The 4 + 4 of High Performance Culture!
Mali Mahalingam
mahalingam_c@yahoo.com
NASSCOM HR SUMMIT 2013
What is up today?
What is it by the way?
4 Cultributes of High Performance
4 Pillars of High Performance
Q & (hopefully!) ...
Business Landscape
 Turbulent climate / Roller-coaster ride
 Psychological contract in serious trouble
 Growing distrus...
Moon Shots for HR
 Higher purpose for HR
 Leadership Bench
 High Performance Culture
 Unleashing organizational energy...
What is High Performance Culture?
Discovery One
Mali / NASSCOMHR / HPC / 24-07-13
What is High Performance?
Rebel or Quit
Creative excitement
Malicious Obedience
Willing Compliance
Cheerful Cooperation
He...
Cultributes of High Performance Culture
Mali / NASSCOMHR / HPC / 24-07-13
The Four Cultural Attributes
A shared sense of urgency
Strong focus on people management
Robust Dialogue
Cadence of Accoun...
We are talking of urgency, not haste!
Mali / NASSCOMHR / HPC / 24-07-13
Attribute 1: A shared Sense of Urgency
Discovery Two
Mali / NASSCOMHR / HPC / 24-07-13
Only One in Seven, even when it comes to life!
Not long ago, a medical study showed that if heart
doctors tell their serio...
You only find oil if you drill wells. You may think
you’re finding it when you’re drawing maps
and studying logs, but you ...
Reality Check!
Mali / NASSCOMHR / HPC / 24-07-13
Mali / NASSCOMHR / HPC / 24-07-13
John Kotter on “Sense of Urgency”
Thought Leadership video 1
Improving the Sense of Urgency
Set a challenging goal with a deadline
Set a challenging deadline for a goal
Make yourself ...
Managing People is like herding Cats!
Attribute 2: Strong focus on People Management
Mali / NASSCOMHR / HPC / 24-07-13
Reality Check!
Mali / NASSCOMHR / HPC / 24-07-13
Managers Make a Difference!
5.02
3.62 3.54
3.41
3.17 3.16
0
3
6
ImportanceScore
The single most important attribute in
car...
People join corporations, but leave
managers!
Gallup Wisdom!
Mali / NASSCOMHR / HPC / 24-07-13
Unconscious Conspiracy?
Mali / NASSCOMHR / HPC / 24-07-13
People Management
Discovery Three
Mali / NASSCOMHR / HPC / 24-07-13
How many of you believe you have a robust
people management process in your
organizations?
Mali / NASSCOMHR / HPC / 24-07-...
Oh.. Really?
 Documented process for selection of people managers
 “First 30 day as people manager” document
 Well desi...
Shaping Good People Managers
Celebrate role
models
Raise the bar
Equip Skills Provide
Opportunity
Feedback
Reinforce
Why &...
People Manager Scorecard
1.0 Hiring & On-boarding
1.1 Approved head counts are hired on time
1.2 All hires come within the...
People Manager Scorecard… contd
5.0 Employee Communication & Delight
5.1 Regular & Periodic one-on-ones and skip levels ar...
Attribute 3: Robust Dialogue
Openness
Candor
Informality
Closure
Source: “Conquering a
Culture of Indecision” by Ram
Chara...
Robust Dialogue
Discovery Four
Mali / NASSCOMHR / HPC / 24-07-13
Mali / NASSCOMHR / HPC / 24-07-13
 Case for telecommuting
 Case of mid-term across the board correction
 Case of perfor...
Cadence of Accountability
 A working definition of integrity
 Well defined goals and milestones
 Regular reviews
 Hold...
Cadence of Accountability
Discovery Five
Mali / NASSCOMHR / HPC / 24-07-13
Traps of Non-action
Overwhelming Demands
Insurmountable
Constraints
Unexplored Choices
Mali / NASSCOMHR / HPC / 24-07-13
Pillars of High Performance Culture
Mali / NASSCOMHR / HPC / 24-07-13
The Four Pillars
Manager Mindset
Strength-based Conversations
Deep differentiation
Feed forward as reinforcement
Mali / NA...
Manager Mindset
Pygmalion
NIGYSOB
Mali / NASSCOMHR / HPC / 24-07-13
How did Pygmalion effect come about?
 Pygmalion was a sculptor & king of Cyprus
 Galatea was the beautiful ivory statue ...
Pygmalion Mindset
• Trust people and their capabilities
• Coach and develop
• Set high expectations and communicate them
•...
