Building a High Performance Culture: Personal

Mastery; Ethics & Communication; Performance &

Managing Change

2

Theme 1:

Building a High Performance Culture

Theme 2:

Personal Mastery: Head, Heart & Hands

Theme 3:

Employee Experience & Performance Management

Theme 4:

Understanding Change Management

Culture and the lure of High Performance

Towards sustainable improvement – a collaborative and structured process

Single Dashboard

Shared Matrix

Equitable resource allocation

Aligned outcomes

HPO is driven by the Org Strategy & Vision and is aligned Org Values

HPO is implemented with Change Management Strategy

Change Model

informs the

Change Approach

Vision and

Mission

6

HR to lead org to embarked on their journey to high performance. To do this, focus will be on:

High Performing Organisation

Aligning LeadershipMove from the inside – out. Ensuring the HRleadership is self aware, team effectiveness isevident and organisational impact achieved.

Building new HabitsEstablish the right infrastructure to ensure that new

habits are displayed, reinforced and sustained –includes integration with on boarding, recruitment,

promotion and recognition practices.

Embedding HPO BehavioursIdentify High Performance behaviours in HR andthe

integration with performance management practices.

High Performing Organisation

Awareness journey map

Step 1

Imp

lem

ent

HP

O f

or

HR

Step 3

Embedding

Behaviours

3. Develop Roadmap to close the gap and drive High Performance (thechange plan)

• Agree Human Capital Scorecard measures to track behaviour change

• Launch communication to HR Team for alignment

• Define how behaviours will beintegrated into Performance KPIs

• Integrate behaviours into thecompetency framework and incorporate into recruitment, on boarding and promotion criteria

• Develop a recognition scheme for a12 month period to reinforce the right behaviours

• Align & strengthen HR leadership through coaching based, action labs (prompts thought leadership, engage in robust leadership conversations, takes real time change back to business to continue moving high performance forward)

1. Develop Individual SelfAwareness of each leader

• Conduct EQi Assessments• Conduct MBTI Assessments• Provide individualcoaching

based feedback

Utilise MBTI results to develop insights around team strengths, blind spots and how business & teams are potentiallyexperiencing the team

Personal

Mastery

2.Hold HPO Road to High Performance Leadership Workshop. Themes:

• Who are we as a team (reflecting on profiles) - team members to get to knoweach other & gain insight intotheteam’s profile (strengths, blind spots)

• Where do we need to go defining the Vision for HPO/ verifying the Vision if this exists

• What will this look & feel like which identifies the key behaviours that will supportour Vision (to validate with business stakeholders/ customers)

• What do we need to focus on to get there – close the gaps

Step 2

Aligning

Behaviours

Outcomes:• Leadership Assessments

completed• One-on-one feedbacks provided• Personal developmentplan

initiatedOutcomes:• Leadership team profile

workshop conducted• Leadership team profileSWOT

analysis against HPO Vision• Agreed action plan

Vision, Strategy, Environment and PeopleAlignment

Vision and

Mission

The Way We BehaveOutcomes:• Agreed Leadership behavioural

measures• Agreed KPIs for performance• Formalisation through

integrating into other HR processes (i.e.Talent Framework, Recruitment, On- Boarding, Promotion Criteria and RewardStructures

• Continued HPO development ofLeadership team:• Coaching Based Action Labs

WHAT

Leadership and Culture

Culture is what happens when the managers leave the room. Doing what's right in the absence of authority.

- Vala Afshar

What is culture?

What is Corporate Culture?

• A shared pattern of beliefs, expectations and meanings that influence and guide the thinking and behaviors of the members of that organization.

• This culture shapes the people who are members of the organization.

• Personal decision-making does not exist in a vacuum.

• Decision-making within a firm will be influenced, limited, shaped, and in some cases virtually determined, by the corporate culture of the firm.

• Individuals can be hindered or helped in making the right, or the wrong, decision by the expectations, values, and structure of the organization in which they live and work.

