PERFORMANCE
-Empowering yourself to become a
High Performance Manager (HPM)
Learning session objectives:
How to manage yourself effectively, and then
manage others.
Identify the role of SBU Head and what is
expected of management
How to be a business Builder rather than a
functional Manager/ Supporter
How to be solution provider for total business
and its processes
How to be proactive and responsive to current
business situation- Situational Leadership
The Methodology of this Session
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Where are you?
Company’s
Growth
Personal Growth
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 (years)
Mindset to Mind Growth
I Can’t I choose
I Must I prefer
HABITS
1. Thought pattern
3. Physical Behaviors
Mindset to Mind Growth
Redirecting Thoughts to
Change Result
Positive Thinking
Sm oo th
sai li ng
To S UCC ESS
Negative Thinking
Li fe wou ld b e l ik e a
sin kin g shi p
FEAR
False
Evident
Appears
Real
face it
CHANGE IS THE ONLY THING
THAT IS CONSTANT
The external environment keeps changing.
INTERNAL EXTERNAL
ASSESSMENT ASSESSMENT
THE SEVEN-
STAGE PROCESS
OF MANAGING
CHANGE
Selling
The Change
Step 3
Mobilizing
Anticipating
Resources
Change
For Change
Step 1
Step 4
Identifying
The Change
Step 2
Continuous Breaking
Learning Down
And Comfort
Change Zones
Step 7 Step 5
Reinforcing
Change
Success
Step 6
Managing strategic change requires aligning internal change
initiatives to the external environment to enable the
organization to compete.
By.
SBU Heads Financial Business Plan
By.
Individual Key Performance Area
Individuals
(KPA)
NEW WAY OF WORKING
BEHAVIOURS (NWW)
There are seven NWW Behaviours. They were distilled
from the 10 New Way of Working Statements which form
an important basis for much of the cultural change
Imagine Group of Companies is undergoing. How this fits
together is shown in the next slide.
NWW STATEMENTS NWW BEHAVIOURS
Driven by results not process Performance Focus
Intolerant of poor performance
limits
Empowered to take front-line decisions Empowerment
opportunities
Brave enough to take calculated risks Risk taking
Rarely are they promoted because they will make good managers.
LEVEL OF MANAGERIAL
TOP
MANAGER
MIDDLE
MANAGER
FIRST -LINE
MANAGER
CONTROLLING ORGANIZING
Monitoring Assigning
Performance tasks and allocating
And Taking resources to implement
Corrective Action Plans.
LEADING
Influencing
others to perform
tasks necessary
to attain
organizational goals
LEADING LEADING
LEADING
22% 36%
51%
Observation / Identify
Collection
Compilation
presentation
Analysis
Plan
Strategies
Implementation
Improvement
Control
Traditional and New Theories
of Leadership
Traditional Theories
Influences
Followers
Leader
New Theories
Positive
Environment
Provides •Vision Enables and
•Resources Motivates
•Empowerment
Leader Followers
MANAGERAL FACT OF LIFE
1. Long hours. Most managers work long hours and working hours tends to
increase as one advances to higher managerial levels.
2. Fragmentation. Interruptions are common in managerial work. Tasks are
generally completed quickly.
• Variation. Managers handle a wide variety of issues and activities
throughout the day and important activities are interspersed with trivial
ones.
• Lack of reflective planning. Managers are not reflective planners. Many
activities are reactive in nature.
• Oral communications. Managers generally spend most of their time
communicating orally with other. Most of it involver exchange of
information and attempts to influence people.
• Interpersonal contacts. Managers spend little time working alone. They
spend most of their time interacting with subordinates, peers, superior and
other people inside and outside of the organization.
• Stressful. Managing is a tough and highly demanding job and studies show
that they experience stress every day.
• Networking. Managers rely heavily on networks of internal and external
contacts to function effectively. They devote considerable effort and time to
fostering relationship with others whose cooperation is required in satisfying
their emerging agendas.
• Organizational politics. Managers cannot avoid organizational politics.
• Decision processes are disorderly and emotional. Research shows that
decision processes are likely to be characterized more by confusion, disorder
and emotionality that by rationality. Information is often distorted to serve
preconception about the best course off action or a self-serving interest in a
particular choice. The problem and anxiety about choosing among unattractive
alternatives, may result in denial of negative evidence, procrastination and
panic reactions by managers.
WHO IS A HIGH PERFORMANCE
MANAGER (HPM)?
