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Introducing the High Performance Behaviours. The Schroder Framework. Solid research b ackground Strong research base and multiple, on-going validation studies A strengths model Focus is on using and building strengths Developable Clear path for development, explaining exactly what to do

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Presentation Transcript
slide2
Solid research background

Strong research base and multiple, on-going validation studies

A strengths model

Focus is on using and building strengths

Developable

Clear path for development, explaining exactly what to do

High face validity

Means that adoption and understanding is easier

Objectivity defined behaviour indicators

Ideally suited for meaningful feedback from a non-expert observer network

Multi scale

Can be used to measure and develop individuals, team or whole organisations

High Performance Behaviours – Some key features

slide3

The original research question

“The world is changing and our organisations

and institutions seem not to be coping.

Help us understand what is happening and what can / should people be doing about it?”

Environment

Behaviour

Performance

slide4

The complex dynamic external environment

Dynamic

Complex

Organisational survival and prosperity depends on leaders and teams using high performance behaviours

Stable Simple

pre the impact of complexity and competition
Pre: The impact of complexity and competition

Organisational Performance

HIGH

MEDIUM

LOW

TIME

slide6

Post: The impact of complexity and competition

Organisational Performance

HIGH

MEDIUM

LOW

TIME

slide7

Identification of the Schroder framework

Princeton Strategy Research

Boyatzis\' Study for the AMA

FCEM Competency Research

Transformational Leadership Study

Harvard, Michigan and Ohio

State Leadership Studies

slide9

Factor analysis results

  • Information Search
  • Idea Creation
  • Flexible Thinking

Think

  • Empathy and understanding
  • Facilitation
  • Developing People

Involve

  • Influence
  • Inspiring Confidence
  • Presentation

Inspire

Do

  • Proactivity
  • Customer Action
  • Quality Measurement
slide10

Validation of framework

Banking Executive

London Business

HPB Study

School Research

Leadership

Retail Outlets Study

Dimensions Study

UK & USA

University of South Florida Study

plus many others...

slide11

How behaviours are all “criterion related”

High Performance Behaviours

Organisational measures

Think

Measures

  • Goal measures
  • Financial growth
  • Sales growth
  • Customer satisfaction
  • Market share
  • Employee satisfaction
  • Process measures
  • Workflow efficiency
  • Communications
  • Work group morale
  • Team cohesion
  • Key staff retention
  • Speed of response
  • Resource adaptability
  • Innovation processes
  • Degree of aspiration
  • Speed of learning
  • Resource acquisition
  • Etc.

Involve

Inspire

Do

when these behaviours are critical
When these behaviours are critical

When moving to or operating a dynamic, complex and unpredictable environment

Staying ahead in a competitive world

Enabling individuals, teams and organisations to reach their full potential

HPBs are critical to the process of change itself

slide13

Think

  • Information Search
  • Idea Creation
  • Flexible Thinking
  • Involve
  • Empathy and understanding
  • Facilitation
  • Developing People
  • Inspire
  • Influence
  • Inspiring Confidence
  • Presentation
  • Do
  • Proactivity
  • Customer Action
  • Quality Measurement
think
Think
  • Information Search
  • Idea Creation
  • Flexible Thinking

Key to strategy formation

Highest contribution to performance

Typically least developed

Typically least recognised

slide15

Involve

  • Empathy and Understanding
  • Facilitation
  • Developing People

Key to flat, flexible team-based structures

Integrate diversity

Build ownership, involvement and commitment

Nurture the contribution of people

slide16

Inspire

  • Influence
  • Inspiring Confidence
  • Presentation

Build confidence and excitement

Key to alliance formation

Socialised power

Critical in crises

slide17

Do

  • Proactivity
  • Customer Action
  • Quality Measurement

Putting customer first

Break down bureaucracy

Key to empowerment

Create total quality

slide19

Consistency is achieved in three ways

  • More frequent but always appropriate use
  • More situations (social, cultural, certainty, competition v collaboration)
  • Role modelling
slide21

How ratings are calculated for each behaviour

‘Frequency’ of each level benchmarked

Statements grouped into levels and averaged

96 statements rated by all observers

Rating algorithm uses benchmarked scores

Questionnaire

Rating created for self assessment and all observer data

Strategic

1

2

1

2

1

2

Rating Algorithm

Advanced

Rating and coaching text created

1

2

Basic

Negative

Limitation flag added if negative behaviours seen frequently

slide22

Frequency of each level of behaviour reported

In addition each rating can acquire a ‘with limitation‘ rating if level 1 (negative) behaviour is reported at frequencies above seldom

* Actual thresholds are configured on a behaviour by behaviour basis, with reference to benchmarks

slide23

Performance can then be described

  • Strategic Strengths
  • Strengths
  • Developing Strengths
  • Adding Value
  • Underdeveloped
  • Limitation
slide24

‘Think’ cluster

‘Involve’ cluster

slide25

‘Inspire’ cluster

‘Do’ cluster

how to assess behaviours and their relative validity
How to assess behaviours and their relative validity

Executive Work Shadowing

Assessment Workshops (business simulation)

my360plus

Interviews (b.e.i. with facilitated 360)

360° Questionnaire (perceptual data)

slide39
Knows strengths, adequacies and limitations

Develops a core of 4-6 strengths

Uses strengths to the full

Avoids using severe limitations (stops level 1 behaviour)

A High Performer

slide40

Some companies that have used some form

of the framework in the last ten years

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