Mali / NASSCOMHR / HPC / 24-07-13
Dr Rosenthal on Pygmalion Effect
Thought Leadership video 2
Pygmalion Effect
 What managers expect of their subordinates and the
way they treat them largely determine their
performa...
Key messages
 Common Illusions: Managers are more effective in
communicating low expectations to their junior than
their ...
Key Messages
 Most Influential Boss: A young person’s first manager
is likely to be the most influential in that person’s...
Strength-based conversations
Strengths
Weaknesses
Mali / NASSCOMHR / HPC / 24-07-13
Gallup survey reveals….
Globally, only 20% of employees working in the
large organizations surveyed feel that their
streng...
Martin Seligman
 40,000 studies on depression, but only 40 on the
subject of joy, happiness and fulfillment
 “Psychology...
The irony!
 Doctors have studied diseases to understand
health
 Psychologists have investigated sadness to learn
about j...
Flawed assumptions about people
 Each person can learn to be competent in almost
anything
 Each person’s greatest room f...
Peter Drucker on Managing Strengths
 Effective executives fill positions & promote on the
basis of what people can do
 T...
Peter Drucker’s 4 golden rules
 Jobs are not created by God! Any job that has
defeated 2 or 3 men in succession must be a...
Benjamin Franklin
Wasted strengths are “sundials in shade”
Mali / NASSCOMHR / HPC / 24-07-13
Mali / NASSCOMHR / HPC / 24-07-13
Marcus Buckingham on “focusing on strengths”
Thought Leadership video 3
Pillar 3: Strong differentiation
Darwin
Gresham
Mali / NASSCOMHR / HPC / 24-07-13
Rewards & Recognition
Differentiate
Decay
Mali / NASSCOMHR / HPC / 24-07-13
Concerns with differentiation
• It may be misused
• Differentiation is mean and bullying!
• Differentiation pits people ag...
Development
Chess
Checkers
Mali / NASSCOMHR / HPC / 24-07-13
Pillar 4: Practice Feed Forward
Feedback
Feed-forward
Mali / NASSCOMHR / HPC / 24-07-13
Feed Forward
Discovery Six
Mali / NASSCOMHR / HPC / 24-07-13
Mali / NASSCOMHR / HPC / 24-07-13
Marshall Goldsmith on “Feed Forward”
Thought Leadership video 4
Problem with Feedback
• Successful people do not enjoy feedback
• We accept feedback that is consistent with our self-
ima...
Feed Forward (FF)
 We can change the future
 It is more productive to help people be right than to prove they
were wrong...
Shaping High Performance Culture
Clarify
Communicate
Model
Align
Engage
Mali / NASSCOMHR / HPC / 24-07-13
End Note!
“Great managing is not about transformation-if you
dedicate yourself to transforming each employee into
some pre...
Thank You
mahalingam_c@yahoo.com
Mali / NASSCOMHR / HPC / 24-07-13
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NASSCOM HR Summit 2013: Creating & Sustaining a High Performance Culture - C Mahalingam

Published on: Mar 3, 2016
Published in: Business      Technology      
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Transcripts - NASSCOM HR Summit 2013: Creating & Sustaining a High Performance Culture - C Mahalingam

  • 1. The 4 + 4 of High Performance Culture! Mali Mahalingam mahalingam_c@yahoo.com NASSCOM HR SUMMIT 2013
  • 2. What is up today? What is it by the way? 4 Cultributes of High Performance 4 Pillars of High Performance Q & (hopefully!) A Good News! Mali / NASSCOMHR / HPC / 24-07-13
  • 3. Business Landscape  Turbulent climate / Roller-coaster ride  Psychological contract in serious trouble  Growing distrust of institutions & leaders  Decline in happiness / Hedonistic treadmill!  Status anxiety, shame & resulting isolation  Social participation is increasing exponentially  Satisfactory Underperformance!  New driver of productivity: Beyond technology to Culture! Mali / NASSCOMHR / HPC / 24-07-13
  • 4. Moon Shots for HR  Higher purpose for HR  Leadership Bench  High Performance Culture  Unleashing organizational energy  Democratizing the workplace  Establishing Accountability  Focusing on accountability Mali / NASSCOMHR / HPC / 24-07-13 Source: Moon Shots for HR by C. Mahalingam in Hindu Business Line dated 9th May 2013
  • 5. What is High Performance Culture? Discovery One Mali / NASSCOMHR / HPC / 24-07-13
  • 6. What is High Performance? Rebel or Quit Creative excitement Malicious Obedience Willing Compliance Cheerful Cooperation Heartfelt Commitment Mali / NASSCOMHR / HPC / 24-07-13
  • 7. Cultributes of High Performance Culture Mali / NASSCOMHR / HPC / 24-07-13