1Organisational Perceptions of Culture

Organisational culture is often left up to the perceptionof individuals within an organisation to determine theterritory of the organisational culture

Culture is left to chance

Culture is the single biggest lead indicator to profit andmarket share indicator of an organisation.

Culture can be defined and measured

Linking Culture to Ethics

An ethical culture can also have a direct and practical impact on the bottom line.

• If attended to and supported, a strong ethical culture can serve as a deterrent to stakeholder damage and improve bottom line

sustainability. If ignored, the culture could instead reinforce a perception that “anything goes,” and “any way to a better bottom line is

acceptable,” and destroys long-term sustainability.

The Importance of Culture: the Andersen Scandal

• Lessons to be learned:

– Culture, gone wrong, can be devastating. Done right, it is central to survival.

– Effective cultures are all about ethical values.

– Culture is not just impacted by a few high-flying personalities but by everyoneat an organization.

Compliance vs. Values-Based Cultures

• A compliance-based culture emphasizes obedience to the rules as the primary responsibility of ethics.

• A compliance-based culture will empower legal and audits offices to mandate and monitor compliance with the law and with internal codes.

• A values-based culture is one

that reinforces a particular set

of values rather than a

particular set of rules.

• Certainly, these firms may have

codes of conduct; but those

codes are predicated on a

statement of values and it is

presumed that the code

includes mere examples of the

values’ application.

In the 1990’s, there was a distinction in types of corporate cultures:

In Favor of Values . . .

• The argument in favor of a values-based culture that a complianceculture is only as strong and as precise as the rules with whichworkers are expected to comply.

• An organisation can only have a certain number of rules and therules can never unambiguously apply to every conceivablesituation.

In Favor of Values . . .

• Values-based organizations do often include a compliance structure within its organization.

• In fact, the Ethics Resource Center found in its research that:

Strict compliance and audit programs are often springboards for implementing more comprehensive programs addressing ethical values. When this occurs, compliance goals typically

do not diminish. Rather a focus on ethical values adds important priorities and incentives.

“

”

Culture trumps Compliance!

• Recent research shows that business leaders believe that greatermanagement attention needs to be focused on a corporation'sculture to achieve best practices in business.1

• A corporation's culture was found to be the most important factorinfluencing the attitudes and behavior of executives.

• This factor was named twice as often as any other factor, includingshare price (25 percent) and incentive compensation (23.2percent)!

1http://www.workingvalues.com/Risk_WhitePaper.pdf

Communication is key!

Communication

Allows you to …..

Allows you to truly CONNECT

Building trust & respect

Validates assumptions & perceptions

Allows you to express ideas & engage in debate

Helps with diversity

Allows you to share & learn

Barriers to Effective Communication

Stress and out-of-control emotion

Lack of focus

Inconsistent body language.

Negative body language

Building trust and respect

Trust

• Focus on others

• Collaborate approach

• Medium – long term perspective

• Be transparent

Credibility

• Be open and honest

• Don’t talk down

• Honour your commitments

• Communicate –continuously

Respect

• Results in sharing of ideas

• Give it to get it

• What goes around – comes around

• Is right

• Results in good communication

The communication process

WHY

Emotional Intelligence Matters

Practice Makes Habit

Being an effect leader begins with you

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

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

31

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.

33

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 combinationNelson Mandela

3 Ways to Influence – Use the Head, Heart, or Hands

Authority alone is not enough – effective leaders use influence to get things done.

Influence is the ability to personally affect the actions, decisions, opinions, or thinking of others.

Ultimately, influence allows you to get things done and achieve desired outcomes. According to the

Centre for Creative Leadership influencing tactics fall into 3 categories: logical, emotional, or cooperative

appeals, i.e. influencing with the head, heart, or hands.

Logical appeals tap into people’s rational and intellectual positions. You present

an argument for the best choice of action based on organizational benefits,

personal benefits, or both, appealing to people’s minds.

