Category Archives: High Performance

Culture, GE, HBR Blog, HBR Blog Network, High Performance, High Performing Teams, jack welch, Leaders, Leadership, Organisational Values, performance management, shared values, Values

Managing High Performing Culture Breakers

A recent article When to Fire a Top Performer on the HBR Blog Network by Eric Sinoway caught my eye. In the article Eric classifies employees into four categories based on their performance and their alignment with the organisation’s values and culture.

Sinoway’s four categories include:

  • Stars are the employees we all love — the ones who “do the right thing” the “right way” .
  • High potentials are those whose behavior we value — who do things the right way but whose skills need further maturation or enhancement. With training, time, and support, these people are your future stars.
  • Zombies fail on both counts. Their behavior doesn’t align with the cultural aspirations of the organization and their performance is mediocre.
  • Vampires are the real threat. These employees perform well but in a manner that is at cross-purposes with desired organizational culture. 

The ‘Vampires’ as Sinoway calls them can cause untold damage to your organisation, despite the appearance that they ‘get results’.

Reading the article reminded me of a framework I had learned from Jack Welch while he was CEO of GE.

In this matrix, the vertical axis refers to ‘on the job performance and the horizontal axis refers to alignment with company values. Welch argued that so called high performers who didn’t align with company values hurt the company in the long term, despite their short term ‘performance’ results. 
Welch’s view was that these people damaged both internal and external relationships and as such would damage the company in the long term, which is why he fired them.
Folk who were aligned with the company’s values but fell short on ‘performance’ were worth a second chance. Of course those who scored well in both areas were the company’s stars and should therefore be promoted and their opposites, those who neither ‘performed’ nor shared the company’s values were asked to leave.
The beauty of these models and approaches is that they provide us with a framework for conversations and decision making.
How does your organisation manage the dilemma of a high performer who doesn’t align with the company’s values?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com
Career Success, ebook, Employability, Employability Skills, High Performance, High Performing Teams, Leaders, Leadership, strategies for success, What Really Matters

Ebook for Senior and Developing Leaders Released

This complimentary ebook is for Senior & Developing Leaders who share our view that organisational success is created through enabling people to be the best they can be, was created from a selection of articles published on the OTM Academy from May 1st 2012 through to August 31st 2012.
The ebook includes articles to help you move from ‘good’ to ‘high’ performance.
Please feel free to join the OTM Academy – it’s free!

In the ebook you will discover:

* What ‘Truth to Power’ is and how it affects performance

* Why communicating via multiple channels matters

* How Virgin Australia handled a brand damaging event

* Why change management is an oxymoron

* How to use three steps to bring organisational values to life

* How to be free of problems within your business

* How to use five steps to connect strategy to action

*And much, much more!
Order this free ebook to download here.
Contributing authors include:

  • Gary Ryan
  • Ian Berry
Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com
Career Success, Communication, Conversations That Matter, effective communication, Fact Based Conversations, High Performance, High Performing Teams, Leadership, Leadership Development, Success

Understanding Fact Based Conversations

Do you wish that workplace conversations could be more fact based? Are you frustrated with the poor quality of conversations that exist because people treat their assumptions (often unfounded assumptions) as if they are facts?

Understanding the complexities that underpin conversations can help you to have greater influence over them and to ultimately generate more Fact Based Conversations.

In the presentation below I explain how Fact Based Conversations work and how you can practice the skills to improve the quality of your conversations.

Fact Based Conversations from Organisations That Matter

Gary Ryan saves leaders time and helps them to identify effective strategies that lead to high performance and respect.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com
Career Success, Communication, Conversation Starters, Conversations That Matter, effective communication, High Performance, High Performing Teams, Leaders, Leadership

As A Manager, How Do You Show Respect For Your Team Members?

Recently a participant in a leadership development program for managers asked, “I’ve discovered that ‘respect’ is a core value of mine. What are some practical ways that I can ensure that this value is present in the way that I behave as a manager?”.

The following is the list of suggestions that emerged from the conversation that was conducted with this participant and another four people at their table. It is important to note that the following behaviours can be conducted irrespective of the culture that exists within the organisation.

