LEADERSHIP LOUNGELEADERSHIP LOUNGEMoving Beyond Power Machinations, Political Moving Beyond Power Machinations, Political Manipulations, Dominant Personalities and Manipulations, Dominant Personalities and Organisational PathologiesOrganisational PathologiesProfessional Integrity, Performance without Professional Integrity, Performance without Compromise and a Spiritual Perspective of the Compromise and a Spiritual Perspective of the Workplace Workplace Bernie Althofer AFAIMBernie Althofer AFAIMM Ed MA BA Grad.Cert. Appld.Mnt.M Ed MA BA Grad.Cert. Appld.Mnt.Cert IV in Assessment and Workplace TrainingCert IV in Assessment and Workplace Training

8 May 20078 May 2007

Disclaimer: The views expressed in this presentation are those of the Disclaimer: The views expressed in this presentation are those of the presenter and should not be taken to represent the views of any presenter and should not be taken to represent the views of any private or public sector organisation.private or public sector organisation.

PURPOSE OF PAPERPURPOSE OF PAPER

Provoke and stimulate discussion in relation to Provoke and stimulate discussion in relation to performance management and performance performance management and performance appraisals as a response to the negative 4 P issues appraisals as a response to the negative 4 P issues identified at the July 2006 Loungeidentified at the July 2006 Lounge

FLASHBACKFLASHBACK

Negative 4 P’sNegative 4 P’s– Power machinationsPower machinations– Organisational politicsOrganisational politics– Organisational personality typesOrganisational personality types– Organisational psychopathologiesOrganisational psychopathologies

Key aspects of performance management Key aspects of performance management – Clearly defined expectations (employee) – negotiatedClearly defined expectations (employee) – negotiated– Having a conversation with the employee – wants and needsHaving a conversation with the employee – wants and needs– Shared goals and objectivesShared goals and objectives– Linked to – organisational goals and objectives, and Linked to – organisational goals and objectives, and

development and trainingdevelopment and training– Regular planning, review and reflectionsRegular planning, review and reflections– Making sure good work is praisedMaking sure good work is praised

Key aspects borne from a bureaucratic and compliant Key aspects borne from a bureaucratic and compliant organisational focus – little focus on wider issues that organisational focus – little focus on wider issues that impact on performance managementimpact on performance management

WHAT IS PERFORMANCE WHAT IS PERFORMANCE MANAGEMENT?MANAGEMENT?

Performance management is considered to be the Performance management is considered to be the system which integrates organisational strategic system which integrates organisational strategic management, performance information, evaluation, management, performance information, evaluation, performance monitoring, assessment and performance monitoring, assessment and performance reporting (performance reporting (Organisation for Economic Cooperation and Organisation for Economic Cooperation and

Development, 2004Development, 2004))

FOUR CHALLENGESFOUR CHALLENGES

Performance management and performance appraisal Performance management and performance appraisal systems are well intentioned but don’t work to systems are well intentioned but don’t work to encourage positive workplace behavioursencourage positive workplace behaviours

Understanding organisational culture is absolutely Understanding organisational culture is absolutely critical in encouraging positive workplace behaviourscritical in encouraging positive workplace behaviours

Leadership is a misunderstood critical component of Leadership is a misunderstood critical component of organisational life and everyone struggles with it to organisational life and everyone struggles with it to address negative workplace behavioursaddress negative workplace behaviours

Well intentioned learning and development Well intentioned learning and development improvement programs designed to reduce workplace improvement programs designed to reduce workplace conflict, stress and morale issues will have no conflict, stress and morale issues will have no longevity or permanency if not integrated with longevity or permanency if not integrated with performance management and performance appraisal performance management and performance appraisal systems to eliminate negative workplace behaviourssystems to eliminate negative workplace behaviours

CHALLENGE ONECHALLENGE ONE

Performance management and performance appraisal Performance management and performance appraisal systems are undertaken to meet bureaucratic and systems are undertaken to meet bureaucratic and compliance requirementscompliance requirements

Lack of strategic alignment and commitment have a Lack of strategic alignment and commitment have a direct impact on effective implementationdirect impact on effective implementation

No real understanding of how performance management No real understanding of how performance management and performance appraisal systems help achieve team and performance appraisal systems help achieve team goalsgoals

Integrity of performance management performance Integrity of performance management performance appraisals can be compromised when policy or appraisals can be compromised when policy or procedural requirements are not followedprocedural requirements are not followed

Performance management and performance appraisals Performance management and performance appraisals need to vigorous, rigorous, ethical and relentless need to vigorous, rigorous, ethical and relentless