  • 8. The Four Cultural Attributes A shared sense of urgency Strong focus on people management Robust Dialogue Cadence of Accountability Mali / NASSCOMHR / HPC / 24-07-13
  • 9. We are talking of urgency, not haste! Mali / NASSCOMHR / HPC / 24-07-13
  • 10. Attribute 1: A shared Sense of Urgency Discovery Two Mali / NASSCOMHR / HPC / 24-07-13
  • 11. Only One in Seven, even when it comes to life! Not long ago, a medical study showed that if heart doctors tell their seriously at-risk heart patients they will literally die if they do not make changes to their personal lives-diet, exercise, smoking--- still only one in seven is actually able to make the changes! Mali / NASSCOMHR / HPC / 24-07-13
  • 12. You only find oil if you drill wells. You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill! John Masters* *Canadian Oil & Gas wildcatter Mali / NASSCOMHR / HPC / 24-07-13
  • 13. Reality Check! Mali / NASSCOMHR / HPC / 24-07-13
  • 14. Mali / NASSCOMHR / HPC / 24-07-13 John Kotter on “Sense of Urgency” Thought Leadership video 1
  • 15. Improving the Sense of Urgency Set a challenging goal with a deadline Set a challenging deadline for a goal Make yourself accountable Recognize the dragon and slay it Win the Princess Behave with urgency everyday Identify & remove all urgency killers
  • 16. Managing People is like herding Cats! Attribute 2: Strong focus on People Management Mali / NASSCOMHR / HPC / 24-07-13
  • 17. Reality Check! Mali / NASSCOMHR / HPC / 24-07-13
  • 18. Managers Make a Difference! 5.02 3.62 3.54 3.41 3.17 3.16 0 3 6 ImportanceScore The single most important attribute in career decisions is manager quality -- least likely to be traded away for any other attribute Source: Corporate Leadership Council, Workforce Commitment Series, vol.3 pg.17 Manager Quality Recognition Coworker Quality Empowerment Work Challenge Cutting-Edge Work Mali / NASSCOMHR / HPC / 24-07-13
  • 19. People join corporations, but leave managers! Gallup Wisdom! Mali / NASSCOMHR / HPC / 24-07-13
  • 20. Unconscious Conspiracy? Mali / NASSCOMHR / HPC / 24-07-13
  • 21. People Management Discovery Three Mali / NASSCOMHR / HPC / 24-07-13
  • 22. How many of you believe you have a robust people management process in your organizations? Mali / NASSCOMHR / HPC / 24-07-13
  • 23. Oh.. Really?  Documented process for selection of people managers  “First 30 day as people manager” document  Well designed learning journey for people managers  People management goals and their audit  Performance score-card for people managers  Overall rating subjected to people management scorecard  360 degree feedback mechanism  Elevator pitches on key themes  Formally trained for difficult conversations  Reverting bottom 10% as Individual Contributors Mali / NASSCOMHR / HPC / 24-07-13
  • 24. Shaping Good People Managers Celebrate role models Raise the bar Equip Skills Provide Opportunity Feedback Reinforce Why & How Start here Clarify Expectations Revert as IC Exit politely Mali / NASSCOMHR / HPC / 24-07-13
  • 25. People Manager Scorecard 1.0 Hiring & On-boarding 1.1 Approved head counts are hired on time 1.2 All hires come within the budgeted costs 1.3 New joiners are placed against billable positions 2.0 Induction & Orientation 2.1 All new employees covered in NEO within 4 weeks 2.2 Buddy program for new ee’s implemented effectively 2.3 Feedback from ‘pulse-check’ acted upon promptly 3.0 Performance Management 3.1 Goal-setting completed for new ee’s within 30 days of joining 3.2 Goal-setting completed for existing ee’s within 30 days closing previous year’s appraisal 3.2 Appraisals closed out well and within the appraisal cycle and timelines Mali / NASSCOMHR / HPC / 24-07-13
  • 26. People Manager Scorecard… contd 5.0 Employee Communication & Delight 5.1 Regular & Periodic one-on-ones and skip levels are held 5.2 Employee delight survey action plans are well implemented 6.0 Retention Management 6.1 Employee Attrition is contained within agreed to limits 6.2 HR policies and programs are implemented effectively 4.0 Training & Career Development 4.1 Quarterly Training plan for teams finalized 4.2 Training nominations are realized (zero drop-outs) 4.3 Career plans are in place for all identified top talent 4.4 Top talent are assigned with identified mentors Mali / NASSCOMHR / HPC / 24-07-13
  • 27. Attribute 3: Robust Dialogue Openness Candor Informality Closure Source: “Conquering a Culture of Indecision” by Ram Charan – HBR- April 2001 Mali / NASSCOMHR / HPC / 24-07-13
