1. Make A Dent Leadership .com
Performance Growth
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Make A Dent Leadership .com

2. KPI’s Team/Individual Focus Projects/Initiatives Departmental Focus
Operations
Focus
Quality
Systems
Materials
Replenishment
Application of Learning
Finished Goods
Cost
Management
Divisional Focus
Sales
H.R
Operations
Finance
Annual Organisational Objectives
(Driving Market Share & Profit)

3. Engage Corporate Plan Results Talent Strategy
Individual Plans
Team Plans
Corporate Plan
Department Plans
Talent Strategy
Results
Performance appraisal sits under engagement! Who felt engaged and bursting with enthusiasm to do performance appraisals on their team? after their last review? Who had team members that went sour after their review?
Engage

4. Commitment To The Vision
Regular Feedback
Engaged Performance
Goals & Results Focus
Demming (the Father of the Quality Movement) was one of the first to say that 80% of performance issues can be ascribed to poor systems. Put a good person in a bad system and the bad system wins every time.
Whilst people do make the difference in an organisation … it is getting great people to work on fixing systems (work processes, climate, equipment, policies, structures, norms etc) that aren’t performing to their optimum … this is where the magic lays.
Right People Best Work
Leadership & Culture

5. Commitment to Values, Vision Skills, Strengths, Knowledge
3 components of performance growth
Commitment to Business Performance

6. Performance Appraisals are…
The traditional performance appraisal system is fundamentally flawed. Neuroscientists from the University of Chicago (Cacioppo) and Ohio State University (Ito) have been able to demonstrate that our brain is hard-wired to react more strongly to negative information.
The traditional performance appraisal is designed so that the Manager stands in judgement of the employee and tells them where they aren’t getting it right. The employee takes this as a danger signal to their self-esteem. And most managers say that performance appraisals are the task they dislike the most … why? Because it is damaging to their self-esteem as well and puts them in the dangerous place of having to defend their judgments.
The key to getting people to perform closer to their potential is to guide the feedback recipient to self-awareness and self-discovery.

7. A command and control tool
I AM NOT BOSSY
I AM THE BOSS

8. Costly to customers the business
A costly process that add limited value, do little to improve speed or quality of response to the customer

9. Costly to
Likely to lower self-esteem and performance focus
team members

10. Wrong
focus
Focused in the wrong place – agonizing over a valued vs outstanding performer is wasted time

11. Often harmful in litigation because nobody likes to give a poor review (it reflects badly on them as a leader)

12. Do we get a good return on investment?
5 employees x 8 = 40 hours
8 hours per employee on performance review actions
Average manager has 5 employees x 8 = 40 hours
40 hours x 750 employees in organisation = 30,000 hours
30,000 x say $50 = $1,500,000

13. 40 x 750 = 30,000 hours Do we get a good return on investment?
8 hours per employee on performance review actions
Average manager has 5 employees x 8 = 40 hours
40 hours x 750 employees in organisation = 30,000 hours
30,000 x say $50 = $1,500,000
Average employee fussing and fuming and being demoralised after review – Priceless!

14. 30,000 x $50 = $1,500,000 Do we get a good return on investment?
8 hours per employee on performance review actions
Average manager has 5 employees x 8 = 40 hours
40 hours x 750 employees in organisation = 30,000 hours
30,000 x say $50 = $1,500,000
Average employee fussing and fuming and being demoralised after review – Priceless!

15. Time for performance appraisal, ……. guys, guys!
Priceless!
Average employee fussing and fuming and being demoralised after review – Priceless!

16. I love my job Desired outcome High Employee Engagement
Do you know anyone who aspired to be an under-performer, or any organisation that deliberately chose to create a culture of low- performance/low-morale?

