Building a High Performance Culture Through Personal Mastery

2

Theme 1:

Effective Leadership and their Influence

Theme 2:

Analyse the role of emotional intelligence in interpersonal and

intrapersonal relationships in life and work situations

Theme 3:

Managing Change

Theme 4:

Employee Engagement &Performance Management

Check in

Your NameWhat outcomes would I like to achieve?

How am I feeling today?

What is giving me energy in my life right now, personally and professionally?

The Smell of A place

https://www.youtube.com/watch?v=UUddgE8rI0E

What is Corporate Culture and Why It Matters

Being an effect leader begins with you

The same individual behaves differently in two different contexts and it is the quality of management who create the right context around their people to improve their

contribution to the company.

Leaders Create and Enable the Context

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

What is important to you?

Traits of Great Leaders

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

Personal Mastery –Emotional Intelligence

The Behaviour Change Road Map

E-RPurpose + Vision

SForce Field Analysis

IBehaviour

OSignificant Others

↔ ↔ D/RImprove Results

↔

↔↔

E-RScorecard/Progression

11

What’s Your Conscious Mindset and How is It Serving You?

12

Paradigm Shifts

• Being self-aware

• Being aware of the impact you have on others

• Knowing what really matters to you

• Behaving in alignment with your core purpose and values

• Expressing yourself authentically

Being an effective leader begins with YOU

The Principles Of Emotional Intelligence

14

What is emotional intelligence?

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

• The American psychologist, David Wechsler, defined intelligence as “theaggregate or global capacity of the individual to act purposefully, to thinkrationally, and to deal effectively with his environment”

• Daniel Goleman Definition: the capacity for recognizing our own feelings andthose of others, for motivating ourselves and for managing emotions well inourselves and others.

15

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

IQ EQ

Helps you get in the door Helps you succeed at the job

Measure of ability to learn and understand

Measure of ability to use emotions with logical skills

Convince with facts Convince with reasoning

At the mercy of emotions because of a lack of understanding

Understanding and managing emotions and using them for good reason

Book smart Heart smart

Gets you though school Gets you through life

What is the Difference Between EQ vs IQ?

Relationship and Systems Intelligence

From Daniel Goleman and CRR Global

Personal CompetenceEmotional Intelligence

Social CompetenceSocial Intelligence

Self Awareness

Self Management

Relationship Awareness

Relationship Management

17

Self –Awareness• Emotional self awareness• Accurate self assessment• Self confidence

Social Awareness• Empathy• Organisational awareness• Service orientation

Self Management• Emotional self-control• Transparency• Adaptability• Achievement orientation• Initiative• Optimism

Relationship Management• Developing others• Inspirational leadership• Change catalyst• Influence• Conflict Management• Teamwork & Collaboration

EI – Daniel Goleman

What is Self Awareness

19

Am I a boiling frog? Self-awareness is defined by Goleman (2007) as:

• knowing what we are feeling in the moment, and

• using those preferences to guide our decision making;

• having a realistic assessment of our own abilities and

• a well-grounded sense of self-confidence.’

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

The Johari Window

20

The Cookie Thief – Self Management

21

https://www.youtube.com/watch?v=L3Rt3Z3gmPw

INTR 4.1

What would you do?

Self Management

23

• 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

24

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

CHOOSEAND ACT

Activity : The Stop-Test Challenge

25

Stop (The Event i.e. The Cookie Thief)

• 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

26

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

27

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

Event Freedom to Choose Response

(continued): The Stop-Test Challenge

28

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?

29

Application: The Pause Button

30

What is your pause button?

How do I Grow my Self Management Capacity?

31

32

Emotional Hijacking: What Happens when I Fail to Manage Self

ThinkingBrain 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

33

My Strengths

1.

2.

3.

My Areas of Development

1.

2.

3.

Managing Change

What is Change?

“You might be on the right track but if you just sit there you’ll get run over.”