Emotional appeals connect your message, goal, or project to individual goals

and values. An idea that promotes a person’s feelings of well-being, service, or

sense of belonging tugs at the heart and has a good chance of gaining support.

Cooperative appeals involve collaboration (what will you do together?),

consultation (what ideas do other people have?), and alliances (who already

supports you or has the credibility you need?). Working together to accomplish a

mutually important goal extends a hand to others in the organization and is an

extremely effective way of influencing.

Self Management

35

• 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

36

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

37

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

38

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).

(continued): The Stop-Test Challenge

39

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?

The Power of Choice

40

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

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?

41

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

42

Application: The Pause Button

43

What is your pause button?

How do I Grow my Self Management Capacity?

44

45

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.

Activity 2: Know Yourself

46

My Strengths

1.

2.

3.

My Areas of

Development

1.

2.

3.

HOW

Managing Others: Employee Engagement & Motivation

• Employee Engagement

• Performance Management

• Organisational Change Management

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.

“ ”

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

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!

Understand Motivation in Teams

60

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.

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

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

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

‘Continuous Process of Identifying, Measuring and Developing the performance of individuals,

teams and the organisation as well as Aligning performance with the strategic goals of the

organisation’

UKZN Definition:

‘a holistic continuous performance improvement process aimed at aligning individual,

team and institutional outputs, in order for the institution to realize its purpose.’

The performance of each individual will impact on the performance of the department in which

the individual is located. The performance of each of the department will impact on the overall

performance of the organisation.

What is Performance Management

75

Why Performance Management?

Performance management is intended to be a process that assistsorganisations in establishing a climate conducive to motivating employeesto develop and achieve high standards of performance. Contrary to popularbelief, it is not an annual event, but rather, an ongoing day-to-dayparticipative process that is intended to:

• align organisational and individual goals;

• ensure a common understanding of performance expectations;

• develop and manage the human capital needed to achieve institutionalresults;

• identify and address performance inefficiencies;

• create a culture of accountability and a focus on customer service; and

• recognise and reward employees who constantly perform at a superiorlevel.

Vision, Value and Goal

76

• 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

Managing Performance : The Process & Stages

78

In order to effectively manage performance you need to:

How To Effectively Manage Performance?

• Communicate Expectations: The first and most important step in the

performance management process is to communicate what is expected.

• Observe And Document Performance: Throughout the performance

management cycle, you should observe your employees’ performance and

identify instances of both good and poor performance.

• Provide Feedback: You should provide frequent feedback and coaching to your

employees regarding performance throughout the year.

• Deal With Performance That Does Not Meet Expectations

Performance Management : Monitoring

Two important techniques:

1. Performance Feedback:- providing information that expands a person’s information about their performance and the effect of their performance on others; intended to support or discourage certain behavior. (Its about what is done, its impact and how could it be done).

Feedback goals:

• To assist an employee in maintaining or enhancing present level of effectiveness

• To provide opportunity for employee to make adjustments and improvements towards achievement of set objectives

PERFORMANCE BEHAVIOUR

80

SUPPORTIVE FEEDBACK – ENCOURAGES AND REINFORCES

• Must be a two way conversation, respectful, honest, tactful, open and direct

• Prepare beforehand what you are going to say and choose appropriate time & place

• Focused, goal oriented, multi directional, supportive & ongoing• Could be task related and behaviour related • Be specific not general i.e. relate to specific performance targets/

standards• Point out strengths and accomplishments with appreciation• Engage employee and provide specific information on how to improve• Help employee take responsibility for their actions

GIVING FEEDBACK

81

2. Performance Confronting:- deliberately inviting another to

self-examine some aspect of performance in which there is

a discrepancy between self-reported and observed outputs

or inconsistency with personal-organizational results and

objective standards.

Performance Confronting

82

• Analyse the problem • What is the problem (skill/ competence gap, health issue, behavioural issue, work environment,

etc).• Can the employee change to improve performance?• Has training, coaching, mentoring been provided?

