Transcript
P U T T I N G T H E P I E C E S O N T H E B O A R D
P E R F O R M A N C E M A N A G E M E N T
Matthew Larsen Morava
B E F O R E W E E X P L O R E S T R AT E G Y, L E T ’ S F I R S T TA K E A L O O K AT W H AT T H E P I E C E S D O …
H I G H L E V E L O V E R V I E W
• The Egg and I — Our internal contents (values, dreams, wishes, memories, etc.) are fluid and open to influence
• Maslow’s Hierarchy — The higher you go in terms of work complexity, the more complex the reward and threat systems must be
• Herzberg’s Two Factor Theory — We can love and hate our jobs at the same time
• The Three Kinds of Happiness — Flow, as an employer/manager, is the one you have the most say over because you hire people
• Utopia, Inc. — Basically this is what’s known as HR Flow (different from Happiness Flow) which describes how people move through the organization
• E to P and P to O Ratios — The equations we make instantaneously before any undertaking
• Distorted Thinking and Vocabulary List — We don’t alway make the best assessments of our potential effort, performance and outcome
H I G H L E V E L O V E R V I E W
• Lewin’s Equation — The environment has a hell of a lot of power in shaping our behavior (performance)
• Total Compensation — Every reward an organization has to offer an employee; made up of both formal and informal
• Fred Kofman — Subsystems and Players: Subsystems are purposely made to be suboptimal, players own their power
• The Jungian Triangle — If there’s a victim, the other two roles (villain and savior) are automatically
• The Principles of Conscious Capitalism — Wall Street hates it when you won’t fire people
• Jeffrey Pfeffer’s Seven — What excellent organizations do and increase profit
• Matt’s Five C’s of Trust
• THINKING-FEELING-ACTION
• Kim Cameroon’s Cultural Model — Like people, organizations tend to follow a developmental path
• Situational Leadership
T H E E G G A N D I
Wants
Role Models
Needs
Genetic Heritage
Hopes
Goals
Knowledge
MemoriesExperiences
FearsDreams
Likes
Personality Aversions
Most of what’s inside of us is
open to revision and
manipulation. We’re not
“solid” beings in the sense of permanence.
M A S L O W ’ S H I E R A R C H Y O F N E E D S
H E R Z B E R G ’ S T W O FA C T O R T H E O R Y
http://www.mindtools.com/pages/article/newTMM_74.htm
H A P P I N E S S
Pleasure
• The ability to take pleasure in life
• The “Practices” of pleasure • Savoriness • Mindfullness • Appreciation • Gratitude
• The pursuit of pleasure doesn’t equate to more
happiness • Is the icing on the cake “if”
you have the other two forms of happiness
• Hardest happiness to change in others… some are “built” to enjoy pleasure, others not
so much, but that doesn’t make them unhappy
Flow
• Is the experience of a sense of timelessness
• Being in the zone • High levels of concentration • World slips away • Pain and being “present” in
your body is almost non-existent
• The practice of your deepest competencies
• The source for deep joy • Is the “easiest” for
organizations to create by matching talent/competencies
accurately with openings or giving time to practice
Meaning
• The active contributions one makes to a community,
organization or cause that one feels affinity towards
• Many organizations, especially in Silicon Valley, are
focusing on their “mission” first and how they care for
companies before worrying about the business and focusing on profit which
maybe hubris, but it is how things are going
• Another way to think of meaning is that it’s the
sacrifice were willing to make
http://www.ted.com/talks/martin_seligman_on_the_state_of_psychology?language=en#t-921395
U T O P I A I N C . A B B R E V I AT E D
Understand Vision, Mission, and Values Which Creates Organizational Culture
Which Create Compelling Goals VP of HR Has A Strategy for Talent & HR Flow
Starting With A Scope of Work Then Job Structures and Families
Then Talent Acquisition Plan Successful On-Boarding and Orientation
Development Plans and Training Mapped Out An Effective and Fair Performance Evaluation System
Effective Management and Leadership Succession Planning and Building Bench Strength
Dealing Directly With Performance Issues Employee Retention Strategy Employee Release Strategy Circles Back To Beginning
PS - No organization in the world has all of these moving parts down, not even the best!