CHALLENGE ONE (cont)CHALLENGE ONE (cont)

Pronounced revival of interest in the 1990’s as Pronounced revival of interest in the 1990’s as organisations in both the public and private sector organisations in both the public and private sector reacted to the pressures of globalisation, much reacted to the pressures of globalisation, much increased competition and greater scrutiny of all increased competition and greater scrutiny of all aspects of performance (Kramar et:al 2002:302)aspects of performance (Kramar et:al 2002:302)

Leaders at all levels Leaders at all levels ‘have an opportunity to take ‘have an opportunity to take measures to support performance management. measures to support performance management. Their comments on its importance and its linkage to Their comments on its importance and its linkage to organisational goals, their own involvement in organisational goals, their own involvement in performance management, and their monitoring and performance management, and their monitoring and encouragement of it throughout the organisation are encouragement of it throughout the organisation are vital”vital” (Kramar et:al 2002:316) (Kramar et:al 2002:316)

‘‘Their disinterest and lack of involvement will Their disinterest and lack of involvement will undermine the efforts of others’undermine the efforts of others’ (Kramar et:al (Kramar et:al 2002:316)2002:316)

CHALLENGE ONE (cont)CHALLENGE ONE (cont)

Even well designed performance appraisal systems can still fail if the Even well designed performance appraisal systems can still fail if the implementation is handled poorly (Kramar et:al 2002:316)implementation is handled poorly (Kramar et:al 2002:316)

(Kramar et:al 2002:36) identified five common pitfalls that have a (Kramar et:al 2002:36) identified five common pitfalls that have a negative impact:negative impact:– Inadequate consultation with all the stakeholders during the design and Inadequate consultation with all the stakeholders during the design and

implementation;implementation;– Inadequate skills and understanding of the system by those who will be Inadequate skills and understanding of the system by those who will be

giving appraisals;giving appraisals;– Inadequate skills and understanding of the system by those who will be Inadequate skills and understanding of the system by those who will be

receiving appraisals;receiving appraisals;– Inadequate support from the executive and senior management levels; Inadequate support from the executive and senior management levels;

andand– Overemphasis on filling out forms and the bureaucratic part of the processOveremphasis on filling out forms and the bureaucratic part of the process

‘‘Any one of these issues can result in negative perceptions by the Any one of these issues can result in negative perceptions by the employee about the process, and the reactions may range from employee about the process, and the reactions may range from apathy to fear to hostility. This can undermine the best designed apathy to fear to hostility. This can undermine the best designed systems”.systems”. (Kramar et:al 2002:316) (Kramar et:al 2002:316)

Performance management has the potential to enhance the Performance management has the potential to enhance the performance of the organisation and make it a better place to workperformance of the organisation and make it a better place to work (Kramar et:al 2002:321)(Kramar et:al 2002:321)

CHALLENGE ONE (cont)CHALLENGE ONE (cont)

‘‘managers are forced to commit to goals they don’t believe are managers are forced to commit to goals they don’t believe are realistic’ realistic’ (Levinson 2003:109)(Levinson 2003:109)

‘‘the individuals needs and desires are absent from the the individuals needs and desires are absent from the performance management system: it’s assumed that these are performance management system: it’s assumed that these are in perfect alignment with corporate goals and that, if they’re in perfect alignment with corporate goals and that, if they’re not, the individual should move on’not, the individual should move on’ (Levinson 2003:109) (Levinson 2003:109)

‘‘the major reason appraisal failed was that supervisors disliked the major reason appraisal failed was that supervisors disliked playing God by making judgements about another person’s playing God by making judgements about another person’s worth’worth’ ’(McGregor as reported by Levinson 2003:109) ’(McGregor as reported by Levinson 2003:109)

‘‘I doubt very much that the failure of appraisal stems from I doubt very much that the failure of appraisal stems from playing God or feeling inhuman. My own observation leads me playing God or feeling inhuman. My own observation leads me to believe that managers experience their appraisal of others to believe that managers experience their appraisal of others as a hostile, aggressive act that unconsciously is felt to be as a hostile, aggressive act that unconsciously is felt to be hurting or destroying the other personhurting or destroying the other person’ (Levinson 2003:109)’ (Levinson 2003:109)

‘‘the appraisal situation, therefore, give rise to powerful, the appraisal situation, therefore, give rise to powerful, paralyzing feelings of guilt that make it extremely difficult for paralyzing feelings of guilt that make it extremely difficult for most executive to be constructively critical of subordinates’most executive to be constructively critical of subordinates’ (Levinson 2003:109)(Levinson 2003:109)

