Building a Performance Culture: Personal

Mastery/EQ; Managing Others for Optimal

Performance

2

Theme 1:

Effective Leadership within the Context of Influence & Culture

Theme 2:

Analyse the role of emotional intelligence in interpersonal and

intrapersonal relationships in life and work situations

Theme 3:

Employee Engagement & Change Management

Theme 4:

Enabling a High Performance Culture

Being A Leader… A Pathfinder

High-impact leadership: This is the driving force for any organisation - great leaders

inspire, motivate and influence people to move in a specified direction. Very

importantly, they have credibility and know how to connect with all key stakeholders.

Sadly, many companies today are over-managed and under-led.

Team-work and collaboration: In the January-February 2016 edition of the Harvard

Business Review, it states: “Collaboration is taking over the workplace. As business

becomes increasingly global and cross-functional, silos are breaking down,

connectivity is increasing, and team-work is seen as a key to organizational success.”

Perhaps it now makes sense for organisations to appoint chief collaboration officers

(CCOs).

What great companies get right

Leadership Framework & Brand

Engaged

Fans

Values Adult

Talk

Being an effect leader begins with you

“One can have no smaller or greater mastery than mastery of oneself.” ― Leonardo da Vinci

What leadership challenges are we experiencing globally?How would you describe yourself as a leader?

What is important to you?

Traits of Great Leaders

The mental and moral qualities distinctive to an individual

Its the who you are that is central to leadership!

“Adversity is a crossroads that makes a person choose one of two paths: character or compromise. Every time he chooses character, he becomes stronger, even if that choice brings negative consequences”.

John Maxwell

Traits of Great Leaders

Character

SELF-DISCIPLINE

“Self-discipline is the ability to do what is right even when you don’t feel like doing it.”

CORE VALUES

“Core values give order and structure to an individual’s inner life, and when that inner life is in order, a person can navigate almost anything the world throws at him.”

A SENSE OF IDENTITY

“No matter how hard you try, you cannot consistently behave in a way that is inconsistent with how you see yourself.”

INTEGRITY

“When values, thoughts, feelings, and actions are in alignment, a person becomes focused and his character is strengthened.”

4 Cores of Character

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WHAT

Leadership and Culture

1Organisational Perceptions of Culture

Organisational culture is often left up to the perception ofindividuals within an organisation to determine the territory ofthe organisational culture

Culture is left to chance

Culture is the single biggest lead indicator to profit and marketshare indicator of an organisation.

Culture can be defined and measured

WHY

Emotional Intelligence Matters

Being an effective leader begins with YOU

Benefits Realisation

Being self-aware

Knowing what really matters to you Expressing yourself authentically

Behaving in alignment with your core purpose and values

Being aware of the impact you have on others

Personal Mastery –Emotional Intelligence

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Understanding the environment

The beliefs, values and attitudes that distinguish my

environment are explored. Only then can I

interdependently affect the environment through

and by choice.

Influence the environment without

necessarily using formal authority and

positional power to influence.

Why Focus on the Self?Being an Influencer

Understanding self

Influence the environment by using and being

part of the social and structural support

network.

Culture is the shadow of the leaders.

The Principles Of Emotional Intelligence

What is emotional intelligence?

The American psychologist, David Wechsler, defined

intelligence as “the aggregate or global capacity of the

individual to act purposefully, to think rationally, and to

deal effectively with his environment”

Daniel Goleman Definition: the capacity forrecognizing our own feelings and those ofothers, for motivating ourselves and formanaging emotions well in ourselves andothers.

Formal Definition: the ability to use your emotions to form an optimal relationship with yourself and others.

The Principles Of Emotional Intelligence

EQ = Emotional Intelligence

Emotional intelligence is the ability to:

•Accurately identify emotions

•Use emotions to help you think

•Understand what causes emotions

•Manage to stay open to these emotions in order to capture the wisdom of your feelings

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Head

• Technical Skills

• Business knowledge

• 20%

Heart

• Know, understand self and others

• Influence and grow others

• Serve and retain customers

• 80%

Hands

• Doing it right

• Live Culture Charter values

• 100%

A good head and a good heart are always a formidable combination

Nelson Mandela

1.OPEN AREA

Things we know about ourselves and others know about us

2.BLIND AREA

Things others know about us that we do

not know

3.HIDDEN AREA

Things we know about ourselves that others

do not know

4.UNKNOWN AREA

Things neither we nor others know

about us

Johari Window

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Self Management

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• The skill of reflection enables you to test the validity and assumptions behind

your thoughts and anticipated response

• How?