P E R F O R M A N C E R AT I O S
E to P = If I Exert X Level of Effort, Can I Expect To Perform?
P to O = If I Perform at X Level, Are The Outcomes Compelling?
We make these calculations instantaneously and we make them for every single endeavor we undertake.
D I S T O R T E D T H I N K I N G
http://psychcentral.com/lib/15-common-cognitive-distortions/0002153
L E W I N ’ S E Q U AT I O N
Behavior = function of (Person + Environment)
When thinking about performance management, this equation is especially important because it keeps us focused on both the person and the environment. Both are equally important in performance management.
T O TA L C O M P E N S AT I O N
Formal Salary
Bonus Structure Stock Options
Medical Insurance Dental Insurance
Disability Insurance Life Insurance
Retirement Plans Paid Time Off Paid Parking
Travel Reimbursement Gym Membership
Employee Assistance Programs Relocation Expenses Education Expenses
Company Car
Informal Working Environment
Prestige Career Advancement
Professional Development Competency Training
Meaningfulness Challenge
Variety Personal Growth
Organizational Support Friendships
Sense of Accomplishment Organization Citizenship
Travel
The formal and informal represent the “carrots” most organizations provide, what are the “sticks” most organizations have at their disposal?
F R E D K O F M A N
Two Important Points:
1. That for any system to function effectively the subsystems must be
made to be suboptimal. This is done to exert greater control. While the
sub-optimization isn’t ideal, it’s better than the alternative.
2. Two ways to look at it: What you can control and what you can’t. Focusing
on what you can control gives you power, but it will cost you your
innocence.
https://www.youtube.com/watch?v=IdMvWLARF1w
T H E J U N G I A N T R I A N G L E
Victim
Villain Savior
If you have one of these archetypes, then the other two
are there somewhere, often hiding in the shadows
C O N S C I O U S C A P I TA L I S M
1. Don’t Be Evil — To People or Planet 2. Be Aware of Any “Conflict of Interest” Between Planet & People and Profit 3. People — Take care of all stakeholders from customers, suppliers,
manufacturers, and communities where raw materials originate 4. Care For The Environment — Recycle, renewables, build green, conserve
resources, use alternative energy sources, make sure the supply chain isn’t damaging the environment, work on “Cradle to Cradle” manufacturing, take
care of your “Cradle to Grave”
P F E F F E R ’ S S E V E N
1. Selective Hiring 2. Transparency 3. Self Directed Teams 4. Employment Security 5. High Wages for Position 6. Low Status Differences 7. Training and Development
M AT T ’ S F I V E C ’ S O F T R U S T
1. Competency 2. Character 3. Commitment 4. Consistency 5. Confidence
K I M C A M E R O N ’ S C U LT U R A L M O D E L
T H E D E V E L O P M E N TA L M O D E L
Symbiosis
DifferentiationPracticing
Reproachment
Direction
Support
K U R T L E W I N ’ S E Q U AT I O N R E V I S I T E D
Person Egg and I
Maslow’s Hierarchy Herzberg’s Two Factor Theory
Three Kinds of Happiness E to P Ratio P to O Ratio
Distorted Thinking The Jungian Triangle
Behavior = function of (Person + Environment)
Environment Utopia, Inc.
Total Compensation Fred Kofman
The Principles of Conscious Capitalism Pfeffer’s Seven
Kim Cameron’s Cultural Model
+
N E X T S T E P S …
• Review each “piece” carefully to the point where you can talk about them with comfort
• Begin to explore how they’re interconnected
• Start thinking strategically about how you’d create effective performance management strategies
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