1st Break All The Rules

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Measuring strength of Work Place
How do you measure the core elements needed to
attract, focus and keep the most talented
employees?
“Business Units were measurably more
productive when employees answered positively
on a scale of 1 to 5 to the following 12
questions.”
Gallup
Analysis of performance data from over 2,500 business units and over
105,000 employees

12 Questions
1. Do I know what is expected of me at work?
2. Do I have the materials & equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last 7 days, have I received recognition or praise for good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow?
MostpowerfulQuestions

Summit
How can we
all grow?
Do I belong here?
What do I give?
What do I get?
Mountain Climbing
Getting great at what you do
Questions
1 & 2
Questions
3 to 6
Questions
7 to 10
Questions
11 to 12
Yes to all
12
Questions

A great manager is a
CATALYST
Catalyst:
Ability to do four
key activities
REALLY well
1. Select the Person
2. Set Expectations
3. Motivate the
Person
4. Develop the
Person

4 Keys of
Great Managers
• Select for TALENT
• Not simply experience, intelligence or determination
1. Select the
Person
• Define the right OUTCOMES
• Not the right steps
2. Set Expectations
• Focus on STRENGTHS
• Not on weaknesses
3. Motivate the
Person
• Find the RIGHT FIT
• Not simply the next rung on the ladder
4. Develop the
Person

A characteristic way of responding to the world around us.
It tells you which stimuli to notice and which to ignore;
which to love and which to hate.
It is UNIQUE to you.
Your filter and your recurring patterns of behaviour are
enduring.
Your filter more than your race, sex, age or nationality is
YOU.
TALENT
A recurring pattern of THOUGHT, FEELING or
BEHAVIOUR that can be productively applied.
FILTER
Key 1: Select for Talent

“People don’t change that much. Don’t waste
your time trying to put in what can be left out.
Try to draw out what was left in. That is hard
enough.”
WHAT GREAT
MANAGERS KNOW

• Cannot be taught
• 4-line highways of your mind
• Recurrent patterns of thought, feeling or
behavioural
• Difficult to transfer
Talents
• Can be taught by breaking total performance
into steps
• “How to do” of a role
• Transferable
Skills
• Can be taught
• What you are aware of
• Factual knowledge – things you know
• Experiential knowledge – understandings
picked up along the way
• Transferable
Knowledge
Elements of Performance

There are 3 Basic Categories of Talent
1. Striving – the ‘WHY’ of a person
2. Thinking – the ‘HOW’ of a person
3. Relating – the ‘WHO’ of a person

“The implication is not that people cannot change.
Everyone can change. Everyone can learn. Everyone can get a little better.
The language of skills, knowledge and talents simply helps a manager
identify where radical change is possible, and where it is not.”

How managers find
great talent
Study your best people
Know what talents you are looking for

How to manage by remote control
Manager’s dilemma: how
do you retain control and
focus people on
performance – when you
know that you cannot force
people to behave in the
same way?
Define the right
outcomes and then let
each person find his
own route toward those
outcomes
Key 2: Define the right outcomes

Some outcomes defy definition
the temptation to Control!!
Trust is precious: it must be earned
My people don’t have enough talent
I want perfect people

“Forcing your employees to follow required steps only prevents customer
dissatisfaction.
If your goal is truly to satisfy, to create advocates, then the step-by-step
approach alone cannot get you there.
Instead, you must select employees who have the talent to listen and to
teach, and then you must focus them towards simple emotional outcomes
like partnership and advice.
If you manage to do this, it is something that is very hard to steal.”

How do you know if the outcomes are right?
What is right for
your customers?
What is right for
your company?
What is right for
the individual?

Let them become more of who they already are
Focus on each person’s strength and
manage around his weaknesses.
Don’t try to fix the weaknesses.
Don’t try to perfect each person.
Focus on each person’s strength and
manage around his weaknesses.
Do everything you can to help each
person cultivate his talents.
Help each person become more of
who he already is.
Key 3: Focus on strengths

Casting is everything
If you want to turn talent into performance, you have to position each
person so that you are paying her to do what she is naturally wired to
do. You have to cast her in the right role.
Everyone has the talent to be exceptional at something. The trick is to
find that ‘something.’ The trick is in the casting.