CHALLENGE TWOCHALLENGE TWO

Impact of culture in a multicultural society – leaders need Impact of culture in a multicultural society – leaders need to understand the significance and complexity of thisto understand the significance and complexity of this

Rituals, slogans, traditions and myths embodied in the Rituals, slogans, traditions and myths embodied in the organisational cultureorganisational culture

Organisational cultureOrganisational culture– Referred to as a set of values, beliefs, and behaviour patterns Referred to as a set of values, beliefs, and behaviour patterns

that form the core identity of organisations, and help in that form the core identity of organisations, and help in shaping the employees’ behavioursshaping the employees’ behaviours (Rashid et: al (2003:710) (Rashid et: al (2003:710)

Corporate culture Corporate culture – Also the dominant values espoused by an organisation or a Also the dominant values espoused by an organisation or a

set of values and assumptions that underlie the statement set of values and assumptions that underlie the statement “this is how we do things around here’ “this is how we do things around here’ (Rashid et: al 2003)(Rashid et: al 2003)

CHALLENGE TWO (cont)CHALLENGE TWO (cont)

Importance of cultureImportance of culture– Culture is the personality of an organisation; the Culture is the personality of an organisation; the

glue or invisible mortar that holds the entity glue or invisible mortar that holds the entity together together (Barker:2004)(Barker:2004)

Need to understand unwritten ground rules that Need to understand unwritten ground rules that dictate what is acceptable and what is not acceptabledictate what is acceptable and what is not acceptable– When leaders fail to understand unwritten ground When leaders fail to understand unwritten ground

rules, the values they (leaders) are attempting to rules, the values they (leaders) are attempting to espouse may not become embedded in espouse may not become embedded in organisational cultureorganisational culture (Simpson:2004) (Simpson:2004)

CHALLENGE THREECHALLENGE THREE

Seven heavenly virtues of leadership (Dunphy and Seven heavenly virtues of leadership (Dunphy and Pitsis:2003)Pitsis:2003)

WisdomWisdom HumilityHumility CourageCourage IntegrityIntegrity CompassionCompassion HumourHumour PassionPassion

– Decisions are wise when they take into account the wider Decisions are wise when they take into account the wider context and are not made on some more limited base for context and are not made on some more limited base for judgement such as egoism, prejudice or intellectual judgement such as egoism, prejudice or intellectual understanding aloneunderstanding alone (Dunphy and Pitsis 2003) (Dunphy and Pitsis 2003)

– Wisdom transcends religion, gender, age, generation, sexual Wisdom transcends religion, gender, age, generation, sexual orientation, culture and any form of identifier that seeks to orientation, culture and any form of identifier that seeks to categorise people and societycategorise people and society (Dunphy and Pitsis 2003:188) (Dunphy and Pitsis 2003:188)

CHALLENGE THREE (Cont)CHALLENGE THREE (Cont)

Seven deadly sins of leadership Seven deadly sins of leadership (Dunphy and (Dunphy and Pitsis 2003:188)Pitsis 2003:188)

GluttonyGluttony GreedGreed EnvyEnvy LustLust VanityVanity WrathWrath SlothSloth

– They capture the essence of the critical They capture the essence of the critical barriers in the pursuit of wisdombarriers in the pursuit of wisdom (Dunphy and Pitsis (Dunphy and Pitsis 2003)2003)

CHALLENGE THREE (cont)CHALLENGE THREE (cont)

Many definitions and theories of leadership but Many definitions and theories of leadership but ‘of ‘of particular relevance is to be a good judge of people, to particular relevance is to be a good judge of people, to be able to delegate and mould together a team, yet be be able to delegate and mould together a team, yet be able to supervise autonomous and independent able to supervise autonomous and independent individuals’individuals’ (Delahaye 2000:242) (Delahaye 2000:242)

Biggest problem organisations have in terms of Biggest problem organisations have in terms of performance review (appraisals) is BLM – Be Like Me – performance review (appraisals) is BLM – Be Like Me – (Berens:2002)(Berens:2002)

Some people in managerial or supervisory positions Some people in managerial or supervisory positions did not understand the systems approach and did not understand the systems approach and consequently many staff under their control displayed consequently many staff under their control displayed temperament patterns associated with motivation, temperament patterns associated with motivation, communication and stress resulting in conflict and communication and stress resulting in conflict and resentment towards appraisal processes (Berens:2002)resentment towards appraisal processes (Berens:2002)