  • Take the time to get to know each member of your team individually. This means that you would know the names of their partner, their children (if they have any). You would remember their hobbies and passions and genuinely inquire about how they are going with those pursuits. If you had a poor memory you would create a structure to ensure that you could remember these things. An example of such a structure is creating notes for each of the members in your team.
  • You would have a clear understanding of the career path that each of your team members is travelling and raise their awareness of any opportunities that would enhance their development in that direction.
  • You would let people do their jobs and trust them with appropriate authority for their roles. As much as possible you would stay out of their way but you would be explicit with them about why you would do that.
  • When bad information about your company was required to be shared with your team, you would share it. You would not ‘sugar coat’ the news.
  • You would provide performance feedback to your team members and make it as easy as possible for them to provide you with feedback. You would not ‘sugar coat’ feedback.
  • You would be proactive about ensuring that the remuneration of your team members was ‘fair’ in the context of your organisation and industry. This means that if you discovered that someone’s package was not ‘fair’, you would do whatever your system would allow you to do to rectify that situation.
  • You would recognise and reward your team members for their contributions.
  • You would be proactive with letting your team members know about opportunities that might take them out of your team if your view was that the opportunity aligned with their career aspirations as you understood them.

This list of examples is just a start. Once again it is important to note that these behaviours can be adopted irrespective of the overall culture within the organisation.

What are your examples of how, as a formal leader you have practiced the value of ‘respect’ in your role?

How have you catalysed Conversations That Matter® within your team?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com
Hastie Group, High Performance, High Performing Teams, Leaders, Leadership, Truth to Power

Lack of Truth To Power at the core of Hastie Group collapse

“It was a culture of ‘no bad news’ within this company that was at fault”. Hastie Group CEO Bill Wild is quoted as saying in The Age .

Truth to Power is reflected in the regularity with which people lower in an organisation’s hierarchy provide honest opinions and/or data to more senior people in the hierarchy. When it is low, danger looms. It can even cause the loss of at least 2,300 jobs which is the current scenario at the Hastie Group.

Just yesterday when I was working with a management team I asked them their view on whether or not it is easy for people to provide Truth to Power. “No” was their collective response.

“Is that a potential problem for you?” I asked.

A resounding “Yes” was the reply.

If you consider a multi layered organisation, imagine if Truth to Power is low at the ‘lower’ levels of the organisation. Imagine if it is also low at the middle levels of the organisation. Then imagine if it is low at the more senior levels of the organisation.

If you were the ‘head’ of such an organisation, how much truth would you be hearing? Very little!

And that is dangerous – it could even sit at the heart of an organisational collapse.

Candor lies at the core of Truth to Power. This means that at all levels of an organisation people are encouraged to say when they believe is going on, understanding that there perspective is only part of the picture. But an important part none the less.

Truth to Power is diminished when the ‘messenger is shot’. When ‘bad things’ happen to people who provide an honest opinion or highlight ‘scary’ data in an organisation, other people learn very quickly ‘not to put their head up’.

This means that managers and leaders have to learn how to handle hearing things they don’t like to hear, especially when the ‘truth’ might relate to an issue that the manager believed had been resolved some time ago. Managers also have to have the courage to speak with their colleagues when they see evidence that they are damaging Truth to Power through their lack of engagement with their direct reports. Saying, “Bob’s always been like that, he never listens to his people” is not satisfactory. In fact it highlights managers accepting the unacceptable behaviour of their colleagues and the simple truth is that such behaviour can place everyones jobs at risk, including the managers themselves.

Truth to Power does not mean it is ‘open slather’ for employees to say what they like just for the sake of saying it. Part of truth to power includes the messenger taking responsibility for what they are saying, so their view is genuine and not an effort to ‘have a go’ because they can.

How healthy is Truth to Power in your organisation?

Gary Ryan works with Senior and Developing Leaders to enhance their capacity to achieve high performance through fully utilising the talents of their team members.

Read this article here inside the OTM Academy.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com
ebook, effective communication, High Performance, High Performing Teams, Leaders, Leadership Development, Professional Development, What Really Matters

Insights for Senior & Developing Leaders ebook released

What Really Matters! Volume 4, Number 1, 2012 complimentary edition released.

What Really Matters! Volume 4, Number 1, 2012

This complimentary ebook is for Senior & Developing Leaders who share our view that organisational success is created through enabling people to be the best they can be, was created from a selection of articles published on the OTM Academy from January 1st 2012 through to April 30th 2012.
Please feel free to join the OTM Academy – it’s free!