STOP

TEST and REFLECT

CHOOSE AND ACT appropriately

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Or at least slow down

What is the emotion telling me?

What is the message behind the emotion?

Why am I feeling as I am?

What are possible responses?

Choose the most appropriate response

and act on it

STOP

REFLECT

CHOOSE

AND ACT

Activity : The Stop-Test Challenge

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Stop (The Event)

• Think of an event where you did not like your response. What happened? How did you respond?

• Think of an event where you ‘lost it’, got really angry or overwhelmed. What happened? How did you respond?

• Think of an event that did not go in the direction that you wanted it to because of your response. What happened? How did you respond?

(continued): The Stop-Test Challenge

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Think, Reflect and Test (Choose your Response)

• What did you believe that made you respond in that way

• What did you feel that made you behave as you did?

• What are other possible ways that you could have reacted. Generate a list, (however far-fetched).

The Power of Choice

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Between the Event and my Response there is a space.In that space lies my freedom and power

to choose.

“Can I choose a different response to get the result I want?”

“What could my options possibly be?”

In these Choices,lies our Emotional Intelligence

EventFreedom to Choose

Response

(continued): The Stop-Test Challenge

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Choose Response and Act

• What would you have had to do, think or change in order to make that choice?

• Can I think of an event you would like to apply this technique to now?

Tool 1: Pause Button

• Awareness of the physiological and emotional signals

• Push the Pause Button

• Identify and acknowledge your feelings and behaviours

• Make a CHOICE to adapt your feelings and behaviours that will lead to constructiveness and personal accountability

How do I Grow my Self Management Capacity?

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Application: The Pause Button

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What is your pause button?

How do I Grow my Self Management Capacity?

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Emotional Hijacking: What Happens when I Fail to Manage Self

Thinking

Brain Feeling

Brain

We refer to emotional outbursts as ‘emotional hijackings’.

The hijacking that occurs triggers the feeling brain before it can reach

the thinking brain.

External Locus of Control

Individual believes that his/her behaviour is guided

by fate, luck, or other external circumstances

Internal Locus of Control

Individual believes that his/her behaviour is guided

by his/her personal decisions and efforts

Locus of control

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HOW

Managing Others: Employee Engagement & Motivation

• Service Profit Chain

• Employee Engagement

• Organisational Culture Change Management

What We’ll Cover

1. What is employee engagement?

2. Why does it matter?

3. How do we know if our employees are engaged?

4. How have organizations achieved high levels of engagement?

5. How to get started

Definition of Employee Engagement

Satisfied employees feel comfortable, and aregenerally happy that their needs are being met.

Characteristics:

Minimum requirements metRarely help others for the better of the organizationGenerally keep to themselvesCommitted to the degree that needs are metStay at the organization because of what they getfrom it.

Engaged employees feel energized, passionate, dedicatedand are highly involved with their work and the company.

Characteristics:

Consistently exceed requirementsHighly involved and always help othersRecommend improvement opportunitiesHave a sense of purpose and pride in their workStay at the organization for what they give to it.

OptimalPerformance

AveragePerformance

“Employee Engagement” vs. “Job Satisfaction”. A satisfied employee comes to work content each day. An engaged employee is emotionally connected to their work and organization and exerts discretionary effort for the betterment of the company.

Employee engagement is the degree to which an employee is emotionallyconnected and committed to their organization and their role, exerting

discretionary effort for the betterment of the organization.

“ ”

Transnet’s Engagement Program Methodology (EVP & Culture)

Personal Disposition

Emotional Outlook State of Mind Natural Tendencies

Retention Drivers

Compensation Benefits Working Conditions

Engagement Drivers

Employee Empowerment

Employee Growth

Reward & Recognition

Manager Effectiveness

Wellbeing

Culture Customer Focus

Business Alignment

Reputation & Excellence

Senior & Executive

Leadership

Employee

Value

Proposition

Employee

Engagement

ManagerTrust

SeniorMgmt Trust

Why Does Engagement Matter?

Benefits of Employee Engagement

Higher levels of engagement drive:

Improved employee performance to support mission

More collaborative and innovative work environments

Lower costs of disengagement.

Engaged Employees

Highly motivated to work hard

Go the extra mile

Recommend organization as good place to work

Stay – even for less money

Have strong relationships

in organization

On the Other Hand …

Not engaged

Not strongly committed to organization

Feels trapped

Gives bare minimum

Actively disengaged

Poor relationship with organization

Only going through the motions

On the Other Hand …

The Virtuous Cycle Of Engagement

Great managers and supportive work environment

Engaged employees

- Satisfied

- Committed

- Proud

- Willing to advocate

Better individual performance –giving discretionary effort

Improved company performance

Engagement is ‘The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplish tasks important to the achievement of organizational goals’.

