Activating our ‘A’ Game

PERFORMANCE MANAGEMENT 2013Leader briefing

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Our process

Mindset

Performance Planning

Performance Conversations

Rating & Rewarding Performance

Agenda

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It’s a 2 way promise

Expectations of leaders: Inspire people to strive for high

performance

Drive goal setting clearly aligned to business strategy

Coach people to ensure believability and desirability of business goals at all levels

Prioritise what’s relevant to the business and your people

Provide clarity, support and regular feedback about performance (business & individual)

Have a mindset focused on continually improving own levels of performance

Prioritise what’s important to achieve business results

Take individual accountability and ownership of performance

Be active in seeking feedback about performance

Expectations of people:

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Cycle & Process – it’s all about conversationsOur performance process is a continuous cycle throughout the year

including frequent informal coaching and feedback

Performance planning, conversations and ratings (including calibration) occur once a year in August with a mid-year review in February. Performance rewards are determined at the annual review, effective 1 November.

Recognise your people frequently throughout the year. Celebrating performance moments will ensure your people know the types of behaviours and performance we’re striving to deliver.

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Timetable

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At GWF, mindset is a fundamental element of performance because it directly impacts (either positively or negatively) what you achieve and how you achieve it. Performance is about both WHAT you achieve (results) and HOW you achieve it (behaviours). We consider both Results and Behaviours when reviewing performance (R x B).

Results x Behaviour

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Our process

Mindset

Performance Planning

Performance Conversations

Rating & Rewarding Performance

Agenda

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What is mindset?

Noun: a particular mental framework of attitudes, expectations, etc.

Macquarie Dictionary

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‘In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment. Virtually all great people have had these qualities. Teaching a growth mindset creates motivation and productivity.’

Carol Dweck

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Let’s test it out – activating your A-Game

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Activating ‘A’ game in your team

What do you do as a leader to:

1. have the right mindset?

2. create the right mindset in your team?

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Our process

Mindset

Performance Planning

Performance Conversations

Rating & Rewarding Performance

Agenda

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Roles & responsibilities

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Develop 4 to 6 improvement-focused objectives

Align your objectives with business strategy and leaders objectives

Make them SMART

Use clear, positive and action oriented language

Make objectives ‘self maintained’ – within your circle of control

Be clear on what success looks like

Setting objectives; remember…

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Our process

Mindset

Performance Planning

Performance Conversations

Rating & Rewarding Performance

Agenda

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Reviewing Performance

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How do I build quality conversations?

Which quadrant is your comfort

zone?

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With the goal being to accelerate performance, what do you want your performance discussion to cause your people to:

Think

Feel

Say

Do

What’s the experience you want your people to have?

THINK SAY

DOFEELTo bring this to life:

1. Which area(s) do you need to focus on?2. What do you need to do differently in these performance reviews to enhance the experience and set up for success in 2013?

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Preparing for good quality conversations

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Example Approach

Goals

BehaviourDevelopment

• Review all 10 behaviours• Agree ratings• Discuss strength and

development areas• Make notes

• Review PDP• Discuss achievements• Agree next steps

• Review all objectives• Agree ratings• Discuss achievements• Make notes

25 mins

25 mins

10 mins

NB. Make notes on all agreements

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Compare these two phrases:

‘You did a great job on your project, but feedback from your stakeholders suggests that……..’

‘You did a great job on your project, and feedback from your stakeholders suggests that………’

The word BUT disconnects and negates whatever follows

The word AND connects, builds and creates flow

The ‘Yes and’ feedback principle(NO BUTs ALLOWED!)

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What did you enjoy working on the most and why?

What did you find the most challenging and why?

What were the critical success factors?

What didn’t go the way you planned or anticipated?

Did you have the skills needed to achieve the goal?

What have you learnt? / What would you do differently next time?

Where do you think you should set the bar for the next six months?

Coaching Questions

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Our process

Mindset

Performance Planning

Performance Conversations

Rating & Rewarding Performance

Agenda

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Rating Performance

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Great results, lift behaviours Great Extraordinary

Great

Great behaviours, lift results

Good

Below

Good results, lift behaviours

Below

needs developmentRatings: Extraordinary - your challenge is to maintain this great momentumGreat - a springboard to achieve even moreGood - from good to great by focusing on the specific goals or behaviours that have been identified as opportunitiesBelow - need to step up, focus and really lift performanceUnacceptable- behaviour is a serious derailer or a GWF policy has been breached (when this rating is invoked, it overrides any performance or behaviour rating and no bonus will be paid)

Rating Performance3x3 performance rating grid

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Rewarding Performance

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QUESTIONS