• Engage the employee• Collaborate to identify problems and resolves performance issues• Acknowledge employee’s satisfactory performance• Discuss employee’s unsatisfactory performance using specific examples• Inform employee that the aim is to find best way to assist them in achieving performance

objectives

• Devise Action Plan & continue monitoring• Define actions to be taken to improve performance• Be precise in performance expectations• Establish a reasonable time frame• Confirm date of next meeting

Addressing Poor Performance

83

• STEP 1: Preparation Expect hostility, denial and a defensive attitude! Prepare to manage this calmly, clinically and

factually to defuse the situation. Remember not to judge before hearing the employee’s side to the matter.

• STEP 2: State the need for the discussion: The purpose of this meeting is… I have a concern about… I have noticed

that…

• STEP 3: State the facts as you see and know them: It have noticed that…The facts are…

• STEP 4: Explain why this is/ was wrong and may not be allowed to continue: This behaviour/ procedure/ work

quality deviates from the University’s policies on…It is my duty as your line manager to point out deviant conduct to

you in order to ensure future

• STEP 5: State the consequences if this was to continues: If this continues, the consequences … are…

• STEP 6: Ask the employee to share his/her views on the matter: How did this happen…Why do you think this is

happening…? How can I support you?

• STEP 7: Pose probing questions to fully understand the employee’s views: What steps have you taken to avert the

situation? Why haven’t you brought this to my attention before? What else is getting in the way of your

work/attentiveness/ dedication/…?

• STEP 8: Decide and agree on an action plan.

• STEP 9: Summarise and agree on a follow up mechanism and date.

• STEP 10: Follow up

Performance Management Stage 2: Monitoring

Discussing Poor Performance

Experiencing Change Management

Picasso Activity

The Change Cycle

Typical Reactions of People During Change

When faced with change, it helps to understand the journey that people may go on during the

process...

Anxiety

Can I cope

with change?

Denial

This cant be

happening to

me. It will all go

away if I just

ignore it

Emotion

I am feeling a

strong reaction

to thisHow will it affect

me?

Fear

Exploration

I can see what I

need to do

I have come to

terms with the

change

Buy-in

I am

motivated and

doing what I

need to

Commitment

Maybe…

This might

not be so

bad…

Acceptance

88

Causes of resistance to change

Poor communication - details are sometimes skewed and stakeholders end up receiving inaccurate information

Feeling excluded - experienced when employees hear of a sudden change, and they had no input

Lack of trust - employees may link changes to negative underlying reasons or assume they will eventually lose their jobs

Skills / training - When change requires mastering new skills, resistance is likely

Source: Miranda Brookins: What Causes Resistance to Change in an Organization?

Negative effects of resistance to change

Lower morale - employees feeling less optimistic and hopeful about their professional future with the company

Lessened efficiency - staff less focused on doing the daily tasks associated with their jobs

Disruptive work environment - potential for commotions with outbursts regarding changes or a combative attitude with management staff

Source: Lynda Moultry Belcher: Negative Effects of Resistance to Change to an

Organization

Why Change Fails

Ineffective communication

People simply don’t want the new or the change to be successful

The change is implemented in isolation

Mixed messages and confusion

Lack of a single integrated change strategy

A focus on knowing rather than doing

Being put off by resistance to change

Expectations of instant success

Change Management has a negative image

Source: Change Designs :“Why Change Fails”

Managing Resistance to Change

Research on the causes and effects of resistance

Causes of resistance to change

Negative effects of resistance to change

Why change projects fail

5 Step Approach

= ChangeVision Skills Incentives Resources Action plan

= AnxietyVision Skills Incentives Resources Action plan

= Gradual changeVision Skills Incentives Resources Action plan

= FrustrationVision Skills Incentives Resources Action plan

= False startsVision Skills Incentives Resources Action plan

= ConfusionVision Skills Incentives Resources Action plan

Critical elementsCritical change elements: a tool for global leaders

Understand Motivation in Teams

91