HIGH INTERPERSONAL
PERFORMANCE COMPETENCE
WORK COMPETENCE
MANAGER
• Inspiring
• Technical Expertise • Good Communication Skills
• Planning and Organizing Skill • Developing Others /
Supportive
• Conceptual Skills
• Fostering Teamwork
• Problem Solving and
• Getting Along Well
With People & Managing
Decision-Making
•Tracking Performance Conflict Constructively
Skills
• Networking
• Ambitions. High achievers have strong desire to achieve something worthwhile. They have
are clear sense of purpose and direction.
• Focused. High achievers focus exclusively on predetermined goals.
• High self-esteem. High achievers demonstrate high levels of self-esteem. High self-esteem
enables high achievers to stretch their personal limits towards performing their personal
best.
• Energetic. High achievers are energetic with lots of stamina which is crucial to sustain a
high achievement drive.
• Bias toward action. High achievers are results oriented. They take the initiative to make
things happen. Simply put, high achievers are make their own breaks. They also dare to take
calculated risks.
• Accomplishment-Oriented. High achievers are most concerned with knowing
they have done well than with the reward that success brings.
• Resilient. High achievers are persistent and determined in the face of adversity.
They quickly bounce back from setbacks. They persist until they obtain the
desired results.
• Decisive. High achievers quickly sum up situations, define alternative courses of
action, determinate the preferred course and convey to their subordinates what
needs to be done next.
• Team players. Peak performance is frequently a collective act. High achievers
collaborate with others to leverage their results.
• Lifelong learners. High achievers are lifelong learners who subscribe faithfully to
the process of continuous improvement. They continually educate themselves and
seek new knowledge in their field to maintain the competitive edge. They view
mistakes as learning opportunities.
12 TIPS ON BECOMING A HIGH
ACHIEVER
• Inspire others with a compelling vision. Formulate an organizational or
departmental mission that motivates others towards peak performance. The mission
should be simple and appealing to the organizational members.
• Set challenging goals and focus on them. Establish challenging goals which are
S.M.A.R.T with the organizational or departmental mission.
• Develop action plans for attaining your goals. Determine specific actions with
deadlines to attain your goals. For example, what skills or knowledge is required to
help you attain your goals. What personal contacts do you need establish? What are
the potential obstacles which may be encountered?
• Maintain unswerving faith in yourself. Life is truly a self-fulfilling prophecy.
Build up your self-esteem. Get rid of self-limiting beliefs. View situations as
opportunities and challenges, not problems or threats. Visualize success and practice
positive self-talk. Remember that you will never know what you can do until you
try!
• Show concern for both people and operation. Shower trust and confidence in
your subordinates. Empower trust and confidence in your subordinates. Empower
them with adequate decision-making responsibilities and authority. Seek others’
advice in work-related matters.
• Maintain persistence. High performance managers are fully aware that success
doesn’t come easily; perseverance is essential.
• Maintain flexibility. Adapt quickly to new realities. Be open to new ideas and
learns from others who knows more than you. Continually adapt and change your
behaviour until you attain the desired results.
• Be decisive. Make timely decisions based upon available facts. Don’t hesitate to
take calculated risks. Remember that being decisive doesn’t mean acting rashly.
“Many manages let themselves get weighed down in their decision-making,
especially those with too much education. ”
• Promote teamwork. Develop cooperative goals. Link the goals of management
and those of the employees. Create cross-function team to improve key business
process. Break down departmental barriers and promote participative
management. Share relevant or useful information.
• Keep track of progress. Review and monitor progress towards attainment
of your goals from time to time. Take corrective action and modify goals if
necessary due to changing circumstances.
• Lead a healthy lifestyle. Maintain physical fitness by exercising at least
for 20-30 minutes, three to four times a week. Maintain a balanced diet.
Have adequate sleep and rest.
• Commit to lifelong learning. Seek continual self-development. Acquire
the necessary knowledge and skills for attaining your goals. Be willing to
admit mistakes or weaknesses. Solicit honest and constructive feedback
from others regarding your strengths and weaknesses.
Self -Esteem
What is Self – Esteem ?
4. I love myself.
5. I tend not to worry about what the future holds.
6. I can visualize myself doing well in my job / career.
7. I do not brag about myself.
8. I can be alone and not feel isolated.
9. I have peace of mind at Imagnia.
10. I can admit my mistakes.
11. I do ask questions when I am confused.
12. I am willing to take calculated risks.
13. I do not find fault with other people.
1. I get along well with others.
2. I can make up my mind and stick to it.
3. I am eager to express opinions.
4. I welcome constructive criticism.
5. I feel comfortable in receiving and giving compliments.
6. I am at ease with strangers.
7. I do what I think is right even if others don’t approve of it.
8. I can express to others about my true feeling.
9. I can share with others about my strength and weaknesses
10. I feel good about the achievement of others.
Gaining
Self-
Awareness
Learning
Practising
Self-
Self-Renewal
Acceptance
CREATING
A POSITIVE
SELF-IMAGE
Managing Taking
Yourself Charge of
Successfully Your Life
3&4
Minimize activities related to
quadrant 1
Common Time Wasters
INTERNAL TIME EXTERNAL TIME
WASTERS WASTER
Cluttered desk Telephone interruptions
procedures.
