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Source: www.clubsolutionsmagazine.com
Leadership teams can start the creation of high performance cultures by implementing the following 6 steps:
1. Establish a sense of urgency
They need to make it clear that the current culture needs to change, articulate the vision and business case, and describe the opportunity (as John P. Kotter states in his book The 8-Step Process for Leading Change) in a way that appeals to the hearts and minds of people.
2. Develop a set of strategic beliefs
These are the beliefs senior executives have about their organisation’s environment that enables shaping business strategy e.g. Dell believed that customers would, if the price was right, buy computers from a catalogue rather than go to computer stores as the conventional wisdom dictated they would. They created a $7 billion business.
3. Develop a set of values
Values enable the organisation to act on its strategic beliefs and implement their strategy the right way. Values shape the culture of an organisation, define its character and serve as a foundation in how people act and make decisions. Dell’s values supporting its strategy and strategic beliefs include: Delivering results that make a positive difference; leading with openness and optimism and winning with integrity.
4. Capitalise on quick wins
Capitalize on and honour your cultural strengths and act quickly on any critical behaviour changes required.
5. Challenge those norms that get on the way of high performance
Norms are informal guidelines about what is considered normal (what is correct or incorrect) behaviour in a particular situation. Peer pressure to conform to team norms is a powerful influencer on people’s behaviour, and it is often a major barrier affecting change. It is always easier to go along with the norm than trying to change it…. Common samples of negative norms in some organisations: Perception that it is ok to yell at people, ignore people’s opinions, etc.
6. Role model and recognise the desired behaviours
As Gandhi wonderfully put it “Be the change you want to see in the world”. This empowers action and helps embed the desired culture you are trying to create.
Behaviour is a function of its consequences. Behaviour that results in pleasant consequences is more likely to be repeated, and behaviour that results in unpleasant consequences is less likely to be repeated.
According to B. F. Skinner and reinforcement theory “future behavioural choices are affected by the consequences of earlier behaviours”. The argument is clear; if you want people to be brave and challenge the status quo, you shouldn’t make them feel awkward or like difficult employees when they do. Furthermore, if want people to contribute at meetings make sure you actively listen to them and act on their suggestions and ideas.
Caution:
On his famous article “On the folly of rewarding A while hoping for B” Steven Kerr argues that the way in which we reward and recognise people doesn’t always deliver the desired results. We all have being in situations where we are told to plan for long-term growth yet we are rewarded purely on quarterly earnings; we are asked to be a team player and are rewarded solely on our individual efforts; we are told that the way in which results are achieved is important and yet we promote people who achieve results the wrong / in a Machiavellian way.
A friend of mine was recently at a hospital and he complained to the ward manager about the doctor’s bad manners and rudeness. The answer he got was “do you want to be treated by the best heart doctor in the country or a not so good doctor but with a really nice bed manner?”.
My argument is why can’t we have both?
Pedro Angulo is the Programme Director of the IMI Diploma in Strategic HR Management starting on 16th November 2016.
Pedro is an Organisational Effectiveness Business Partner in AIB and Chairperson of the Irish EMCC (European Mentoring and Coaching Council).
He is a motivational speaker and regular presenter at HR, coaching, change and business conferences / events.
_____________________________________
[post_title] => 6 Steps to start the creation of high performance cultures
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[post_content] => In my opinion there are three organisation wide people focused initiatives that I have found particularly helpful in creating high performance cultures:
The result: A workforce with the right capabilities, willing to go the extra mile (engaged) and enabled to perform at their best. An organisation where strategic priorities and culture are aligned and working together to deliver an exceptional customer experience and, in turn, impact / profits and shareholder value.
Building Capabilities:
Capability building is central to organisational performance. There is a need to identify and focus development interventions on those competencies that add the most value to the organisation’s business performance i.e. those that enable the effective execution of the organisation’s strategy. A recent Economist study reported that “61% of respondents acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation".
Moreover, in the last three years an average of just "56% of strategic initiatives has been successful.”1. Companies can improve on this track record by paying far greater attention to the capabilities they need to successfully implement their strategy.
C.K. Prahalad and G Hamel, in their HBR article “The Core Competence of the Corporation” argue that “the real sources of advantage are to be found in management’s ability to consolidate corporate-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities”. They go further to state that unlike products, technology and processes which can be easily copied and replicated, core competencies are difficult for competitors to imitate and therefore can become a unique source of long term competitive advantage.
