This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work. • The power of a paradox • The debates and stories we hear • The leadership capabilities required to drive a High Performance Culture - Innovative and strategic thinking, strategic alignment and traction, structure and role alignment, talent management, change management, culture transformation • The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations • Personality vs Capability – can a leader change his approach? • Getting it right

1. The Paradox of Performance
Can You Have A High Performance Culture And
A Highly Engaged Workforce?

2. Catalysts in creating high performance, high engagement organisations
through developing leaders, building capacity, and leveraging talent
Experienced
team
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3. 3

4. Volatile
Uncertain
Complex
Ambiguous
Surviving in the VUCA World
SPEED ….. COMPLEXITY ..… RISK ….. CHANGE ….. SURPRISE
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5. Nine Key Workforce Trends In The Next
Decade
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6. Identifying And Enabling The New
High Performer
NEW WORK ENVIRONMENT
• Frequent organizational
change
• More interdependent work
• More knowledge work
NEW HIGH PERFORMER
• Adapt to change
• Work collaboratively
• Apply judgement
Source: Breakthrough Performance in the New Environment. CEB Executive Guidance, 2013
NEW HIGH PERFORMANCE
COMPETENCIES
1. Prioritization
2. Teamwork
3. Organizational awareness
4. Problem solving
5. Self-awareness
6. Proactivity
7. Influence
8. Decision making
9. Learning agility
10. Technical expertise
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7. The Power Of Paradox
Paradox: “an apparently self-contradictory (even
absurd) statement, situation or proposition
which on closer inspection is found to contain a
truth reconciling the conflicting opposites.”
In Chinese philosophy "yin and yang", is used to describe how polar opposites or contrary forces
are interconnected and interdependent in the natural world, and how they impact on each other.
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8. Creative Tension – Living With The
Paradoxes
Short-term Long term
Local Global
Work Life
Strategic Operational
Own function results Cross functional results
Results – tough on
delivery
People – engagement and
empathy
Humility Professional will
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9. Can you have …
A high performance organisation
AND
A high engagement organisation ?
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10. The High Performance Organization
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1
2
4
5
Make good
decisions
and make
them
happen
Define
clear
decision
accounta-
bilities
Develop and deploy
talented people
• Compelling vision and clear priorities
• Cohesive leadership
• Right people in right jobs
• Aligned measures and incentives
• High performance values and behaviors
• Capacity to change
• Clear roles and accountabilities for the most
important decisions
• Structure aligned with source of value
• Superior execution of mission critical activities
• Effective and efficient G&A
Source: Bain & Co
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11. South Africa
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12. Europe and Middle East
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13. International Performance Challenges
Discipline & Accountability Global vs. local focus
Taking initiative
& risks
Confronting poor
behaviours & performance
Optimising talent
at all levels
Strategic and
innovative thinking
Managing change
Making decisions

14. Engagement Drivers – 5 G’s and the 3
E’s
Great Leaders
Leadership style, inspirational,
passionate about growing people
Great Careers
Interesting, challenging jobs,
flexible options, space creation
Great Rewards
Rewards that motivate, recognition
for value, special initiatives for key
talent
Great Culture
Conducive environment for
learning, growth, accountability,
performance management,
teamwork
Great Company
Employee value proposition,
Corporate value proposition
(brand), reputation
Engagement
Enablement
Empowerment
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15. South Africa
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16. Current Reality: Perceptions Of “5 Greats”
Great company Great leaders
Great careers Great culture
Project team – line & HR
General managers
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17. Current Reality: Perceptions Of “5 Greats”
Engagement, Enablement
Empowerment
Great rewards
• The perception survey confirms
that the critical areas requiring
attention are: EVP, internal
communications, leadership
passion, definition and
accountability, flexible
remuneration options, culture
more actively managed and
greater engagement and
empowerment.
Project team – line & HR
General managers
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18. Research on Engagement, Leadership
and Culture linked to Performance
Corporate Leadership Council:
Highly engaged grew profits 3 x faster than
their competitors.
Highly engaged have potential to reduce
staff turnover by 87 %
Highly engaged have potential to improve
performance by 20 %.
Watson Wyatt:
Highly engaged = financial performance 4 x
greater than lower engagement.
Highly engaged 2 x as likely to be top
performers
Highly engaged missed 43 % fewer days of
work due to illness.
Best Companies to Work For:
Increased their turn-over by 94
% and their profits by 315% -
over 4 years
Corporate leadership Council:
Highly committed = 71% of cases achieving
above average performance.
Below average commitment = 40% of their
organisations achieving above average
performance.
Hewitt:
Companies with >10 % profit
growth had 39 % more engaged
employees and 45 % fewer
disengaged employees than
those with <10 % growth.
Adapted from Engaging for success: Enhancing performance through employee engagement. UK Government Report, David
MacLeod & Nita Clarke, Office of Public Sector Information
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19. High Performance Competencies
• Innovative and strategic thinking
• Strategic alignment and traction
• Structure and role alignment
• Talent management
• Change management
• Culture transformation
High Performance
Competencies
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20. CHAOS or ORGANISATIONAL REALITY?? 20