  • 28. Robust Dialogue Discovery Four Mali / NASSCOMHR / HPC / 24-07-13
  • 29. Mali / NASSCOMHR / HPC / 24-07-13  Case for telecommuting  Case of mid-term across the board correction  Case of performance challenge  Case of competency roadmap for HR team Pick one for real play 5 + 5 for play & 1 + 1 for feedback
  • 30. Cadence of Accountability  A working definition of integrity  Well defined goals and milestones  Regular reviews  Holding each other accountable Mali / NASSCOMHR / HPC / 24-07-13
  • 31. Cadence of Accountability Discovery Five Mali / NASSCOMHR / HPC / 24-07-13
  • 32. Traps of Non-action Overwhelming Demands Insurmountable Constraints Unexplored Choices Mali / NASSCOMHR / HPC / 24-07-13
  • 33. Pillars of High Performance Culture Mali / NASSCOMHR / HPC / 24-07-13
  • 34. The Four Pillars Manager Mindset Strength-based Conversations Deep differentiation Feed forward as reinforcement Mali / NASSCOMHR / HPC / 24-07-13
  • 35. Manager Mindset Pygmalion NIGYSOB Mali / NASSCOMHR / HPC / 24-07-13
  • 36. How did Pygmalion effect come about?  Pygmalion was a sculptor & king of Cyprus  Galatea was the beautiful ivory statue of a woman Pygmalion sculpted and fell in with love  Galatea comes to life and marries Pygmalion  The powerful influence of one person’s expectations on another’s behaviour has long been recognized by physicians and behavioural scientists and more recently by teachers  Enthusiasm and apathy- both are infectious! Mali / NASSCOMHR / HPC / 24-07-13
  • 37. Pygmalion Mindset • Trust people and their capabilities • Coach and develop • Set high expectations and communicate them • Build support systems • Do not focus on weakness • Do not waste too much time on failures • Provide genuine & valuable feedback Mali / NASSCOMHR / HPC / 24-07-13
  • 38. Mali / NASSCOMHR / HPC / 24-07-13 Dr Rosenthal on Pygmalion Effect Thought Leadership video 2
  • 39. Pygmalion Effect  What managers expect of their subordinates and the way they treat them largely determine their performance and career progress  A unique characteristic of superior managers is the ability to set high performance expectations that subordinates fulfill  Less effective managers fail to develop similar expectations and as a consequence, the productivity of their subordinates suffers  Subordinates, more often than not, appear to do what they believe they are expected to do Source: Pygmalion in Management – HBR (July-Aug, 1969) by J. Sterling LivingstonMali / NASSCOMHR / HPC / 24-07-13
  • 40. Key messages  Common Illusions: Managers are more effective in communicating low expectations to their junior than their high expectations, though managers believe exactly the opposite!  Impossible Dreams: Managerial expectations must pass the reality test before they translate into performance  Key to Future performance: The early years in an organization, when young people can be strongly influenced by expectations are critical to determining future performance and career progress Mali / NASSCOMHR / HPC / 24-07-13
  • 41. Key Messages  Most Influential Boss: A young person’s first manager is likely to be the most influential in that person’s career  Astute Selection: While success in business sometimes appears to depend on the luck of the draw, more than luck is involved when a younger person is selected by a superior person  Disillusion & Turnover: While high level of economic activity & shortage of skilled people have made job- hopping easier, the underlying cause are underdevelopment & underutilization of a workforce that high career aspirations Mali / NASSCOMHR / HPC / 24-07-13
  • 42. Strength-based conversations Strengths Weaknesses Mali / NASSCOMHR / HPC / 24-07-13
  • 43. Gallup survey reveals…. Globally, only 20% of employees working in the large organizations surveyed feel that their strengths are in play every day Mali / NASSCOMHR / HPC / 24-07-13
  • 44. Martin Seligman  40,000 studies on depression, but only 40 on the subject of joy, happiness and fulfillment  “Psychology is half-baked, literally half-baked. We have baked the part about mental illness. We have baked the part about repair and damage. But the other side is unbaked. The side of strengths, the side of what we are good at, the side….. of what makes life worth living.” Mali / NASSCOMHR / HPC / 24-07-13