In the ebook you will discover:

* Why you should know what is on your corporate website

* How to conduct ‘Meetings That Matter’

* How clutter detracts from your service levels

* A great opportunity that results from Changing What’s Normal

* How to use illustrations to create Conversations That Matter®

*Why you should use the What Makes People Tick personality profile tool
* Why thinking like a chicken is not useful if you are an eagle
* How four extraordinary women have inspired many other people to contribute to a higher purpose

*And much, much more!
Order this free ebook to download here.
Contributing authors include:

  • Gary Ryan
  • Ian Berry

    Gary Ryan enables individuals, teams and organisations to matter.
    Visit Gary at http://garyryans.com
    Communication, Conversation Starter, Customer Service, High Performance, High Performing Teams, Leaders, OTM Service Strategy, Service Excellence

    Conversation Starters Catalyse Conversations That Matter®

    Conversation Starters are generally single page documents that are designed to catalyse Conversations That Matter.

    Through using a combination of text and illustrations, Conversation Starters provide focus for conversations that otherwise might not be able to occur.

    Through enabling people to focus on something other than another person, Conversation Starters allow people to talk about things that matter to them without fear of offending anyone – after all it is the document that can be blamed rather than a person.

    Access a complimentary Conversation Starter ‘Who is the Customer’ here and please let me know how you have used it.

    Gary Ryan enables individuals, teams and organisations to matter.
    Visit Gary at http://garyryans.com
    High Performance, Oxfam, Oxfam Trailwalker, Purpose, shared purpose, teams, Teamwork

    Making a difference – Four extraordinary women and the power of purpose

    What’s the acronym for ‘make a difference’?

    M.A.D.

    That’s exactly what scores of people said to Michelle, Nicky, Maureen and Jan when they told people they were going to do the 100km Oxfam Trailwalker event in Melbourne, Australia to raise much needed funds for the important work that Oxfam does around the globe.

    At the time of posting this article Team Make a Difference (M.A.D.)  had raised over $11,000 – a remarkable effort in a time when raising money has become very difficult due to challenging economic circumstances for many people.

    It is important to recognise differencemakers because they set the example for how ‘ordinary’ can become ‘extraordinary’. In this case I think it is fair to say that our four differencemakers above were already extraordinary before the event, but having finished the walk they are even more extraordinary than ever.

    When I talk about extraordinary let’s look at some highlights from each of our differencemakers.

    Michelle, my wife is the mother of five children ranging from 12 years old to 20 months old. Need I say more!

    Nicky is equally as extraordinary being a mother of three young boys ranging from seven through to 23 months old.

    Jan is a mother of a five year old and someone who has saved countless wildlife from death in her role as a wildlife volunteer, personally caring for injured and sick wildlife until they recover and are able to be returned to their habitats.

    Maureen is the veteran of the group being 60 years old and this year completed her third Oxfam Trailwalker – completing one is an extraordinary effort let alone having now completed three!

    What is also wonderful about this story is that Michelle, Jan, Maureen and Nicky are just the tip of the iceberg when it comes to extra-ordinary people. The sea of support led by Harry Lowe was something to behold.  Each person volunteered one of the greatest gifts that anyone can give another person, cause or both: their time!

    In this context I believe that it is important to recognise each person because, quite simply, Team Make a Difference could not have raised their funds nor finished the walk without the support of their team.

    I understand that you see lists of names all the time. However I urge you to look at each name and recognise that there is a human being behind that name – a human being that subscribed to a purpose bigger than themselves and in the small and large ways contributed to making a positive difference.

    From left: Jan, Nicky, Maureen and Michelle

    Team Make a Difference support crew
    Harry Lowe, Christine Sellar, Loreto Ryan, Heather Cecil, Mark Cecil, Merrell Harris, Julie Davenport, Liam Ryan, Sienna Ryan, Callum Ryan, Aiden Ryan, Darcy Ryan, Jonathan McKeown, Anthony McKeown, Hugh Mckeown, James McKeown, Karen Lowe, Lehela Manoel, Mark Mattrow, Gemma Mattrow, Evelyn Devitt, Rosey Cullinan, Geri Burns and Mark Burns.

    Support crew celebrate finishing the event with the girls!

    In addition to these special people recognition must also go to everyone who donated to Oxfam, attended the fundraising event and/or simply spread the word about what was happening.

    I have been involved in the Oxfam Trailwalker event before, but this time was extra special. Without a doubt the bigger picture that Team Make a Difference was striving to support was truly engaged by all team members and their support crew. While simple in words the purpose of making a positive difference for the less fortunate in the world through participating in the Oxfam Trailwalker event proved itself to be extaordinarily powerful.

