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    Performance Management: Excellence as an Attitude. Performance as a Habit.
    Performance Management: Excellence as an Attitude. Performance as a Habit.
    Performance Management: Excellence as an Attitude. Performance as a Habit.
    Ebook112 pages1 hour

    Performance Management: Excellence as an Attitude. Performance as a Habit.

    By Looi Qin En

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    About this ebook

    Training Edge International is a leading corporate training consultancy with the goal of growing people and transforming organisations by using leading-edge knowledge to provide proven and tested solutions to improve productivity and performance.

    Over the past 12 years, we have empowered thousands of professionals from Asia's top companies such as Hilton, Standard Chartered, Knight Frank, Gucci, Singapore Airlines, SAP, IBM, etc.

    For the first-time ever, we have collected and condensed the advice from our world-leading experts on performance management - knowledge which corporations pay thousands of dollars for - to share with you, the professional. Presented in concise, easy-to-read articles, this book packs in actionable advice that you can immediately implement in your professional life.
    LanguageEnglish
    PublisherBookBaby
    Release dateAug 22, 2014
    ISBN9781483537009
    Performance Management: Excellence as an Attitude. Performance as a Habit.

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      Performance Management - Looi Qin En

      Traits

      LEADERS WITH A HEART

      Not everyone is a born leader; some are self-made while some emerge in the midst of adversity, with greatness thrust upon them.

      So how does one become a leader? Leaders are aware that a strong vision alone is not enough. Building a culture of ethics, values and compatibility in an organisation, while being able to tap into every individual's unique resources, is the key to being a leader.

      What does it take to develop the next generation of leaders? Research has shown that the millennial generation, often described as technologically obsessed, lazy and entitled narcissists are, in fact, more confident, adaptable, techno-savvy and idealistic.

      Not only are they open to ideas, they also have creative energy and bring fresh ideas to the workplace. They are also more aware of global developments and are more tolerant of cultural, racial and generational differences.

      This generation values action, is achievement-oriented, and works more efficiently and productively to earn a work-life balance.

      My personal observation is that this new generation are optimistic entrepreneurs who challenge the status quo and authoritarian hierarchy with a strong sense of purpose.

      They celebrate diversity, technology and feedback. They welcome teamwork and open communication, and are well-educated, knowledgeable and conversant due to their compatibility with the various social networking platforms on the Internet.

      Adaptable to change, they are used to the phenomenal global changes that have sharpened their sense and desire to make a difference. More importantly, they have the desire to become leaders with a heart.

      These are all extraordinary qualities, and they are the hallmarks of outstanding leadership needed for the next generation.

      However, organisational leaders are facing accelerated rates of complexity, ambiguity, uncertainty and market volatility. This generation's greatness will therefore also be determined by how they react to challenges.

      In his book,The 21 Irrefutable Laws Of Leadership, internationally recognised leadership expert John Maxwell identified the following:

      • Personnel determine the potential of the organisation;

      • Relationships determine the morale of the organisation;

      • Structure determines the size of the organisation;

      • Vision determines the direction of the organisation;

      • Leadership determines the success of the organisation.

      In this fast-changing world, agility also determines the sustainability of the organisation and the empowerment of its employees in future. To meet the complex needs of this highly competitive world, leaders have already identified transformational leadership principles for this high-potential generation:

      • Sharing vision;

      • Empowering;

      • Motivating;

      • Inspiring.

      Based on my decade of global entrepreneurial and professional experiences across three continents, ethnicities and cultures, I have identified the following key ingredients — summed up by the acrostic ARRIVED — that will define the success of the future generations of leaders:

      Authenticity: To be self-aware, understanding your intrinsic value and that of others; embracing the need for constant change, personal growth and continuous life-long learning.

      Resilience: To be flexible in times of survival.

      Risk-taking: To initiate action/experiential learning and engagements beyond the immediate responsibilities. A successful failure fosters new ideas and opportunities that can lead to innovation and success.

      Innovation: To develop skills and a strong commitment to innovation, leading your organisation to have an edge, tempered by situational reality.

      Versatility: To encourage broader experiences to develop a wide variety of skills. To evolve beyond the narrow confines of disciplines to embrace the chaos and uncertainty of a rapidly changing world.

      Emotional intelligence: To embrace EQ skills and identify, assess and control attitudes and behaviours to influence and make an impact.

      Diversity: To recognise, accept and respect unique individual differences regardless of age, race, ethnicity, gender, socio-economic status or culture.

      Not only must the next generation of leaders equip themselves to be highly agile, they must also have clear goals and communication skills that can drive creative thinking and innovation.

      CULTIVATE THE RIGHT WORK CULTURE

      A healthy culture is the starting point for any successful organisation, just as good soil is essential for a successful garden. If you have ever worked in an organisation with an unhealthy culture, you will understand the impact culture can have on performance.

      As a leader, digging into your culture can be a revealing exercise you should do regularly if you want to keep your organisation healthy.

      So what makes up culture, how do cultures vary and what can you do to improve them?

      What makes up a culture

      Organisational culture is a complex mixture of elements, not unlike the complex mixture of elements that make up soil in the garden. You need to get all of them in balance or you won't get the results you want. These five layers of organisational culture are:

      • Organic layer: This represents what people see, the outcome of your culture. Are your visible results the equivalent of productive plants or are they more like annoying weeds?

      • Top soil: What people do to demonstrate your values, including how they act towards each other and respond to situations. It also represents the practices that are rewarded.

      • Sub soil: What staff, clients and suppliers say about the organisation ,this is almost like the subtext of the organisation. It is also what the organisation says about itself in the form of written policies and procedures that express its values.

      Parent material: This involves how you want people to think; the mindset you want your people to have based on your values. This will inform what they deem important and where they channel their efforts.

      Bedrock: This equates to how you want people to feel about the organisation. In other words, the values you want them to live by that support everything you do.

      Think for a moment about your organisation. Can you identify how people feel and think, what they say and do and the results you see from this? If you want more insight into how your people view your culture, here is a revealing activity that is bound to open your eyes.

      Ask people to say a few words that describe your culture in the past (say, two to five years ago), in the present and what they would like it to look like in the future (say, two to five years from now). This exercise can highlight the areas where work is required.

      How cultures vary

      Different climatic conditions mean certain types of soil are specific to each region in the same way that certain cultures are required in specific industries.

      Problems occur when you impose the wrong culture on an industry and then wonder why it fails to perform. A classic example is when a government department tries to compete with the private sector but still

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