Spend the most time with your best people
‘No news’ kills behaviour
It’s the fairest thing to do
It’s the best way to learn
It’s the only way to reach excellence
And the best way to break through the ceiling

Managing around a weakness
Determine if poor performance is not due to
you as manager tripping the wrong trigger!!
Determine if poor performance is trainable
Determine if it’s a weakness or a non-talent
Devise a support system
Find a complementary partner
Find an alterative role

Key 4: Find the right fit
A rung too far
Most employees are
promoted to their level
of incompetence. It’s
inevitable. It’s built into
the system.

The PROBLEM with climbing the ladder
One rung does not necessarily lead to
another.
The conventional career path is
condemned to create competition and
conflict. Why not create heroes in
every role?
Conventional ‘wisdom’ programmes
employees to hunt for marketable
skills and experience to climb to the
next rung. This thinking is often
flawed.

“BEFORE you promote someone, look closely at the striving, thinking and relating
talents needed to excel in the role.
After scrutinising the PERSON and the ROLE, you may still choose promotion.
Since each person is highly complex, you may still end up promoting someone into a
position where he struggles. No manager finds the perfect fit every time.
But at least you will have taken the TIME to weigh the FIT between the DEMANDS of
the role and the TALENT of the person”.

Create heroes in EVERY role
Set up levels of achievement
for EVERY role
For every role, define
pay in broad ranges,
with top-end of lower-
level role overlapping
bottom end of role
above
Set up ‘creative
acts of revolt’
(special projects)

What Great managers do
Level the PLAYING FIELD
Hold up the MIRROR
Create a SAFETY NET

The art of tough love
“Tough love is a mind-set. An uncompromising focus on excellence with a
genuine need to care. It focuses great managers to confront poor performance
early and directly. It allows them to keep their relationship with the employee
intact. Even if the employee has to be ‘let go’. Understanding that each person
possesses enduring patterns of thought, feelings and behaviour liberates
managers who have to confront poor performance. Because it frees the
manager from blaming the employee.”

The art of interviewing for talent
Ensure talent interview stands alone
Ask a few open-ended questions and
then try and stay quiet
Listen for specifics
Talent clues: rapid learning
Talent clues: personal satisfactions
Know what to listen for

The art of performance management
Keep the routine SIMPLE
Meet FREQUENTLY: minimum once a quarter
Focus on the FUTURE
Ask employee to keep track of HIS OWN performance and learnings

What great managers expect of every talented employee
Look in the mirror any chance you get
Muse
Discover yourself
Build your constituency
Keep track
Catch your peers doing something right

How to operate if your manager is not quite ‘perfect’
If she’s too ‘busy’, schedule a performance planning meeting
If you are forced to do things ‘her way’, tell her you want to
define your role more by outcome, than by steps
If you receive inappropriate praise, suggest alternative ways
If she constantly intrudes, ask if ‘OK to check in less
frequently than current practice’
If your ‘problems’ are of an entirely different
nature, if your manager consistently ignores you,
distrusts you, takes credit for your work, blames
you for her mistakes or disrespects you… then get
out from under her. You deserve better.

What companies can do to create friendly climate for great managers
Keep the focus on outcomes
Value world-class performance in every role
Study your best
Teach the language of great managers
Master keys that senior
management of a
company can use to break
through ‘conventional
wisdom’s’ barricades

“Great managers make it all seem so simple.
Just select for talent, define the right outcomes, focus on strengths and then,
as each person grows, encourage him or her to find the right fit.
Completing these few steps with every single employee, your department,
division or company will yield perennial excellence.”
End thoughts

NOBODY said all this is EASY!
A great manager sometimes has to STRUGGLE to BALANCE
the competing interests of the company, the customers, the
employees and even her own.
End thoughts

End thoughts
“The needs of the COMPANY and
the needs of the EMPLOYEE,
misaligned since the birth of the
corporation over 150 years ago, are
CONVERGING.
The intersection of the company’s
search for VALUE and each
individual’s search for IDENTITY
are forces of change that have
seeded into the corporate
landscape for over 10 years.
The best managers are those who
know how to be CATALYSTS and
speed up these forces of change.”

1st Break All The Rules

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