Will Rogers (US Humorist and actor 1879-1935)

What Causes Change?

• Mission• Workload• Political• Environment• Changes in management• Resources• Technological

Changing The Smell of the Place

Changing The Smell of the Place

If individuals are not at fault for companies displaying poor work ethic and thus poor performance, how do we then change the context in which they work? How do we create Fontainebleau forest inside companies?

4Ps of Communicating Change

PurposeShow logic

Provide well researched rationalePresent the relevance of the

information at this timeProvide quantitative evidence of

needs and benefits

PeopleFocus on ‘people-related’ issues

Connect with feelingsDescribe the interdependence of

roles to reinforce that ‘you are not alone’

Acknowledge problems openly and present a plan for

improvement

PlanPresent a goal directed and time focused planOutline expectations for the next stepsDescribe how success will be measuredCreate a clear call to action

PictureCreate a compelling vision of the futureDescribe a far reaching goalProvide a visual image, metaphor, personal story or slogan

Leading Change

“The big (and often painful) leadership question is; ‘what do I need to change about me to help them?’ Instead of just wishing for a change of circumstance,

I may need a change of character.”

Jim Clemmer (Consultant, trainer and author on leadership)

Managing Employee Engagement & Performance

The Power of Employee Engagement

What is Employee Engagement?

Heightened connection to work, organization, mission or co-workers Beyond job satisfaction or happiness Personal meaning in work

• Pride • Belief their organization values them

More likely to go above minimum and provide “discretionary effort.”

Employee Engagement

Source: HR Future June 2005

Employee engagement is a property of the relationship between an organisation and its employees. An engaged employee is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organisation’s reputation and interests.

An organisation with ‘high’ employee engagement might therefore be expected to outperform those with ‘low’ employee engagement, all things being equal.

Employees with the highest level of employee commitment perform 20% better and are 87% less likely to leave the organisation, which indicates that engagement is linked to organisational performance.In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive.

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 workplace1. 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 leadership5. 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

55

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:

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?

Building a Culture of Engagement

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

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.

Onboarding Model

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

OPM Expectations

“All organizations are perfectly designed to get the results they are now getting. If we want different results,

we must change the way we do things.” ― Tom Northup

“What's measured improves” ― Peter F. Drucker

• ‘Continuous process of identifying, measuring and developingthe performance of individuals, teams and the organisation aswell as aligning their performance with the strategic goals of theorganisation’

• ‘Ongoing creation of an enabling environment for employees toperform at their best in order to achieve organisational goals’

• Organization’s measurement system strongly affects thebehavior of managers and employees.

What is Performance Management?

Why is Performance Management?

• Enables the Organisation to achieve its goals and vision.

• Shared understanding of what needs to be achieved at eachlevel.

• Provides clear direction; clear performance expectations andstandards for employees.

• Establishes a culture where individuals and teams takeresponsibility for the achievement of organisational goalsthrough full utilization of their skills and competencies.

Performance Management Process

Aligning Employees to the Business Strategy

Aligning Employees to the Business Strategy

75

• Why are we here?

• What is our purpose?

• What direction are we moving in? SH

ARED

VIS

ION

• How staff need to behave to live the organisationalbrand?

VALU

ES • What the organisation does to achieve the vision?

GO

ALS

Strategy Is a Step In a Continuum

MISSIONWhy we exist

VALUESWhat’s important to us

VISIONWhat we want to be

STRATEGYOur game plan

BALANCED SCORECARDImplementation & Focus

STRATEGIC INITIATIVESWhat we need to do

STRATEGIC OUTCOMES

SatisfiedSHAREHOLDERS

Delighted CUSTOMERS

Efficient and EffectivePROCESSES

Motivated & PreparedWORKFORCE

PERSONAL OBJECTIVESWhat I need to do

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 performancemanagement 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 youremployees regarding performance throughout the year.

• Deal With Performance That Does Not Meet Expectations

Thank you

Zinhlempungose@gmail.com