Partnering for Performance

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Partnering for Performance
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• Situational Leadership
• Is Not
• Something You Do To People
• But
• Something You Do With Them

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Steps In Partnering For Performance

• Agree on goals
• Diagnose Development Level
• Agree On The Appropriate Leadership Style

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Steps In Partnering For Performance

• Plan For How You Are Going To Work Together
• Follow Through Deliver The Appropriate
  leadership Style

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Partnering for Performance Game Plan

• 1. Start with Goal Setting (need agreement with
  associate)
• 2. Area of Responsibility/Goal
• 3. Performance Measure/Standard

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Partnering for Performance Game Plan

• ASK
• What area of responsibility or goal do I want to
  influence?
• How will I know the job is being done (measure)?
• What constitutes good performance on this goal
  (standard)?

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DEVELOPMENT LEVEL(need agreement with
associate)DIAGNOSE

• COMPETENCE COMMITMENT
• High Competence and High Commitment-- D4
• Moderate to High Competence and Variable
• Commitment --D3
• Low to Some Competence and Low Commitment-- D2
• Low Competence and High Commitment --D1

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Partnering for Performance Game Plan,
continuedMatch with
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Partnering for Performance Game Plan
continuedDELIVER
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Partnering for Performance Game Plan
continuedDELIVER
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The Four Development Levels Are (D1)

• D1-The Enthusiastic Beginner
• D2-The Disillusioned Learner
• D3-The Reluctant Contributor
• D4-The Peak Performer

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• Development Level
• D1
• Low Competence
• High Commitment
• D2
• Some Competence
• Low Commitment
• D3
• High Competence
• Variable Commitment
• D4
• High Competence
• High Commitment

• Appropriate Leadership Style
• S1
• DIRECTING
• Structure, control and supervise
• S2
• COACHING
• Direct and support
• S3
• SUPPORTING
• Praise, listen, and facilitate
• S4
• DELEGATING
• Turn over responsibility
• For day-to-day decision-making

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GOALS

• Specific
• Measurable
• Attainable
• Relevant
• Trackable

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Five Steps to Competence Commitment

• Tell
• Show
• Let them try
• Observe Performance
• Praise progress or redirect

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Three Options in Supervision

• Match
• Over-Supervision
• too much direction
• Under-Supervision
• not enough direction

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• THE ONLY WAY
• TO DEVELOP
• RESPONSIBILITY IN
• PEOPLE IS TO
• GIVE THEM
• RESPONSIBILITY

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• Everyone
• Is A Potential Winner
• Some People
• Are Disguised
• As Losers,
• Dont Let
• Their Appearances
• Fool You.

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• Practice
• Hands-off Management
• as much as
• possible and
• Hands-on Management
• As much as
• necessary.

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• Catch People
• Doing Something
• Right!

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Four Necessary Systems

• Accountability
• Data
• Feedback
• Recognition

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Three Options in Observing Performance

• Praise Progress
• Redirect
• Renegotiate goals

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Praising People

• Tell people up front that you are going to let
  them know how they are doing.
• Praise people immediately.
• Tell people what they did right-be specific.
• Tell people how good you feel about what they did
  right, and how it helps the organization and the
  other people who work there.

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Praising People

• Stop for a moment of silence to let them feel
  how good you feel.
• Encourage them to do more of the same.
• Shake hands or touch people in a way that
• makes it clear that you support their success in
  the organization.

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Three Steps in Performance Review

• Performance Planning (Goals Performance
  Standards)
• Day-to-Day Coaching
• Performance Evaluation