How Do We Know If

Our Employees

are Engaged?

Ask Them!

Engagement Survey Questions

Pride in work or workplace

1. My organization is successful at accomplishing its mission

2. My work unit produces high-quality products and services

3. The work I do is meaningful to me

4. I would recommend my organization as a place to work

Satisfaction with leadership

5. Overall, I am satisfied with my supervisor

6. Overall, I am satisfied with managers above my immediate supervisor

Opportunity to perform well

7. I know what is expected of me on the job

8. My job makes good use of my skills and abilities

9. I have the resources to do my job well

10. I have sufficient opportunities (such as challenging assignments or projects) to earn a high performance rating

Satisfaction with recognition received11. Recognition and rewards are based on performance in my work unit

12. I am satisfied with the recognition and rewards I receive for my work

Engagement Survey Questions

Understand Motivation in Teams

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Understand Motivation in Teams

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What is motivation?

Motivation is the force that makes us do things.

This is a result of our individual needs being satisfied so that we have inspiration to complete the task.

These needs vary from person to person as everybody has their individual needs to motivate themselves.

Movement vs. Motivation

MOVEMENT takes place when employees do a job only for some benefit, or to carry out a task only to avoid some unpleasant consequence.

This ‘movement’ can take place from behind or from the front e.g. threats of punishment is movement from behind. ‘Carrots’ to induce staff to perform better is movement from the front.

Example: Employees complete a task quickly if told they can go home early! This is movement, not motivation. They do not work quickly because they enjoy the work – they want the free time!

Source: Creating Winners in the Workplace by Dr Arnold Mol

Motivation – Pride

People are motivated to perform a task with dedication, only when that task awakens their PRIDE. Pride in what they can or have achieved.

If employees do not go home at the end of the day with a feeling of ‘Wow! Look how good I am! Look what I have achieved!’ you have failed to motivate them.

Source: Creating Winners in the Workplace by Dr Arnold Mol

Human beings, regardless of race, culture or level of education, have a deep-down desire to be proud of themselves. There will be exceptions, but the majority of people not only want to be proud of themselves, they also want to be respected by others for their achievements.

The most effective leaders are those who have discovered the secret of harnessing the pride of their teams.

Herzberg’s Motivation Hygiene Theory

MOTIVATORS

Achievement

Recognition

The work itself

Responsibility

Advancement

Growth

HYGIENE FACTORS

Company Policy

Administration

Supervision

Salary

Interpersonal relations

Working conditions

An experience of SUCCESS• Keep score, enable people to improve their own best score.

• Allow them to set their own goals.

RESPONSIBILITY

• Delegate decision making – two people can’t be responsible for the same thing (e.g. safety or quality)!

• Effective managers help subordinates to do the work, not the other way around!

RECOGNITION for achievement

• The need for recognition is a basic human need.

• Giving positive feedback costs nothing!

• Trouble makers are often just looking for attention.

Factors That Create Pride

1. My Area - territory.Responsibility for an area.

2. My Equipment.Responsibility for operation, maintenance and outputs – P & PC.Ownership implies functional authority (e.g. machine operators given authority to stop production).

3. My Product.Responsibility for a range of products (merchandisers).

4. My Client.Responsibility for specific clients.

Source: Creating Winners in the Workplace by Dr Arnold Mol

Ownership – Giving A persons Complete Job

Factors that give people a sense of ownership of their jobs:

Some clever academic made the statement that a subordinate can be made responsible but the manager remains accountable.

This is nonsense and has probably contributed to more poor management practices than any other premise because it gives managers the right to interfere in the work of their subordinates.

When we say that the subordinate is responsible but the manager is accountable, we imply in essence that both are responsible for the same aspects – and that’s where the confusion arises since two people can’t be responsible for the same thing.

It is this premise that justifies a manager constantly checking up on the activities of subordinates, signing letters written by them, insisting that decisions be referred to him for approval etc.

The manager tells himself that it is not only his right, but his duty to interfere. After all he is still accountable. In the process, he demotivates his staff because he is taking the responsibility out of their hands.

Source: Creating Winners in the Workplace by DrArnold Mol

Accountability Vs Responsibility

Power means ‘control, authority, dominion’. The prefix ‘em’ means ‘to put onto’ or ‘to cover with’.