21. Operational activities Strategic activities
Emails
Planning & scheduling
Meetings
Reports
Delegation
Fire-fighting
Controlling
Securing resources
Performance management
Negotiations
Scenario planning
Strategic planning
Strategic conversations
Strategic stakeholder meetings
Networking and learning events
Building capacity with staff
Facilitate team alignment sessions
Facilitate inter-departmental alignment sessions
Facilitate innovation sessions
Manage upwards
Secure future resources – skills, capacity, successors
% time spent = % % time spent = %
Strategic Vs. Operational Activities – Current
Reality Vs. Future Trade Offs
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22. Paradigm Busting
What paradigms do we need to shift to be more
strategic and innovative?
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23. High Engagement Competencies
• Transformational leadership
• Engagement
• Enablement
• Empowerment
• Leading high performance teams
• Holding Crucial Conversations
High Engagement
Competencies
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24. Awareness
Authenticity
Courage
Decisiveness
Energy
Drive
Resilience
Humility
Leadership meta-competencies
Collaborative Innovative
EQ?
Coaching
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25. LEADERSHIP CONVERSATIONS
Connecting Coaching Feedback Influencing Crucial
conversation
• Getting to know
• Finding common
ground
• Understanding
needs
• Showing interest,
care and concern
• Opportunity for Q’s
and information
sharing
• Catching up
• Debriefing
• Building self
awareness and
insight
• Understand
competency gaps
and plans
• Understanding
learning styles and
growth
• Reality check
• Exploring options
• Solving problems
• Building confidence
and competence
• ID possible causes
of performance/
behaviour gap i.e..
knowledge, skills
behaviour, attitudes
• Gain insight
• Share perceptions
and examples
• Build evidence
• Set standards
• Intent vs. impact
• Explore own vs.
other views
• Opportunities for
change
• Consequences
• Steps
• Building
relationships
• Building rapport
• Understanding
needs, power,
rational, emotional
• Present info and
benefits
• Engage in
different/alternate
views
• Build a case for
change
• Discuss choices,
consequences
• Explore win/win
options
• Define next steps
• Something
happened
• Emotional impact
• Hurt/
disappointment /
let down
• Misunderstanding
• Share feelings
• Speaking out
• Confront behaviors
• Draw boundaries
• Gain understanding
• Suggest alternative
• Build the future
• Mutual respect
• Explore win-win
• Define next steps
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26. Dysfunctional Teams
• Sniping
• Blaming
• Hidden agendas
• Domination
• Super-egos
• Role conflict
Indecisive Jealousy
Rivalry Marginalised
Cliques Oxygen thieves
Avoid reality Back-stabling
© Catalyst Consulting 2011
Power-plays
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27. Purpose Mind
Emotions Body
Managing Energy Not Only Time
Aligned purpose and
values
Defined personal and
work goals
Meaningful work
Making a difference
Abundance
consciousness
Clear WIIFM
Positive thinking
Positive attitude -
optimism
Self-belief
Strategic thinking
Effective planning and
time management
Creativity
Problem solving
Emotional intelligence
Trust
Openness
Resilience
Patience and tolerance
Happiness
Breathing
Sleep
Exercise
Diet
Water
Managing stress
Re-prioritisation
Managing capacity: the quantity, quality, focus, and force of energy
that is available to perform in the storm 27

28. Integrated Framework For High
Performance & High Engagement
Organization Strategic Intent
(Purpose, mission, vision and goals that guide the strategic direction)
Organization Values
(5-6 core values to guide decisions and behaviours)
CVP = Corporate value proposition
(4-5 key messages to customers and external
stakeholders)
Leadership Brand
(5-6 core distinctive leadership attributes that define the organization's unique
leadership style and behaviours)
EVP =employee value proposition
(4-5 key messages to potential and current
employees
Leadership Competencies
(15-20 core leadership competencies that define the behaviours and results of
leadership at different level of the organisation)

29. Strategic Leadership Toward A High
Performance Organization And A
Great Place To Work – 2x2 Days
High Performance Organisation
Review the strategic context and what it takes to build a GREAT
organisation
Strategic thinking and alignment
Expand strategic thinking capability and tools and understand the
leaders role in strategic alignment at all levels
Structure and roles
Understand the impact of structure and role clarity on performance
and how to identify misalignment
Talent management
Review the building blocks of talent management and the leader’s role
in finding, growing and keeping talent
Transformational leadership
Gain insight into transformational leadership characteristics and
competencies required to create a purposeful, empowered and
sustainable organisation
Change management
Understand the processes and tools to accelerate change and the
leader’s role in building capacity and resilience for on-going change.
Culture transformation
Understand the components and impact of culture and the leader’s
role in driving culture change
Module 1 – 2 days
Driving strategic change – from good to great
Leader’s role in creating a high performance organisation
Module 2 – 2 days
Engaging, enabling and empowering others
Leader’s role in creating a great place to work
Great place to work
Understand the leader’s role in creating a GREAT place to work and
managing talent
Engagement
Understand the factors impacting engagement and how to be more
effective in connecting, motivating and engaging with people
Enablement
Understand how to assess competence gaps and build capability for
improved performance and confidence through coaching
Empowerment
Understand the factors impacting empowerment and how to be more
effective in delegating, encouraging initiative and ensuring
accountability.
Leading high performance teams
How to assess, develop and facilitate teams toward high performance
Crucial Conversations
How to prepare for and hold crucial conversations to address
challenging situations and people
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30. Any Questions?
@catalystsa
www.catalystconsulting.co.za
www.iamtalent.co.za
www.iamalive.co.za
iamalive
Catalyst Consulting
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