    And shared purpose is extremely powerful.

    Originally the team had aimed to raise $5,000 but this total was surpassed by a single fundraising event that itself raised $6,300.

    Jan, Maureen, Nicky and Michelle thank you for being extraordinary and in being so enabled so many more of us to be extraordinary too.

    Donations are still open so please feel free to donate to Oxfam here.

    Gary Ryan helps Senior and Developing Leaders achieve high performance through enabling their people to shine.

    Gary Ryan enables individuals, teams and organisations to matter.
    Visit Gary at http://garyryans.com
    High Performance, High Performing Teams, Leadership, Leadership Development, Motivation

    Discover the secret to motivating your team members

    Over many years of facilitating leadership development programs I have been continually asked, “What is the secret to motivating my team members?”.

    I have been taking the participants of our programs through a simple three step process to find the answer to this question. You might like to treat this process as an activity, so why not pull out some paper and a pen and see what answers emerge for you.

    Step One
    Rather than focusing upon the factors that will enable you, as a leader, to motivate your team members, let’s consider your thoughts about the factors that enable you to be the best that you can be at work. Take out your pen and paper and jot down some points that, for you, enable you to be highly motivated at work.

    Once you have completed your answer, look at the typical responses that I have received over many years of collecting participant responses to this question.

    The following are the Top 10 typical responses that are listed in no particular order of importance.
    • Recognition for the work that has been done
    • Opportunities to be creative
    • A sense of contributing to the company
    • A sense that what I do has value
    • A fair wage for my contribution, all things considered
    • Being treated fairly and trusted to do my job
    • Being given appropriate feedback on my performance
    • Having work that is interesting and that uses my skills
    • Having opportunities to develop and grow in the business
    • Having opportunities for promotion

    Step Two
    Now place yourself into your leadership role. What factors do you think will enable your team members to perform to the best of their ability? Once again take out your pen and paper and write down your answer to this question.

    Once you have completed your answer, look at the typical responses that I have received over many years of collecting participant responses to this question.

    The following are the Top 10 typical responses that I have received over many years of asking this question.
    • Being given compliments and recognition for doing good work
    • Having appropriate work delegated to them
    • Having opportunities to progress their career
    • Having training and development opportunities
    • Having work that uses their skills
    • Being paid appropriately for their work, all things considered
    • Having leadership opportunities
    • Being shown that management actually cares about them as a person
    • Being trusted to do their job
    • Being consulted about changes before they happen

    Step Three
    Look at both lists of responses. What do you notice? What stands out to you?
    Many people have responded that they are surprised at the similarities between the two lists. When I have asked why they are surprised about the similarities between the two lists, people have responded that they somehow thought that the motivators for leaders and everyone else would be different. In reality it seems that most people’s motivations are fairly similar.

    In summary, people want:
    • To be paid fairly for what they do
    • To be provided work that uses their skills
    • To be provided training and development opportunities
    • To be recognised for the work that they do
    • To be trusted to do their job properly
    • To be provided with opportunities for advancement or promotion
    • To be included in making decisions about changes that will affect them
    • To be treated fairly including being given feedback on their performance
    • To be shown that people in the organisation actually care about them as a person
    • To have work that has some value

    How to use this information
    As a leader the easiest way to use this information is to look at the three lists and ask yourself, “How am I and my organisation performing with each of these motivating factors?”. Neither leaders nor organisations are perfect, so you are unlikely to have a positive tick against each item. However, if your team members are lacking motivation then I guarantee that the underlying reason will lie in what you and your organisation are not doing to help them to maintain their motivation.

    The beauty about this simple exercise is that it can quickly highlight what you can do to increase motivation. If you discover that you aren’t properly recognising your team members for the work that they are doing, then start doing this behaviour. If you recognise that you aren’t providing appropriate development opportunities for your team members, then consult with your People & Culture department and discover how they might be able to help you. If you discover that some of your team members aren’t being paid properly, all things considered, why not commence whatever processes that you can to increase their pay to a more appropriate level? These actions and others can be taken to quickly enhance the motivation of your team members.

    Motivating team members is not as difficult as many leaders think. Follow the three steps above and take action based on your results. You will be pleasantly surprised by the increase in motivation that your team members display.

    How do you motivate your team members?

    Gary Ryan enables individuals, teams and organisations to matter.
    Visit Gary at http://garyryans.com