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Leading High Performance - TheWhole System
You will learn how to:
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Step 1 - Dream Team Vision “People are not your most important asset. The right people are.” Good to Great: Why Some Companies Make the Leap and Others Don’t, Jim Collins, 2001 This module presents a deep and robust exploration process to help you gain a clear vision of the dream team you would love to lead. With clear intention, the other modules then teach you how to move steadily, with confidence, toward building that team in real life. Step 2 - Discover Unique Strengths “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.” First, Break all the Rules: What the World’s Greatest Manager’s do Differently, Buckingham & Coffman, 1999. Research demonstrates that the most important quality of a great manager is to consciously play to the unique talents of each direct report to produce the greatest results. This module helps you first understand the rationale behind this perspective and then how to find and use the unique strengths of each team member. Step 3 - Set Direction and Expectations “You’ve got to know who you are, what you stand for, and where you’re going or you’re just blowin’ in the wind. And if you are a leader, it’s not just you blowin’ in the wind. Your entire organization is too.” Jennifer Joyce, 1998. A critical yet often over-looked step in leading high performance is to make sure your team understands, in detail, the direction you are taking and how it fits into the overall picture of your company. Additionally, leading high performance depends on clearly stating your expectations - both in terms of performance, values, AND attitude. This module tells you how to put it all together so that your entire team is aligned behind agreed upon objectives as well as with the personal behaviors that ensure success. This step helps you to manifest your dream team vision in real life. Step 4 - One-on-ones for Performance “People think of execution as the tactical side of business, something leaders delegate while they focus on the perceived ‘bigger’ issues. This idea is completely wrong. Execution is not just tactics – it is a discipline and a system.” Execution: The Discipline of Getting Things Done, Bossidy & Charan, 2002 One of THE most powerful tools in any leader/manager’s tool box is the weekly one-on-one session with each of his/her direct reports. This is where you facilitate ongoing project execution as well as professional development. This module covers the why, what and how for truly effective one-on-ones. Best things about the one-on-ones are that they save you about 25% of your time and they directly impact both the morale and performance of each direct report. Step 5 - Backward Looking Review “Expectations - consequences = Wishes” Author unknown Managers consistently report performance reviews as something they either dread or would like to do better. Once you have everything set up for strong performance, it is necessary to periodically take a step back and review how it’s going. This module will teach you the important aspects of the review process along with how to give effective feedback that will promote relationship and inspire direct reports rather than tear them down. You won’t ever dread performance reviews again. |
