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Performance Leadership

Performance Leadership is a systematic, results oriented approach to management and leadership for high per

The approach consolidates the fundamentals of management and leadership within the organisation, and then

This is achieved through the introduction of best-practice processes, tools and techniques together with the de
The Performance Leadership System focuses on three interdependent areas of capability

1. What is done in terms of organisational capability

We call this Organisational Development
This area is focused on the development of core processes and associated tools and techniques

2. How things are done in terms of people capability

We call this People Development
This area is focused on the development of core competencies, attitudes and behaviours that ar

3. How improvements are sustained in terms of knowledge sharing, innovation and continuous learning
We call this Knowledge Development
This area is focused on the development of core business intelligence to underpin the quality o

Our approach exploits the fact that by first clarifying and then satisfying the needs of key stakeholders, perfor

Various studies have presented solid evidence that organisations using these principles radically improve thei

Research shows that a key factor limiting organisational success is a systemic failure to provide effective dev

Summary of what Performance Leadership is ...

Performance Leadership is the way we manage and lead our organisation for success. By focusing everything
We achieve this by continuously developing conditions for success in three interdependent ways.

Firstly, we develop our organisation using best practice techniques to make us more efficient and effective. W


rifying strategic priorities, to build a shared sense of vision and purpose throughout the organisation, develop


nslating strategic priorities into ongoing operations, building operational programmes and capabilities and dri


tematically exploit cost, time and quality improvements, to build new capabilites and continually improve wh
Secondly, we develop our people using high performance techniques to help them achieve their full potential.

veloping their strategic capabilities, to more effectively translate strategy into ongoing operations


veloping their outcomes orientation, to focus efforts on the priorities to deliver valuable results and outcomes


veloping their cultural and relationship skills, to develop robust productive relationships
Finally, we develop our knowledge using a comprehensive approach to business intelligence to support decisi

sessing our performance, to establish our current position based on facts and data


nchmarking against best practices and our competition, to establish the performance gap, challenge norms an

ovating, to bridge the performance gap and raise the bar to achieve performance leadership

What is Performance Leadership?

Posted on March 24, 2011 by OJ

What is Performance Leadership?

Performance leadership is the backbone of leadership. First line managers must
inspire their employees. Performance Management is the mind part of management.
Performance leadership is the heart and spirit of leadership. First line managers can
get by without a performance management plan; they cannot without a performance
leadership attitude. It is the human side of what we do.
There are two areas I feel your performance leadership is critical. Making decisions
and developing employees. If we expect our employees to respect and follow us me
must imbue a certain spirit of collaboration with in our department. Making effective
decisions is the key to respect. Collaborative effort is the key to training and learning.
Effective decisions lead to the collaborative spirit in a department.
Decisions made by you fall into several categories: immediate, patient, fullness of
time, and collaborative. There is a kind of hierarchy to these decisions. Here is my

thought on these. Every decision you make must take your organization toward
collaboration. This is where the heart and spirit of your employees will be fulfilled.
First line managers must make immediate decisions in certain situations as problems
occur. My first day as the General Manager of the Ramada Inn Crest, I made a
decision immediately. I went behind the front desk at the hotel to check the number
of rooms we rented. A front desk clerk challenged me, she said what are you doing
here, you have no business here. She knew I was the new manager. I asked her how
much she liked working here. She picked up on that comment, she said, you cant
fire me. I replied you know you are right. I walked over to the phone, called my front
desk manager. I told him to fire the clerk when he came in. I then left. This is a
situation that could not be postponed. The motel was bankrupt; we did not have time
to discuss these issues. The month prior to my coming the hotel had lost $1,700. The
first month I was there we made $7,000, from this point we never made less than
$10,000 a month. Insubordination must be handled immediately. This is one
example of a immediate decision. There are many other examples that require this
type of decision, emergencies, for example. You as a front line manager must have
the knowledge and courage to make these decisions.
Patient decisions are mostly made when an employee is having a difficult time
handling a change or in training for the job. At the Admiral Benbow in Birmingham,
a desk clerk struggled with the processes involved with the front desk business
activities. I and the front desk manager worked together training her. She did
not perform up to the tasks. We let her go. When I got the Ramada Inn Crest, there
she was. She was a hostess in the restaurant. What was I going to do? Nothing is
what I did. She was the best. Every job is different; patience may be finding the right
fit for a good employee.
The fullness of time decision may occur when you want to move or replace an
employee; but, because of some restraint you cant. Your other employees will
recognize that the employee is a good employee; but, not a team player. This
employee is very good at the functions of the job. Your boss tells you the company
does not want to lose him/her. This is a tough problem to handle. You must wait for
the fullness of time to solve the problem. If this is the case, you will bide your time
with the other employees and keep disruptions to a minimum. Also, you must take
corrective measures to get the problem employee to become a better team player. It
is amazing that in the long run most of these problems will present the right answer,
for the employee and your department. The company keeps a good employee; and,
you get to move the employee to another department.
Corroborative decision making is the most effective decisions. These decisions come
as employees inculcate a clear understanding of the mission and procedures of your
department. Employees take ownership of the processes and in an open way
contribute to making the most effective decision. The hostess in the above story is a
clear example of this. She knew what customer service meant for our restaurant. She
took real time corrective action. When she saw a waitress get behind she helped her.
She was always very polite. She dressed up to the role. She took the time each night

to create a welcoming atmosphere for our customers. She and the waiters working
together as one. Each night she directed a play. Good food and good service was the
When your employees reach the collorative level, everything you and they do is
highly effective. Change is almost effortless. Employees trust you and your mission
for the department. You, the employees, and the company benefit from the
corroboration in your department.