Performance Culture Performance Culture Leadership Model Carsten Hentrich.

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Performance Culture Performance Culture Leadership Model Carsten Hentrich

Transcript of Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Page 1: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Performance CultureLeadership Model

Carsten Hentrich

Page 2: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

MechanicalOrganisation

- Industrialisation- Mechanical World

- Control and Hierarchy

- Investment in Machines- People as Objects

- Linear Paradigm (static)

Knowledge Organisation

- Information Age- Organic World

- Trust and Flexibility

- Investment in People- People as Individuals

- Non-linear Paradigm (dynamic)

Performance Culture Implies a Paradigm Shift

Page 3: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Profit – CG ECM Solutions FY08

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PeriodPlan Actual Trend

Change in Leadership Style(Transition Phase)

DCM increase of 1700% compared to FY07

DCM target achievement of 150%

Page 4: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Employee Development – CG ECM Solutions FY08

Change in Leadership Style

(Transition Phase)

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30% Growth

Page 5: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Chargeability – CG ECM Solutions FY08

Change in Leadership Style

(Transition Phase)

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Page 6: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Profit – CG ECM Solutions FY09

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Apr 08 May 08 Jun 08 Jul 08 Aug 08 Sep 08 Oct 08 Nov 08 Dec 08 Jan 09 Feb 09 Mar 09

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PeriodPlan Actual Trend

DCM increase of 250% compared to FY08

DCM target achievement of 240%

Page 7: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Employee Development – CG ECM Solutions FY09

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18% Growth

Page 8: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Chargeability – CG ECM Solutions FY09

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Page 9: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Profit – CG IT Architecture FY10

Clearly perceivable performance increase after only 4 months

Already 295% target achievement in December

Over-performance creates Investment Opportunities

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Plan € Actual € Trend

Change in Leadership Style(Transition Phase)

Page 10: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Employee Development– CG IT Architecture FY10

Performance increase without any personnel growth!

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Page 11: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

RESULT: Chargeability – CG IT Architecture FY10

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Change in Leadership Style(Transition Phase)

Page 12: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

What to do?

• 1. Make sure that managers follow a higher purpose

• 2. Reduce fear and create trust

• 3. Distribute responsibility on many shoulders

• 4. Extend employees’ creative influence

• 5. Establish internal markets for ideas, talents and resources

• 6. Create passion on all hierarchical levels

• 7. Consider leadership network effects

Page 13: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

How to do it?

HolisticPerson

Heart, Body, Mind, Spirit

CollaborativeLeadership

(CRAIS)Trust,

Encouragement,Talent development,

Personal value, Responsibility,

Self-determination,Innovation

OrganisationalFramework

Vision, Mission, Values,

Guiding Principles for Leadership,Leadership quality,

Strategy

Page 14: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

How to do it?

CollaborativeLeadership

(CRAIS) Trust,

Encouragement,Talent development,

Personal value, Responsibility,

Self-determination,Innovation

OrganisationalFramework

Vision, Mission, Values,

Guiding Principles for Leadership,Leadership quality,

Strategy

HolisticPerson

Heart, Body, Mind, Spirit

Page 15: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Human Needs

Holistic Person – The Foundation of All Motivation

To Leave aLegacy

(Spirit)

To Love(Heart)

To Learn

(Mind)

To Live(Body)

Page 16: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

PersonalContribution

(Purpose)(Spirit)

Passionand

Relationships (Heart)

TalentDevelopment

and Education

(Intellect)

Align Compensation to

Contribution(Body)

What are my talents (Focus)?

What are my goals and am I committed? (Discipline)?

Where is my fire(passion)?

What does my conscience say (Purpose)?

Holistic Person– Finding your Inner Voice

Page 17: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Moral Authority… the battle against the „5 emotional cancers“ means NOT to view people as objects but rather as valuable human beings:

• criticising … for a sense of personal worth

• comparing … the personal worth

• competing … for a sense of personal worth

• complaining … about personal worth

• contending … for personal worth

Inner Voice

Page 18: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Boss(Spirit)

Control(Heart)

Rules(Intellect)

Efficiency(Body)

Do only what you are told

Implements systemsfor efficient work

No trust; carrot and stick

Knows best and decides all important

decisions

Leaders that Treat People as Objects(often as a reaction to danger and crisis)

Page 19: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Low Trust(Spirit)

Demotivation(Heart)

No Collective

Vision(Intellect)

Lack of Direction

(Body)

What Happens if Leaders Treats People as Objects?(the result is decrease of performance)

political games, hidden agendas,

ambiguity

hypocrisy, misalignment,rivalry

apathy, rage,inertia, fear

trench warfare,victim mentality

Page 20: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Role Model(Spirit)

Coach(Heart)

Visionary(Intellect)

Coordinator(Body)

Leaders that Treat People as Valuable Human Beings

Page 21: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

A New Philosophy of Leadership

IntegrityIntegrity Moral AuthorityMoral Authority Inner VoiceInner Voice

Page 22: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

How to do it?

