Laissez Faire
Leadership Convention
Marriott Forest of Arden, November 16-17
Authoritarian
Challenge and support
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(The aim is to make this positive, L
PULL not PUSH; i.e. their buy in
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to the goal & standards creates
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the challenge & pressure)
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Achievement led
SUPPORT
Coaching and mentoring support
Leadership Convention
Marriott Forest of Arden, November 16-17
Another take on challenge & support
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Stressed
Bored
CAPABILITY / SUPPORT
Leadership Convention
Marriott Forest of Arden, November 16-17
5 key ingredients of a high performance culture
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Engage people behind a clear meaningful challenge &/or purpose
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Clarity of focus & high standards
Performance insight - absolute clarity as to what we need to focus on in order to drive success.
High standards. Okay is not okay! The goals & standards we set provide a constant challenge to continually improve in these key areas of performance
Individual clarity of roles – each individual has a clear focus for how they can best contribute
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Responsibility – distributed leadership
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Involvement –Everyone is encouraged to think about our key challenges & contribute their ideas; these ideas are listened to and acted on. i.e. People
feel their experience is valued and used to shape our approach
Distributed leadership - People are given a lot of responsibility & autonomy; and are encouraged to act on their initiative in pursuit of our goals
They are supported with coaching and mentoring to develop their ability to act on this responsibility
Feedback and recognition
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Clarity of purpose - People understand exactly what we’re trying to achieve, what we’re trying to make a difference to
Challenge – goals create a positive creative tension between current performance and what we are aspiring for, driving a culture of innovation and
continuous improvement
Engagement – people buy into what we’re trying to achieve, and are energised by it
Frequent, high quality feedback drives learning & improvement – enabling people to accurately judge (and learn from) the effectiveness of their actions
There are clear consequences attached to individual and team performance
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Recognition - good performance is recognised and rewarded
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Accountability - underperformance is held to account
Teamwork – shared goals drive effective collaboration (including with partners)
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People see their role within a bigger picture; they understand their accountability to both their individual goals and overall team
performance
Leadership Convention
Marriott Forest of Arden, November 16-17
Key leadership qualities and skills
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High standards, ambition and drive
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Ability to engage people behind the goals
•Gives clear direction
•Ignite ambition in others and build confidence
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Performance insight
•Ability to distil into a clear and simple strategy what success depends on
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Coaching mindset
•Believes in people’s potential and sees role as leader to unlock that potential
•Delegates responsibility
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Exceptional coaching skills
•For drawing out and developing people's ideas and talents
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Facilitating reviews
•skilled and disciplined approach to facilitating reviews to drive momentum and learning
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Feedback skills
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Getting people to work together
•Gives frequent recognition/positive feedback
•An ability to challenge people and give difficult feedback in a way that inspires rather than invokes defensiveness. Willing and effective in challenging
poor performance.
•able to pull people together around common goals, and create an environment where collaboration is a defining strength
And finally, a never ending commitment to keep developing their own leadership skills
•self aware of their effectiveness and impact, open to feedback, aspire to be exceptional
Leadership Convention
Marriott Forest of Arden, November 16-17
Engagement
Igniting people’s motivation, and focusing
that energy
Leadership Convention
Marriott Forest of Arden, November 16-17
What’s the purpose of a goal or plan
•To create ‘positive performance pressure’
oWhich engages people, and inspires action
•To focus and direct that energy
oFocusing where we invest out time and energy to maximise our impact with the limited
resources we have
oGiving clear roles and responsibilities etc.
•To give an effective benchmark to review and hold ourselves accountable
against
Leadership Convention
Marriott Forest of Arden, November 16-17
Setting out a clear focus for the team
Set out a clear, compelling purpose, challenge or ambition:
Make sure it is…
• Clear and measurable
• Challenging
Creates positive performance pressure
• Motivating/emotive
Something people can get excited or passionate about
Define measures
What ‘curve’ are we trying to have an impact on?
Define your strategy in terms of what success depends on
Set out what we need to focus on and excel at as a team to maximise our success?
Leadership Convention
Marriott Forest of Arden, November 16-17
To learn more about our research and work visit our website
www.talltree.org.uk
Leadership Convention
Marriott Forest of Arden, November 16-17