CHALLENGE THREE (cont)CHALLENGE THREE (cont)

Leadership is about the creation and maintenance of a Leadership is about the creation and maintenance of a climate and conditions for the achievement of goals and the climate and conditions for the achievement of goals and the attainment of high performance – a situation in which attainment of high performance – a situation in which leadership involves working with others through others – leadership involves working with others through others – (Sawatzki:1997)(Sawatzki:1997)

‘‘Leadership is about emotional intelligence, willingness for Leadership is about emotional intelligence, willingness for self-reflection and examination, and commitment to connect self-reflection and examination, and commitment to connect with others and to coach. These interpersonal skills, with others and to coach. These interpersonal skills, together with the understanding that leadership happens at together with the understanding that leadership happens at all levels, are the issues with which both genders seem to all levels, are the issues with which both genders seem to struggle’struggle’ (Barker:2002) (Barker:2002)

Making leadership work – studies focusing on trait and style Making leadership work – studies focusing on trait and style – approaches are difficult to – approaches are difficult to ‘apply in the modern context ‘apply in the modern context where organisations must be viewed as complex, adaptive where organisations must be viewed as complex, adaptive organisations that exist and operate as living systems in a organisations that exist and operate as living systems in a rapidly changing and highly uncertain business rapidly changing and highly uncertain business environment’environment’ (Barker 2002:5) (Barker 2002:5)

CHALLENGE THREE (cont)CHALLENGE THREE (cont)

Leadership is like pornography – you know it when you see it Leadership is like pornography – you know it when you see it (Onsman:2003)(Onsman:2003)

Dominant, submissive cultures exist at all levels (Onsman:2003)Dominant, submissive cultures exist at all levels (Onsman:2003) Issues manifested through:Issues manifested through:

– A lack of trust in managementA lack of trust in management– Staff conflictStaff conflict– PolitickingPoliticking– FavouritismFavouritism– Unwillingness to participate in development opportunitiesUnwillingness to participate in development opportunities– Non-compliance with organisational policiesNon-compliance with organisational policies– Egos and self aggrandisementEgos and self aggrandisement– Resistance to changeResistance to change– Varying levels of staff moraleVarying levels of staff morale

All subsets of organisational cultures and individual personalities All subsets of organisational cultures and individual personalities that need to be managed and massaged by an effective leaderthat need to be managed and massaged by an effective leader

Ignore them at your perilIgnore them at your peril

CHALLENGE THREE (Cont)CHALLENGE THREE (Cont)

Every leader is good (Kellerman:2004)Every leader is good (Kellerman:2004) ‘‘Some bad or untrustworthy persons often Some bad or untrustworthy persons often

occupy and successfully fill top leadership occupy and successfully fill top leadership positions, and it high time leadership experts positions, and it high time leadership experts acknowledge this’acknowledge this’ (Kellerman:2004) (Kellerman:2004)

If ‘If ‘leaders are like the rest of us: trustworthy leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and deceitful, cowardly and brave, greedy and generous’and generous’ (Kellerman:2004) the part of (Kellerman:2004) the part of the organisational culture that needs to be the organisational culture that needs to be changed is the personality of the leader as changed is the personality of the leader as they will lead the collective stupidthey will lead the collective stupid

CHALLENGE FOURCHALLENGE FOUR

• Well intentioned learning and development Well intentioned learning and development improvement programs designed to reduce workplace improvement programs designed to reduce workplace conflict, stress and morale issues will have no conflict, stress and morale issues will have no longevity or permanency if not integrated with longevity or permanency if not integrated with performance management and performance appraisal performance management and performance appraisal systems to eliminate negative workplace behaviours systems to eliminate negative workplace behaviours

• Learning and development should be a strategic issue Learning and development should be a strategic issue that ties into performance managementthat ties into performance management

Focusing on ‘the negative’ may have a compounding Focusing on ‘the negative’ may have a compounding effecteffect

A failure to identity causal factors may result in more A failure to identity causal factors may result in more of the sameof the same

A failure to develop and provide continuous learning A failure to develop and provide continuous learning and development at all levels of an organisation may and development at all levels of an organisation may not enhance the ability of ‘leaders’ to develop not enhance the ability of ‘leaders’ to develop effective workplace relationshipseffective workplace relationships

CHALLENGE FOUR (cont)CHALLENGE FOUR (cont)

Leaders must have an understanding of the complex, Leaders must have an understanding of the complex, adaptive organisations that exist and operate as living adaptive organisations that exist and operate as living systems in a rapidly changing environmentsystems in a rapidly changing environment