  • 45. The irony!  Doctors have studied diseases to understand health  Psychologists have investigated sadness to learn about joy  Therapists have looked into causes of divorce in order to learn about happy marriage  Schools & workplaces around the world have encouraged us to identify, analyze and correct our weaknesses in order to become strong Mali / NASSCOMHR / HPC / 24-07-13
  • 46. Flawed assumptions about people  Each person can learn to be competent in almost anything  Each person’s greatest room for growth is in his or her areas of greatest weaknesses  Organizations focus the performance of its employees by legislating the work style  Organizations spend most of their precious money on trying to plug the gaps in employee skills or competence  As long as organizations operate under these assumptions, they will never capitalize on the strengths of their employees! (Gallup) Mali / NASSCOMHR / HPC / 24-07-13
  • 47. Peter Drucker on Managing Strengths  Effective executives fill positions & promote on the basis of what people can do  The idea of ‘well-rounded’ people is a prescription for mediocrity  To staff from what there is not and to focus on weakness is wasteful- a misuse, if not abuse, of human resource  To try to build against weakness frustrates the purpose of organization Mali / NASSCOMHR / HPC / 24-07-13
  • 48. Peter Drucker’s 4 golden rules  Jobs are not created by God! Any job that has defeated 2 or 3 men in succession must be assumed unfit for human beings; it must be redesigned  Make each job demanding & big. It should have challenge to bring out whatever strength a man may have  Start with what a man can do rather than what a job requires  To get strength, one has to put up with weaknesses Mali / NASSCOMHR / HPC / 24-07-13
  • 49. Benjamin Franklin Wasted strengths are “sundials in shade” Mali / NASSCOMHR / HPC / 24-07-13
  • 50. Mali / NASSCOMHR / HPC / 24-07-13 Marcus Buckingham on “focusing on strengths” Thought Leadership video 3
  • 51. Pillar 3: Strong differentiation Darwin Gresham Mali / NASSCOMHR / HPC / 24-07-13
  • 52. Rewards & Recognition Differentiate Decay Mali / NASSCOMHR / HPC / 24-07-13
  • 53. Concerns with differentiation • It may be misused • Differentiation is mean and bullying! • Differentiation pits people against one another & destroys team work • Differentiation is culture dependent • Differentiation demotivates the massive middle (70%) • Differentiation favours people who are energetic and extroverted and undervalues people who are shy and introverted! Mali / NASSCOMHR / HPC / 24-07-13
  • 54. Development Chess Checkers Mali / NASSCOMHR / HPC / 24-07-13
  • 55. Pillar 4: Practice Feed Forward Feedback Feed-forward Mali / NASSCOMHR / HPC / 24-07-13
  • 56. Feed Forward Discovery Six Mali / NASSCOMHR / HPC / 24-07-13
  • 57. Mali / NASSCOMHR / HPC / 24-07-13 Marshall Goldsmith on “Feed Forward” Thought Leadership video 4
  • 58. Problem with Feedback • Successful people do not enjoy feedback • We accept feedback that is consistent with our self- image and reject feedback that is inconsistent • Feedback focuses on the past • Feedback reinforces the feelings of failure • People who receive negative feedback close ranks, turn into their shells and shut the world down • Feedback only tells us where we are and not where we need to go Mali / NASSCOMHR / HPC / 24-07-13
  • 59. Feed Forward (FF)  We can change the future  It is more productive to help people be right than to prove they were wrong  FF is suited to successful people  It can come from anyone who knows about the task  People do not take FF as personally as feedback  FF reinforces the possibility of change  Most of us hate negative feedback  FF can cover almost all the same material as feedback  FF tends to be much faster and more efficient  FF can be applied with managers, peers and team members Mali / NASSCOMHR / HPC / 24-07-13
  • 60. Shaping High Performance Culture Clarify Communicate Model Align Engage Mali / NASSCOMHR / HPC / 24-07-13
  • 61. End Note! “Great managing is not about transformation-if you dedicate yourself to transforming each employee into some predetermined perfect version of the role, you will wind up frustrating yourself and annoying the employee. Great managing is about release!” Source: Marcus Buckingham in “One thing you need to know” Mali / NASSCOMHR / HPC / 24-07-13
  • 62. Thank You mahalingam_c@yahoo.com Mali / NASSCOMHR / HPC / 24-07-13

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