Caution:
A common mistake organisations make is to over-focus on today’s capability needs at the detriment of important longer-term capability needs that might end up not being addressed. This requires organisations to look into the external environment to identify future threats, challenges and opportunities and their impact on the capability requirements of the organisation going forward.
Engagement
There is a growing body of evidence over the past decade that validates (1) that engaged employees outperform their non-engaged co-workers and (2) the quantifiable relationship between levels of organizational engagement and financial performance
Engagement is an employee’s willingness to expend discretionary effort / to go the extra mile at work
Towers Watson’s Global Workforce Study 2014 found that only 4 in 10 employees are highly engaged; that close to a quarter (24%) are disengaged, and another 36% can be described as either unsupported or detached. A full 60% of employees lack the elements required to be highly engaged.
This engagement gap presents a great challenge but also a great opportunity to improve organisational performance
Organisations need to make engagement an organisational priority led from the top, assess current employee engagement levels and, develop and implement engagement plans.
Supportive Work Environment
Capability building and staff engagement, however, can take a company only so far. Factors specifically related to the work environment also play a critical role.
That is, organisations need to provide employees with the support they need to do their work efficiently and effectively. E.g. providing people with the tools, resources and support to do their job effectively, giving them meaningful work and creating an environment that promotes employees’ physical, social and emotional well-being. In these environments:
- People are clear on the strategic direction of their organisation and what they are expected to deliver and the way in which to deliver it (Role Clarity)
- People understand how their job contributes to the success of his/her department and organisation (Task Identity)
- People understand the positive impact their work has on others within or outside the organization (Task significance)
- People are trusted, empowered and given the right level of autonomy to perform their role (Autonomy)
- People are given enough on the job learning and growth opportunities to improve themselves and achieve their potential (Mastery)
- People receive on-going constructive feedback on performance from customers, colleagues and the manager for development
While an organisation’s culture can become its main source of long term sustainable competitive advantage, proactively managing, improving or changing is one of the most difficult leadership challenges.
Can your organisation’s leadership opt out?
If so, do they run the risk of their organisation becoming less and less attractive to employees and shareholders? Becoming irrelevant?
What do you think? Would love to hear your views on this blog as well as your thoughts on things / initiatives that can enable the creation of a high performance culture.
1“Why Good Strategies Fail: Lessons for the C-Suite,” Economist Intelligence Unit, 2013, http://www.pmi.org/~/media/PDF/Publications/WhyGoodStrategiesFail_Report_EIU_PMI.ashx
Pedro Angulo is the new Programme Director of the
IMI Diploma in Strategic HR Management and contributes on the
IMI Diploma in Executive Coaching.
Pedro is an Organisational Effectiveness Business Partner in AIB and Chairperson of the Irish EMCC (European Mentoring and Coaching Council).
He is a m
otivational speaker and regular presenter at HR, coaching, change and business conferences / events.
_____________________________________
[post_title] => And the result: A workforce with the right capabilities & willing to go the extra mile
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Working with managers at different levels and in many industries, I consistently get asked various questions on how to manage better. One that surfaces most often, especially in large organisations is “ How can I trust my team to do the job in the way it needs to be done?”.
Source: www.telosity.net
Of course the answer is always “it depends” after all there are many variables at play. To better answer the question, perhaps it is more valuable to understand what the question implies. This question assumes that there is a right way and a wrong way to do the job. The question also assumes that everyone in the team has the same level of skills and experience. If we dig deep, the question also assumes that everyone in the team has the same level of confidence in performing the job.
When managers ask this question, they are in truth trying to look for someone to execute the task with the same competence and confidence they have in performing it.
Trust is fundamentally about dependability and predictability. Can I rely on my employee to do this job the way I would?
The consequences of this attitude causes managers to consistently rely on the same people to perform the critical tasks again and again and by doing so they find themselves subject to a number of by-products.
Source: www.business2community.com
The usual suspect generally becomes overwhelmed and overworked but also becomes very capable and experienced and often finds the confidence to get promoted away from the team or leave to seek better employment conditions elsewhere.
Those that are seldom trusted with critical tasks become disengaged, demotivated and even loose confidence to a point they might not even take the risk to look for a job elsewhere.
Ultimately, these managers find themselves having to perform all the critical task themselves, don’t have time to develop new people and become frustrated with having to deal with poor performers.
The solution to this dilemma has been around for a long time and many experts have developed several models to explain how to manage people development effectively.