No organisation can ever expect to implement a No organisation can ever expect to implement a performance management or performance appraisal system performance management or performance appraisal system that works perfectlythat works perfectly

Organisations are better off with the system than without itOrganisations are better off with the system than without it Positive leadership at all levels are implicit in leading Positive leadership at all levels are implicit in leading

performanceperformance

OBSERVATIONSOBSERVATIONS

Performance management and performance appraisal Performance management and performance appraisal systems have become too bureaucratic, compliance systems have become too bureaucratic, compliance focussed and time consumingfocussed and time consuming

Leaders and managers spend less time Managing By Leaders and managers spend less time Managing By Walking Around and less time leading performance and Walking Around and less time leading performance and more time ‘administering’ paperworkmore time ‘administering’ paperwork

Performance management and performance appraisals are Performance management and performance appraisals are generally not well understood and the strategic, operational generally not well understood and the strategic, operational and individual benefits have been undersold to leadersand individual benefits have been undersold to leaders

Learning and development is not linked through the Learning and development is not linked through the strategic plan to performance management or to other HR strategic plan to performance management or to other HR or operational practicesor operational practices

OBSERVATIONSOBSERVATIONS

Performance management and performance appraisals Performance management and performance appraisals systems need to complied with if it is intended that they and systems need to complied with if it is intended that they and the organisation’s corporate governance withstand all forms the organisation’s corporate governance withstand all forms of scrutinyof scrutiny

Irrespective of the system, performance management and Irrespective of the system, performance management and performance appraisals have to be open, transparent, and performance appraisals have to be open, transparent, and driven without compromise or breach of integritydriven without compromise or breach of integrity

Leaders at all levels have an obligation to understand Leaders at all levels have an obligation to understand performance management systems that are used in their performance management systems that are used in their organisationsorganisations

Performance management in its many forms is a fact of lifePerformance management in its many forms is a fact of life Not all leaders choose to support performance management Not all leaders choose to support performance management

or any other measures required to improve personal or or any other measures required to improve personal or organisation wellbeingorganisation wellbeing

CONCLUSIONSCONCLUSIONS

Performance management and performance appraisals Performance management and performance appraisals are not universally accepted by all employees in are not universally accepted by all employees in organisationsorganisations

Effective performance management is critical in Effective performance management is critical in achieving efficiency and effectivenessachieving efficiency and effectiveness

Some performance management and performance Some performance management and performance appraisals systems have become an organisations worst appraisals systems have become an organisations worst enemy when not understood or supportedenemy when not understood or supported

Leaders and managers need to understand the Leaders and managers need to understand the complexities of organisational culturecomplexities of organisational culture

Everyone is a leader and can influence others either Everyone is a leader and can influence others either positively or negativelypositively or negatively

Performance management and performance appraisals Performance management and performance appraisals are time consuming and involve communicating with are time consuming and involve communicating with peoplepeople

There is no simple solution to leading performanceThere is no simple solution to leading performance

CONCLUSIONS (cont)CONCLUSIONS (cont)

There should be opportunities for leaders and There should be opportunities for leaders and managers to talk with their fellow employees about managers to talk with their fellow employees about the issuesthe issues

If no-one talks about their concerns, nothing will If no-one talks about their concerns, nothing will changechange

If no-one provokes discussion, nothing changesIf no-one provokes discussion, nothing changes Integrity of performance systems and structures is a Integrity of performance systems and structures is a

vital positive counter balance to the negative 4 Psvital positive counter balance to the negative 4 Ps Integrity of those systems and structures is a Integrity of those systems and structures is a

mechanism or vehicle for the positive 4 P’smechanism or vehicle for the positive 4 P’s Integrity of the systems and structures is paramount Integrity of the systems and structures is paramount

to organisational wellbeing as well as strategic clarity to organisational wellbeing as well as strategic clarity and continuity, empowerment of people, teamwork and continuity, empowerment of people, teamwork and partnerships and performance (measurement and and partnerships and performance (measurement and management)management)

AUDIENCE COMMENTS AND AUDIENCE COMMENTS AND OBSERVATIONSOBSERVATIONS

In your groups, can you identify three key In your groups, can you identify three key learnings you will take from this learnings you will take from this presentation?presentation?

As a member of the community, are you As a member of the community, are you satisfied that performance management and satisfied that performance management and performance appraisal is working for you and performance appraisal is working for you and your agency in achieving organisational goals your agency in achieving organisational goals and objectives?and objectives?

Thank youThank you