17. Desired outcome
High Business Impact

18. Desired outcome Enhance Performance Ratings
Shift the conversation from how rated … to what we can do to enhance performance
Ratings

19. Coaching Desired outcome From judging to
The traditional performance appraisal is designed so that the Manager stands in judgement of the employee and tells them where they aren’t getting it right.
The key to getting people to perform closer to their potential is to guide the feedback recipient to self-awareness and self-discovery.
What are we aiming to achieve? It is a Judgmental or Developmental need?
What is most important is the conversation – not the rating. Getting rid of the labels and rating system gets people more focused on identifying and developing talent.
We want to shift the conversation from about whether someone has been rated correctly, but more on what they can do to enhance their performance.
This will move the conversation from a Manager sitting in the Judge role and more to a Coaching role. Agonizing over whether someone is a valued performer, rather than outstanding takes up too much time and puts the focus in the wrong place.
Coaching
From judging to

20. Rational Emotional Commitment Commitment Two types of commitment
Rational Commitment - The extent to which employees believe that managers, teams or organizations are in their self-interest (financial, developmental or professional)
Emotional Commitment: The extent to which employees value, enjoy, and believe in their jobs, managers, teams or organizations
Emotional
Commitment

21. Discretionary Intent Effort to stay The outputs of commitment
Discretionary Effort
Employees’ willingness to go ‘above and beyond’ the call of duty, such as helping others with heavy workloads, volunteering for additional duties and looking for ways to perform their jobs more efficiently
Intent to Stay
Employees’ desire to stay with the organization, based on whether they intend to look for a new job within a year, whether they frequently think of quitting, whether they are actively looking for a job or have begun to take tangible steps like placing phone calls or sending out resumes
Intent
to stay

22. Rational Commitment Emotional Commitment
Two Commitment Types
Day-to-Day Work
Team
Direct Manager
Organization
Four Focal Points Of Commitment
The Outputs of Commitment
Discretionary Effort
Rational Commitment
Performance
Retention
Hire good people – let’s design the system around the 90% and manage the 10%
You make that differences
Intent to Stay
Emotional Commitment

23. Direct Manager Regular 1-on-1s Rational Commitment
One-to-ones
Regular 1-on-1s
Emotional Commitment

24. MY SUCCESS MEETING

25. - Self Assessment Responsibility
High performance people are all over this - want to take responsibility for their own success.
What did you do really well?
What strengths/skills/talents/behaviors helped you to perform?
What behaviors do you need to focus upon to get closer to your potential?
What skills, characteristics, talents, systems do you need to improve to get better results?
What could you have done differently since we last spoke and how are you learning from that going forward to help you grow and perform better in the future?
Which of your character strengths are you using on a regular basis? Which could be used more to add value to you and the organization?
Responsibility

26. Forward Focus feed forward not feed back
What are you going to focus upon in the next quarter?
How will you and I know that you have been successful?
Self-Responsibility
The three systems/processes/procedures/policies I will work on in order to improve performance are … and the results we can expect to see are ….
The three behaviors I will focus upon improving are … and the improved results of this will be ….
The three skills/talents I will learn are …. And I will use these new skills/talents in this way to ….. to deliver these results ….
The three things I will do to enhance our team’s culture are …. And this will improve morale by …
The three business results I will deliver (over and above my normal ‘business as usual’ activities) are …
Focus
feed forward
not feed back

27. Regular Poor Ok Good Excellent 10% 30% 40% 20%
Adapted from G Lueger, Solutions Focused Rating SF: New Ways in Performance Appraisal.
Green line – actual performance – black line averaged performance
Red circle – discuss and learn from high points
Use low points to find small steps.
Unless rated excellent most people get annoyed. Invite the person appraised to rate own performance – allocated 100 points over the categories
Don’t focus on the poor section – focus on what we want and put attention on building strengths.
Tiger Woods – 2002 Rated #1 in green in regulation shots (how many shots expected to play before getting ball onto the green). 62nd at Sand saves. In 2007 still leading the world ranking in golf but had slipped to 82 in Sand Saves. But he had focused on his swing until it was so strong and predictable he would land on the green and not in the sand.
Use the excellent category to ask resource-based questions to elicit details of achievements and top performance to provide get clues and motivation for further such attainment.
As with scaling – accept the person’s rating, ask about what worked, collect counting, give affirms and amplify resources. Once exchanged excellent move on to good .. By time get to poor have a better sense of how much time, if any to devote to discussing improvement in this area.
Poor Ok
Good
Excellent
10%
30%
40%
20%

28. Learning
Gaining, Applying and Sharing skills and knowledge in the areas of
Technical
Social
Business
Environment and Safety

29. Current Performance Level
Expected Performance Level
Straggler
Reliable
Game Changer
Influencer
Solid
Risky Player
High Performer
Low Performer