Unleashing The Potential of Your Team


Twitter iconLinkedIn icon

It Takes Two…the missing link in the Performance Management discussion

Posted by on 18 Jul 2012 in The Capable Leader | 0 comments

Most performance appraisals are about the employee being appraised for what they delivered and what they did not.  The employee, often with some trepidation, prepares for this discussion thoroughly, collecting all the performance data they need to show how well they have performed on both the ‘what’ and ‘how’. This is a 20th century approach to Performance Management (PM) and is based on the belief that management is about control rather than about empowerment and an approach to PM based on a deficit model. Most crucially it ignores the duality in any performance agreement. Forgotten in this conversation is the performance contribution the manager had/has to make in holding their side of this grand bargain. The line manager ought to be asking questions of him/herself in the process and preparing for the discussion as carefully as the employee.  They may have to start by thinking through what they could do differently. The following questions might be a start: What is my contribution to the problems we are experiencing? What behaviour do I need to change in order to create the required performance culture? What action can I take to remove the systemic barriers to high performance? How can I be more approachable and make my access easier when there are ‘in the moment’ performance dilemmas? How can I become more open to feedback I may have been ignoring to date? and so on Until we reframe the Performance Management process, recognising the duality of the  agreement about performance, we will not be able to truly unlock exceptional performance in business today written by Meena Thuraisingham, Author, Organisational Psychologist, Director and Principal, TalentInvest and Author, July...

Read More

Banks need to restore customer faith through values based leadership

Posted by on 3 Jul 2012 in The Capable Leader | 0 comments

More parliamentary inquiries and regulation won’t help leaders operate more ethically   No regulation or parliamentary scrutiny will stop people from behaving unethically if they don’t see it as that. The LIBOR scandal (caused by interbank rate fixing emanating out of the city of London) is but more  evidence that something is amiss with banking culture, not just in the UK. Attempts by traders to fix this rate used by all banks to help set lending rates for mortgage customers, potentially resulting in higher costs for the public, is an abuse of trust – a form of cartel behaviour. It is not clear at this stage how much real pain (not just financial) the LIBOR scandal has caused its business or retail customers but time will reveal this more clearly. Bob Diamond’s statement last year, to a parliamentary select committee that the “time for bank contrition is over” in hindsight now looks like the height of arrogance. The “greed is good” arrogance in banking however plays out in much more nuanced and subtle ways. What is required is a calmer more considered approach to culture change. This is not going to be generated through more parliamentary committees, more regulation or more customer demonstrations on the street. In our work on Values Based Leadership, real conversations about real choices that leaders have to make in their organisations everyday is an important start. The inability for some to think about the consequences of their decisions on stakeholders, even to recognise who their stakeholders are or think more integratively across the company’s value chain is a skill issue  – one lost through a generation of short termism, something even market analysts and other watchdogs are clearly not innocent of. Business complexity today blurs the line of sight so trying to get clear vision about impacts down the line is much more challenging, but not impossible for clever banking minds. Important also are conversations about what happens when two values of a bank itself pull in different directions, what moral compass does a leader turn to then? Until banks recognise that transformative work is needed at a ‘micro-culture’ level to help intact teams learn to make principle centred choices, real change will not come about or be sustained. Telling someone that they must stop doing something they don’t believe is wrong is a very short term fix. And so is the rolling out a new set of corporate values. Written by Meena Thuraisingham, Director and Principal, TalentInvest For more information on the Values Based Leadership approach contact...

Read More