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Transcript of Linkedin Visuals
5A model of high performance
You
Aim Where are we
going?
Ability Can we do it?
Attitude Do we want
to?
Approach How do we go
about it?
Adaptability How can we
change?
2
0% 50% 100%
I have clear goals
I see how my job relates to the goals of the company
My manager understands what I do best
I get opportunities to develop
My manager is interested in my opinion
I get regular feedback
I get praise and acknowledgement
My manager leads by example
High performance
Average performance
edoHPM Ratings
3
Current trends in Europe
• There was most room for improvement in the following areas: - Career development opportunities & training
- Encouragement to use talents - Greater clarity on goals (company and team) and why?
- Recognition and rewarding of contributions
- Regular specific feedback on performance
• Managers were rated significantly more favourably than executives/leaders on trust (74% vs 51%)
Executive/leaders could most improve: Communicating honestly, trustworthiness, acting in alignment with company values/principles, linking work to larger company purpose
4
5A high performance interventions
Aim
Ability
A0tude
Approach
Adaptability
Vision, strategy, purpose Goal setting conversation
Strengths, development, delegation Development conversation
Emotional mgmt, positive feedback Motivational conversation
Values in action, discipline Critical conversation
Challenge, innovate, manage change Change conversation
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Performance myths
• Performance management = performance appraisal Performance management = day to day conversations
• Practice makes perfect Only when playing to a strength
• Intellect drives performance Emotions drive performance
• Money is the greatest incentive People are motivated differently
• We know where we are going 65% of employees unaware of business goals
• Charismatic leaders are most successful Non charismatic more successful over long term
• I know what’s going on You know what your people choose to tell you
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