HolisticPerson

Heart, Body, Mind, Spirit

CollaborativeLeadership

(CRAIS)Trust,

Encouragement,Talent development,

Personal worth, Responsibility,

Self-determination,Innovation

OrganisationalFramework

Vision, Mission, Values,

Guiding Principles for Leadership,Leadership quality,

Strategy

Page 23: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Surfing the Edge of Chaos

Page 24: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

• We are always ready to adapt (Agility)

• We learn to „think and act 360°“ (finding your Inner Voice)

• We take responsibility for one another

• We build knowledge networks (Synergy)

• We are always ready to learn

• We build on stable principles

Our Code

Each individual contributes with special talents.

The business is like a rafting boat on white-water.

Page 25: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Our Principles

• People are always first

• Delegate and accept responsibility

• Demand and encourage self-determination

• Leverage and develop talents

• Develop relationships (customers, partners, internally)

• Set and fulfill the right qualitative goals

Strengthen Trust

Page 26: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Our Qualitative Goals

Synergy

Market Oriented

Innovation

•Synthesise existing knowledge to new solutions•Build knowledge networks•Internationalisation & globalisation – the world is flat!•Optimise performance through structural improvement

•Actively market our solutions•Regular exchange on solutions (Sales/Delivery)•Develop Sales/Delivery networks •Incorporate customers demands systematically

•Development of innovative ideas/solutions •Customer requirements orientation•Create room for creativity and individual responsibility•View innovation as competition

Knowledge Culture•Individual responsibility and self-determination•Leadership as a matter of choice not formal position •Sensemaking through collective vision und business ethics•Actively change behavioural patterns (think and act 360°)

Page 27: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

What Do These Qualitative Goals Mean?

Page 28: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Our Strategy

Page 29: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Qualitative Results

Knowledge culture

Innovation

Synergy

Market Oriented

Trust

Responsibility

Ad

aptive O

rgan

isation

Our Code

Our Principles

Our Strategy

Our Qualitative

Goals

Quantitative Results

Profit

Growth

Utilisation

Investment Capital

Page 30: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

How to do it?

HolisticPerson

Heart, Body,

Intellect, Spirit

OrganisationalFramework

Vision, Mission, Values,

Guiding Principles for Leadership,Leadership quality,

Strategy

CollaborativeLeadership

(CRAIS)Trust,

Encouragement,Talent development,

Personal value, Responsibility,

Self-determination,Innovation

Page 31: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Collaborative Leadership - CRAIS Communities Model

Collaboration

Innovation & Strategy

Resources & Controlling

Customers &Partners

Assets & Solutions

Sales & Marketing

Page 32: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Replication Mechanism of the CRAIS Communities for Building Effective Tribes

Tribe 1

Customers &Partners

Resources &Controlling

Assets & Solutions

Innovation &Strategy

Sales &Marketing

Tribe 2 Tribe 3

Customers &Partners

Resources &Controlling

Assets & Solutions

Innovation &Strategy

Sales &Marketing

Customers &Partners

Resources &Controlling

Assets & Solutions

Innovation &Strategy

Sales &Marketing

Customers &Partners

Customers &Partners

Customers &Partners

Page 33: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Coaching as Knowledge Catalyst – Building Relationships

Leaders C

SeniorProfessionals

Professionals

AssociateProfessionals

Leaders

SeniorProfessionals C

Professionals

AssociateProfessionals

Leaders Coach Professionals Seniors Coach Associates

Page 34: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

What to do?

Cultural Transformation or How to Build Effective Tribes

TopologyGuideline

Life is great!

We are great!

I am great!

My life sucks!

Life sucks!

Per

form

ance

Show each individual that

his/her contribution is important

Show people that power comes from

networks

Let people work together on complex

projects

Build triads

Page 35: Performance Culture Performance Culture Leadership Model Carsten Hentrich.

Performance Culture

Control vs Creativity – How Does Innovation Happen?

Creativity

Control