Empowering, then is passing on authority and responsibility. As we refer to it here, empowerment occurs when power goes to employees who then experience a sense of ownership and control over their jobs.

Empowered individuals know that their jobs belong to them. Given a say in how things are done, employees feel more responsible. When they feel responsible, they show more initiative in their work, get more done, and enjoy the work more.

Source: Empowered Work Teams by Richard S Wellins, William C Byham and Jeanne M Wilson

What Does ‘Empowering‘ Mean ?

How Do We Achieve High Levels of Engagement?

Effective Practices

Engagement is everyone’s responsibility

It must be a strategy

Lead from the top

Involve unions

Hire with care; probation is part of selection

Onboard well.

Effective Practices

Manage performance

• Make sure employees know what is expected – and how work links to mission

• Meet regularly with employees

• Provide opportunities to grow and develop

• Hold employees accountable – avoid transferring poor performers

Recognize contributions

Make sure employees’ opinions count

Create a positive work environment – respect work/life balance

Communicate

Measure and re-measure engagement.

Building a Culture of Engagement

A set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm

Organisational Change Management

1 of the top 10 common mistakes organisations make

is running the organisational change

through multiple separate or competing

initiatives instead of aligning all initiatives

as one unified effort and ensuring the

integration of plans, resources, and pace

Source: Ackerman and Anderson, 2014

1 of the top 8 reasons why change

fails is the absence of

a strong guiding

coalition

Source: Kotter, Leading Change, 1996

The #1 contributor to project success

Source: Prosci benchmarking studies, 1998 - 2013

A common consequence of nothaving an enterprise changeagenda and overarchingorganisational change strategy isthe disorderliness of unleashingmany diverse, disconnected, andoften incomplete change initiativeson the organisation.

The Value of a Sponsor Coalition

is active and visible sponsorship

When you have not scoped ororganised your change efforts froman enterprise perspective, leaders ofindividual initiatives typicallycompete with one another, oftencausing all of the initiatives to fallshort of expectations.

Source: Ackerman and Anderson, 2014

The 3 components of Change Management

Considering Content, Process & People in Change

In order to understand the benefits of organisational change, we distinguish between 3 components of Change Management:

Refers to handling the soft side or human dynamics inchange including people’s mindsets, resistance, commitmentto change, emotional reactions, behaviour, engagement andcultural dynamics impacting the change

Process

of changeThe way in which the change (project/programme) isdesigned, managed and sustained; adjusting to how itunfolds and course corrections. Transnet's ChangeManagement Methodology provides guidance with regardsto the process

People

in change

What about the organisation needs to change (the focus ofthe initiative / project / programme). These are tangibleaspects that an observer can see such as strategy, businessprocesses, structure, systems, technology, culture, productor service etc.

Content

of change

Impact on employee levels of output and productivity

Impact on employee levels of engagement

Change projects may fail due to too

many changes saturated in the business with

people impacts…

Impact on customer delivery

The aim of the Sponsor Coalition is to govern andbring about business changes in order to increasespeed of adoption without disrupting the business.

The Change Management Dashboard provides aview of the levels of change in the business so thatprojects can land successfully in the most effectiveway at the right time

Change Governance = “Traffic Control”

Impact of Change Saturation

Problem Statement

Performance Management

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing

others.Jack Welsh

Vision, Value and Goal

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• Why are we here?

• What is our purpose?

• What direction are we moving in? S

HA

RE

D V

ISIO

N

• How staff need to behave to live the organisational brand?

VA

LU

ES

• What the organisation does to achieve the vision?

GO

ALS

LEVELS:

• Business Unit• Core Processes• Individuals (Jobs)• Work Groups

Source: Aligning Performance by Danny Langdon

HUMAN RELATIONS

SUPPORT

STANDARDS

BEHAVIOUR

Layers Of Performance

CONDITIONS

FEEDBACK

Source: Aligning Performance by Danny Langdon

CONSEQUENCESOUTPUTINPUT PROCESS ELEMENT

Langdon’s Work Map

Consequences

• Win/lose• Personal Statistics• Sponsorships • Fame

Conditions

• Contracted Remuneration• WRF Rules• Other Teams• Grounds• Weather

Inputs

• Scrum-half• Captain• Coaches• Other players• Ball

Feedback

• Referees• Other players• Coaches• TV Play backs• Media

Process Element

• Line-outs• Scrums• Rucks and mauls• Open play• Defence

Output

• Scrums won• Line-outs won• Set moves completed• Tackles made• Tries scored

Work Map Of A Rugby Hooker