LEVERAGING

PERFORMANCE:
GETTING THE MOST
FROM YOUR PEOPLE
David Loree

June 2019
Pivot Buzz Question

Want you to consider your own experiences around performance.

From your perspective, what do you see as the biggest challenge in

managing / developing the performance of people? Why is it so challenging
to get people to perform at their highest levels?

Converge on 1 issue and identify someone to speak for the group if called
on to contribute.
Case Intro

As Keller saw it, he had three options. One option was to fire Brodsky, or at
the minimum not give him an annual salary increase, which might have the
same effect. Keller suspected that firing him would not be well received by
Konigsbrau’s corporate headquarters, and Brodsky’s voluntary departure
might also raise questions. A second alternative was to try, once again, to
help Brodsky improve his performance. The third alternative was to try to
re-organize around Brodsky to compensate for his inadequacies, perhaps by
splitting marketing and sales.

Put yourself in Keller’s shoes …. what would you do? Why?

Case Intro

As Keller saw it, he had three options. One option was to fire Brodsky, or at
the minimum not give him an annual salary increase, which might have the
same effect. Keller suspected that firing him would not be well received by
Konigsbrau’s corporate headquarters, and Brodsky’s voluntary departure
might also raise questions. A second alternative was to try, once again, to
help Brodsky improve his performance. The third alternative was to try to
re-organize around Brodsky to compensate for his inadequacies, perhaps by
splitting marketing and sales.

Put yourself in Keller’s shoes …. what would you do? Why?

When Digging Into Performance Problems

• challenge assumptions; question your information and seek accuracy

• train yourself to think the best before you think less

• get to know the people you work with; make decisions and judgments
based on accurate information

• be sensitive to others’ feelings, motivations, talents and styles

• have faith in others; if you assume that people are going to fail or make
mistakes, they will probably live up to your low expectations
 Where leaders
make a difference

Training
X ABILITY
Aptitude

X
Rewards
X MOTIVATION
Expectations

Performance
“If I really try, “If I do this,
can I actually will anyone
X
hit this bar?” REALLY notice?”

RESOURCES

X
DIRECTION
 Where leaders
make a difference

Train & Coach

Training
Recruit, select, X ABILITY
Aptitude Reinforcement
assign
X
Rewards Satisfaction
Design X MOTIVATION
& Deliver Expectations
Continued
Performance
“If I really try, “If I do this, Performance
can I actually will anyone
X
hit this bar?” REALLY notice?”

Generate,
Allocate & People, $ RESOURCES
Prioritize
X
Interpret Outcome
strategy, set DIRECTION
& review goals Timing
Effective Delegation Depends On
• Clear objectives

• Willingness of boss to give up authority

• Willingness of employees to take on responsibility

• Support of staff and managers

• Good information and control systems

• Congruent incentives

• Skill and expertise down the line

Pre-Requisites for Performance Management

• Knowing your people

• What “turns them on …and off”
• Their goals, aspirations and fears
• Their talents…both overt and latent

• Knowing the organization and your role

• Its mission, vision, values and strategies
• Where you fit into the organizational strategy
• How to get what you need from the organization

• Knowing what you can reasonably promise and deliver by way of

rewards
• How you can recognize and reward attempted and actual
performance
Pre-Requisites for Performance Management
• Recruiting skills
• Searching, interviewing, selling the job

• Communications skills
• Listening, framing messages, transmitting them in all media
• Seeking and processing feedback

• Conflict management skills

• Identifying sources and types of conflict
• Mediating and arbitrating in conflict situations (trade-offs)

• Problem-solving skills
• Logical and creative problem-solving