High Performance Leadership

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High Performance Leadership
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What Drives Performance
Profitability, Productivity, Customer
Satisfaction, Employee Retention
Organizational Performance
Employee Engagement
Employee engagement can be analyzed by the
balance of (relationships) people tension and
(task) productivity tension.
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Task/People Tension
Task Tension
People Tension
50
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Task/People Tension
Task Tension
People Tension
95
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What Drives Performance
Relationship based leadership practices have the
greatest long term impact on workplace culture
and performance.
Profitability, Productivity, Customer
Satisfaction, Employee Retention
Leadership Practices
Company Performance
Workplace Culture
Employee Engagement
Employee engagement can be analyzed by the
balance of (relationships) people tension and
(task) productivity tension.
Workplace culture is defined by the combination
of the artifacts, values, and the underlying
perceptions in an organization.
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The Gallup Research

• Provide clear expectations
• Provide the right tools
• Get people doing what they do best

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Soar with your Strengths By Don Clifton
300 wpm
90 wpm
6 week speed reading course
130 wpm
1500 wpm

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The Gallup Research

• Provide clear work expectations
• Provide the right tools
• Get people doing what they do best
• Give frequent recognition/praise

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The Gallup Research

• Provide clear work expectations
• Provide the right tools
• Get people doing what they do best
• Give frequent recognition/praise
• Show care and concern for employees

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The Gallup Research

• Provide clear work expectations
• Provide the right tools
• Get people doing what they do best
• Give frequent recognition/praise
• Show care and concern for employees
• Encourage employee development

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Coach
Listen
Role Model
Share Goals
Challenge
Listen
Evaluate
Share Goals
Encourage
Evaluate
Motivate
Coach
Inspire
Inspire
Motivate
Role Model
Two Things Successful Leaders Do
LEARN
TEACH
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The Learning Curve
  S U C C E S S
TRIALS
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Gallup Research Continued

• My opinions count
• The mission and purpose of my company makes me
  feel my job is important

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Southwest Airlines Vision
The vision of Southwest Airlines is dedication
to the highest quality of Customer Service
delivered with a sense of warmth, friendliness,
individual pride, and Company Spirit.
To Our Employees We are committed to provide our
Employees a stable work environment with equal
opportunity for learning and personal growth.
Creativity and innovation are encouraged for
improving the effectiveness of Southwest Airlines.
Above all, Employees will be provided the same
concern, respect, and caring attitude within the
organization that they are expected to share
externally with every Southwest Customer.
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Gallup Research Continued

• My opinions count
• The mission and purpose of my company makes me
  feel my job is important
• There is a commitment to quality
• I have close friends at work
• My performance is evaluated often
• I have opportunities to grow

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The History of Change
FUTURE SHOCK by Alvin Toffler
800 lifetimes -- Evidence of man on earth
650 lifetimes -- Spent in caves 70
lifetimes -- Writing 6 lifetimes --
Printing 4 lifetimes -- Measurement
2 lifetimes -- Electric motor 1
lifetime -- Radio, TV, jets, space travel,
computers, internet
and medicine Continuous improvement requires
change.
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Change and Stress
STRESS DEFINED Webster -- Constraining force
or influence. -- A physical, chemical, or
emotional factor that causes bodily or mental
tension and may be a factor in disease
causation. Selye -- Wear and tear. -- A
nonspecific response of the body to any demand
made upon it. THE DEGREE OF STRESS
Eu-Stress
Normal Stress
Dis-Stress
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Organization Change Model

Renewal
Comfort Zone/ Equilibrium
Denial/ Resistance
Confusion, Trial Error
Change is inconvenient even when its for the
better.
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Components of Culture
Artifacts
Visible Organizational Structures
Values
Strategies, Goals, Philosophies
Perceptions
Thoughts, Feelings and Beliefs
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A Culture of Care
CUSTOMER
CEO
Supervisor
Manager
Director
Vice President
Executive
CEO
BOD
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How Do You Add Value?
FIXED, ABSOLUTE, AND EASILY MEASURED
If you were King/Queen for a day, what is the
one thing that you would change?

COST
YOU

VARIABLE, RELEVANT, SUBJECTIVE
DISTINCTION
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Customer Service Focus

• Southwest is a Customer Service company that
  happens to be in the airline industry.
• The level of service you give externally will
  only be as good as the level you give
  internally.

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A Culture of Accountability
Responsibility
0
100
Power/Influence
100
0
Victim
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Victim Mentality at Work
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A Culture of Accountability
Responsibility
0
100
Power/Influence
100
0
Victim
Owner
Freedom/Success
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CASH Box
A
C
H
S
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Influencing Behavior
Beliefs
Behaviors
values
Perceptions
Perceptions
Behaviors
values
Beliefs
Influence the art of getting someone else to do
something you want done because they want to do
it. --Dwight D. Eisenhower
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What People Notice

• The 4 Minute Sell Research by Jane
  Elsa
• Skin Color
• Gender
• Age
• Appearance
• Facial Expression
• Eye Contact
• Body Movement
• Personal Space

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The Basics of Communication
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Gestures ______ Tone
______ Words ______
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TEAM Model

• T
• E
• A
• M

( Rely on )
rust
( Skills Abilities)
xpertise
( Commitment )
lignment
( Accountability )
easurement
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Team Motivation
Team Motivation
Measurement Accountability
Motivation
Alignment Commitment
Buy-in
Expertise Trust
Relationship
Task People
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Team Alignment
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The Relationship Trap
Perception
Behavior
Intentions
Values
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Research Basis

• Leadership Principles Pfeffer, J. (1998).
  Building Profits By Putting People First. Boston
  Harvard Business School Press.
• Performance Culture- Team Collaboration Kotter,
  J. Heskett, J. (1992). Corporate culture and
  performance. New York The Free Press and
  Schein, E. (1999), Corporate Culture Survival
  Guide, 2nd Ed. San Francisco Jossey-Bass
• Manager Practices Marcus Buckingham and Curt
  Coffman. First, Break All The Rules What the
  Worlds Greatest Managers Do Differently. Simon
  and Schuster, 1999 (aka The Gallup Research)
  and Quinn, R.E Rohrbaugh, J. (1983). A spatial
  model of effectiveness criteria Toward a
  competing values approach to organizational
  analysis. Management Science, 29(3), 363-377.

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Thank You!
Jason Young
LeadSmart, Inc. 6757 Arapaho
Road Suite 711-132 Dallas, Texas
75248 877-995-2273 toll free Email
jyoung_at_leadsmart.com