The late Peter Drucker’s definition of the role of managing is
“Achieving results through people” this means that people are the critical resource to get things done. People are the most important tool a manager must use to execute a plan and deliver high performance results.
Of course for a tool to be effective, it is important to know what it does, how to use it and more importantly how to maintain it in good working order. So if we make this analogy to manage people effectively in the pursuit of high performance a manager has 3 critical jobs to perform:
1. The first job of an effective manager should be to get to know the people in their teams, their strengths and abilities, their passions and motivators, their attitude and preferences. This first step will help a manager understand who in the team is best suited to perform which task.
2. The second most important job of an effective manager should be to facilitate the people in the team to know each other and recognise the strengths and abilities each individual brings to the team. In this way everyone in the team knows who to rely on for help and support to resolve problems and collaborate effectively.
3. The third most important job of an effective manager should be to formulate a plan that place the relevant talent and skills to work on the tasks and roles that will deliver the required outcomes. While doing so it is also important for a manager to set the appropriate level of expectations that stretch an individual's abilities without straining them. In doing so, a manager should also provide each individual with the opportunity to develop and grow at an appropriate pace.
Things don’t get done if people don’t do them. The best way to develop trust in the people you manage is to help them develop their strengths, confidence and motivation, along the way they will also grow to trust you.
Fabio Grassi is the Programme Director for the
IMI Diploma in Executive Coaching which is starting on 20th April 2016.
Fabio
is a specialist in the development of team performance, collaboration and motivation.
_____________________________________
[post_title] => Are you enabling people to trust you?
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Due to a number of factors such as technology and globalisation our day to day lives - whether business or personal increasingly involve broader international networks. And while in the IMI blog we often consider our "effectiveness" in how we interact with and manage others but all too often we do not discuss the critical factors of nationality and culture.
How do cultural differences impact on your ability to do business? And how can we make sure we are maximising our relationships with those in our network who may be operating with cultural differences to our own.
Erin Meyer is a professor at INSEAD, one of the world's leading international business schools. Her work has appeared in Harvard Business Review, Singapore Business Times and Forbes.com. In 2013 the Thinkers 50 named her as one of 30 up-and-coming thinkers and in October 2013 British Airways Business Life magazine on their list of 'Ten Dons to Watch'. Her work focuses on how the world's most successful global leaders navigate the complexities of cultural differences in an international environment.

IMI: Based on your current work - if you only had 6 words of advice to give a business - what would they be?
EM: Succeed Globally with a Culture Map
IMI: What does this mean?
EM: Today, whether we work with colleagues in Dusseldorf or Dubai, Brasilia or Beijing, New York or New Delhi, we are all part of a global network (real or virtual, physical or electronic) where success requires navigating through wildly different cultural realities. Unless we know how to decode other cultures and avoid easy-to-fall-into cultural traps, we are easy prey to misunderstanding, needless conflict, and ultimate failure.
Yet most managers have little understanding of how local culture impacts global interaction. Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team's day-to-day effectiveness.
To help people improve their ability to decode the cultural differences impacting their work and to enhance their effectiveness in dealing with these differences, I have built on the work of many in my field to develop a tool called the Culture Map. It is made up of eight scales representing the management behaviours where cultural gaps are most common.
The eight scales are based on decades of academic research into culture from multiple perspectives. To this foundation I have added my own work, which has been validated by extensive interviews with thousands of executives who have confirmed or corrected my findings. The scales are:
- Communicating: explicit vs. implicit
- Evaluating: direct criticism vs. indirect criticism
- Leading: egalitarian vs. hierarchical
- Deciding: consensual vs. top down
- Trusting: task vs. relationship
- Disagreeing: confrontational vs. avoidance
- Scheduling: linear-time vs. flexible-time
- Persuading: applications-first vs. principles-first
By analyzing the relative positioning of one nationality to another on each scale, managers learn to decode how culture influences day-to-day international collaboration and therefor avoid the common pitfalls.
Managers have always needed to understand human nature and personality differences – that’s nothing new. What
is new is that twenty-first century managers must understand a wider, richer array of work styles than ever before. They have to be able to determine which aspects of their interactions are simply a result of personality and which are a result of differences in cultural perspective.
IMI: Where should we look for further information?
EM: Read The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Or my HBR article:
Navigating the Cultural Minefield www.erinmeyer.com.
Erin Meyer will be holding a Masterclass at IMI on September 30th. If you are interested in attending
click here to register.
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