Self-assessment: How Well Do You
Manage Your Time?
Answer Yes Or No - Be Honest To Yourself
Motivating and
empowering CHANGE Determining
people corporate culture
AGENT
Honest 6.Inspiring
Good communication 7.Competent
Supportive 10.Achievement-oriented
TYPES OF LEADERSHIP STYLES
Autocratic Democratic Laissez-faire
Periodic Subordinate
Close supervision.
supervision monitor own work.
APPROPRIATE LEADERSHIP
STYLE
Leadership Situation
Style
Autocratic 1. Decision must be made fast
2. Crisis or emergency situation
3. Subordinates lack information or knowledge.
4. Manager has complete power.
Leadership Situation
Style
Conciseness
The message should be as brief as possible. Omit
unnecessary word such as “needless to say” and
“please be advise that”. If the message is long,
provide a one-page summary which clarifies the
main points.
Completeness
Provide the necessary information which allows the
reader to take necessary action without needing to ask
questions.
Coherence
Organize your message in a coherent manner. Break
down your message into major points which can then be
subdivided into supporting point first. Limit each
paragraph to one main idea which should be reflected in
the topic sentence.
Courtesy
Your message should be written in a manner which not
only gets your message acres but also promotes
goodwill.
Correctness
Ensure the written message has accurate information.
GETTING ALONG
WELL WITH
YOUR
SUBORDINATES
AND PEERS
10 TIPS ON IMPROVING HUMAN
RELATIONS WITH SUBORDINATES
1. Get to know each subordinate as an individual, each is
different
2. Give credit where credit is due
3. Be open minded
4. Keep subordinates informed of matters that are relevant to
their jobs
5. Do not reprimand subordinates in public
6. Do not play favourites
7. Show concern for subordinate’s growth & self improvement
8. Focus on the good points in subordinates & let them know
they are highly valued
9. Treat subordinates with respect & dignity
10.Help subordinates to overcome job-related problems
10 TIPS ON IMPROVING HUMAN
RELATIONS WITH PEERS
1. Share ideas, skills, experiences, information
2. Assist peers in growth & personal development.
3. Don’t take advantage of their weakness
4. Be sympathetic to their problems
5. Be loyal, maintain confidentiality
6. Defend your peers in their absence, speak positively about
them
7. Show respect for your peers
8. Be courteous, pleasant and positive in your interactions with
your peers
9. Recognize the accomplishments of your peers
10. Pass on to other people any compliments paid to your peers
by third parties
METHOD OF
OVERCOMING
RESISTANCE TO
CHANGE
Commonly
Approach Used In Advantages Drawbacks
Situations
Education + Where there is Once Can be very
communication a lack of persuaded, time consuming
information or people will if lots of
inaccurate often help with people are
information & the involved.
analysis. implementation
of the change.
Commonly
Approach Used In Advantages Drawbacks
Situations
Participation + Where the People who Can be very
involvement initiators do not participate will time consuming
have all the be committed to if participators
information implementing design an
they need to change & any inappropriate
design the relevant change.
change & where information
others have they have will
considerable be change plan
power to resist.
Commonly
Approach Used In Advantages Drawbacks
Situations
Facilitation + Where people Not other Can be time-
support are resisting approach consuming &
because of works as well expensive &
adjustment with still fail.
problems adjustment
problems
Commonly
Approach Used In Advantages Drawbacks
Situations
PEOPLE CHANGE
TECHNOLOGICAL CHANGE •Knowledge
•Equipment •Attitude
•Work processes •Behavior
•Information system •skills
•Values
CREATING A HEALTHY
ORGANIZATIONAL CULTURE
CORPORATE VALUES
1. Doing the right things the first time
2. Maintaining integrity and trust at all times
3. Seeking continuous improvement in everything we do
4. Communicating in an open and honest manner
5. Empowering employees and developing their potential.
6. Responding positively to change
7. Encouraging participative management and teamwork
8. Promoting innovation and creative problem-solving
9. Rating customers and fellow employees with respect and
dignity
10. Basing reward and promotions on merit.