High Performance Management Competency- Inspiration and Achieving

Presented by:

Rajat Manan

Richa Garg

Saurav Mehta

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Agenda• High Performance • Competency• ABC Model • An Organisations Competency Model• High Performance Competency- Inspiration• High Performance Competency- Achieving

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High Performance

• Transition from performance appraisal to performance management.

• The new focus is on high performance.• The traditional appraisal model focused on the individual

employee.• Employees were expected only to meet performance

expectations.

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• Definition of High Performance• The new interest in creating high performance

organizations suggests a need to reconsider how employee performance is viewed.

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High performance management

• Leader/ Manager• Improve the performance of the team.• To achieve the goal of the organization.• Need to have some competencies for managing the

performance of the team.

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Competency

• Has two meanings:

1. Ability of an individual to perform effectively in a job-relevant area.

2. What is required of an individual, for effective performance.

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People have and acquire

competencies.

We apply these in the form of

behaviors.

Our behavior produces outputs.

How this is done yields results.

Behavior is what business competency all about…

• ABC Model:

1. Antecedents prompt you to act.

2. Behavior, how to manage it….

3. Results Vs. Behavior

4. Positive reinforcement, what happens to us.

5. Behavioral Consequences: positive/negative reinforcement, punishment, extinction.

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An Organization's Competency Model

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HIGH PERFORMANCE MANAGEMENT COMPETENCY

“INSPIRATION”

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Stories of inspiration

• Alexander the great- abandon yourself

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• General McClellan- Impact of a leader

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• Nick Vujicic: a man with no limbs who teaches people how to get up

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• Jessica Cox: became the first pilot with no arms, proving you don't need 'wings' to fly

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• Sean Swarner: first cancer survivor to complete the 7-summits, the highest peaks of the 7 continents

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• Ben Underwood: the boy who could “see” with his ears

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Initial failures now inspiration for many

• Soichiro Honda

• Stephen king

• Thomas Edison

• Bill Gates

• Operah winfrey

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INSPIRATION

• Impact• Uses a variety of methods (e.g. persuasive arguments, modelling

behaviour, inventing symbols, forming alliances and appealing to the interest of others) to gain support for ideas and strategies and values.

• Self-confidence• States own "stand" or position on issues; unhesitatingly takes

decisions when required and commits self and others accordingly; expresses confidence in the future success of the actions to be taken.

• Presentation• Presents ideas clearly, with ease and interest so that the other person

(or audience) understands what is being communicated; uses technical, symbolic, non-verbal and visual aids effectively.

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Impact

• Sell the benefit. 

• Encourage potential. • Invite participation. 

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Self-confidence

• Ignite Your Enthusiasm

• Reinforce optimism

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Presentation

• Navigate a course of action

• Paint a picture

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Some more examples

• Mahatma Gandhi

• Abraham Lincoln

• Sachin Tendulkar

• Narayana Murthy

• Bill Gates

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High Performance Management Competency

“Achievement”

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McClelland Model

• People are motivated by 3 basic needs:

Achievement, Affiliation and Power.• People with high need of achievement:- Enjoy challenging work- Plan ahead to avoid serious problems

- enjoy tasks for which they are personally responsible

- concerned with meeting appropriate deadlines•

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Stories of Achieving

• J.K Rowling• She spoke to graduating class of Harvard in June 2008. She didn’t talk about

success. She talked about failures. Her own in particular. • The author didn’t magically become richer than the Queen of England

overnight. Penniless, recently divorced, and raising a child on her own, she wrote the first Harry Potter book on an old manual typewriter.

• Twelve publishers rejected the manuscript! A year later she was given the green light by Barry Cunningham from Bloomsbury, who agreed to publish the book but insisted she get a day job cause there was no money in children’s books.

• What if she stopped at the first rejection? The fifth? Or the tenth?• The measure of achieving can be shown by how many times someone keeps

going despite hearing only no.

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Colonel Sanders 

• The founder of KFC. He started his dream at 65 years old! He got a social security check for only $105 and was mad. Instead of complaining he did something about it.

• He thought restaurant owners would love his fried chicken recipe, use it, sales would increase, and he’d get a percentage of it. He drove around the country knocking on doors, sleeping in his car, wearing his white suit.

• Do you know how many times people said no till he got one yes? 1009 times!

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Walt Disney

• The man who gave us Disney World and Mickey Mouse. His first animation company went bankrupt. He was fired by a news editor because he lacked imagination. Legend has it he was turned down 302 times before he got financing for creating Disney World.

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Michael Jordan

• He’s famous for being cut from his high school basketball team. He turned out to be the greatest basketball player but never let failure deter him.

• “I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I have failed over and over and over again in my life. And that is why I achieved success.”

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Greatest Achievements in History

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Achieving

• Proactive orientation

Structures the task for the team; implements plans and ideas; takes responsibility for all aspects of the situation even beyond ordinary boundaries - and for the success and failure of the group.

• Achievement orientation

Possesses high internal work standards and sets ambitious, risky and yet attainable goals; wants to do things better, to improve, to be more effective and efficient; measures progress against targets.

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Competencies leading to Competencies leading to AchievementAchievement

Principled – adheres to the highest ethical standards of public service and promotes a culture of integrity.

• Achieved Excellence - The executive has exhibited performance that sets an outstanding example for others to follow in adhering the Code of Ethics. His/her work habits and devotion to integrity are above reproach and are highlighted by the executive’s ability to not only exhibit high personal standards but also to relate positively the principles of high integrity and ethical standards to other managers and employees. Success is evidenced by the great extent to which the executive goes to maintain and promote these principles and the high regard in which the executive is held by other officials and employees.

• Achieved Expectations - The executive has satisfactorily met all expectations for adhering to ethical standards in the workplace, as defined by the Code of Ethics. His/her work habits set good examples for others to follow, and integrity is basic to all work performed by the executive. Success is evidenced by the extent to which the executive strives to fulfill expectations for ethical standards and integrity and the absence of any detrimental work habits by the executive.

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People Centered – engages, values, motivates, mentors, recruits, clearly directs and appropriately rewards DHS employees. Fosters a safe working environment.

• Achieved Excellence – The executive’s outstanding ability to work with employees is exhibited by the high level of results his office has achieved in meeting goals and objectives. Motivation and development of staff has been a key ingredient in the executive’s success in being recognized as one of the organization’s best leaders.

• Achieved Expectations – The executive has satisfactorily met all expectations in being a people centered motivator. He/she successfully met all goals and objectives for the rating period by engaging, valuing, mentoring, and recognizing employees. Performance indicates that the executive was able to produce results which positively impacted operations and programs for which he/she was responsible.

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• Effective Communicator – defines the mission for subordinates, colleagues and external partners with clarity; listens effectively and shares information, as appropriate.

• Performance Centered – establishes and meets clear, measurable and meaningful goals in a timely manner, and uses good judgment in decision making.

• Innovative – brings nimble, creative discipline to encourage continuous innovation in support of the organization’s mission.

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