Introducing the High Performance Behaviours

1. Introducing the High Performance Behaviours The Schroder Framework

2. 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

3. 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

4. The complex dynamic external environment Dynamic Complex Organisational survival and prosperity depends on leaders and teams using high performance behaviours Stable Simple

5. Pre: The impact of complexity and competition Organisational Performance HIGH MEDIUM LOW TIME

6. Post: The impact of complexity and competition Organisational Performance HIGH MEDIUM LOW TIME

7. 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

8. Identification of framework - research studies

9. 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

10. 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...

11. 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

12. 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

13. 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

14. Think • Information Search • Idea Creation • Flexible Thinking Key to strategy formation Highest contribution to performance Typically least developed Typically least recognised

15. 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

16. Inspire • Influence • Inspiring Confidence • Presentation Build confidence and excitement Key to alliance formation Socialised power Critical in crises

17. Do • Proactivity • Customer Action • Quality Measurement Putting customer first Break down bureaucracy Key to empowerment Create total quality

18. Measuring behaviours

19. Consistency is achieved in three ways • More frequent but always appropriate use • More situations (social, cultural, certainty, competition v collaboration) • Role modelling

21. 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

22. 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

23. Performance can then be described • Strategic Strengths • Strengths • Developing Strengths • Adding Value • Underdeveloped • Limitation

24. ‘Think’ cluster ‘Involve’ cluster

25. ‘Inspire’ cluster ‘Do’ cluster

26. ‘Think’ cluster

27. ‘Think’ cluster

28. ‘Think’ cluster

29. ‘Involve’ cluster

30. ‘Involve’ cluster

31. ‘Involve’ cluster

32. ‘Inspire’ cluster

33. ‘Inspire’ cluster

34. ‘Inspire’ cluster

35. ‘Do’ cluster

36. ‘Do’ cluster

37. ‘Do’ cluster

38. 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)

39. 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

40. Some companies that have used some form of the framework in the last ten years