Leadership That Drives Performance

High Performance Organization
Improving leadership effectiveness.
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Author: Michael Power

Copyright © Kompass Performance Partners, LLC. All rights reserved.
About Author: Michael Power
EXECUTIVE PROFILE
HR executive with 15+ years experience leading global Human Resources, Talent Acquisition, Talent Management and HR Operations for
industry leaders such as Discover Card, GE, James Hardie, McDonald's and Manpower Group. Consistently hired to develop and execute
talent performance systems that improve organization effectiveness in challenging environments requiring strong business acumen,
change leadership, relationship management, process and systems optimization, creative thinking, data analytics and people leadership.
Thoughtful and supportive leader drawing on extensive experience and sustainable strategies through analysis and process focus.
Proven expertise in building high-performance teams, addressing underperforming HR functions, building executive-level and HR
business partner relationships and delivering exceptional talent performance systems.
KEY EXPERIENCE | EXPERTISE
Slide 2
HR Cost Optimization and Effectiveness Attract, Source, Recruit and Hire Strategies Talent Mgmt Strategies & Programs
Leading Change and Influencing Branding & Recruitment Marketing Strategic Workforce Planning
Department Turnaround & Customer Exp Outsourced Solution Assessment & Mgmt Leadership Effectiveness & People Mgmt
Business Analysis & Process Improvement Assessmentand Selection Systems Global and Regional Strategic Initiatives
Reporting/Analysis& Performance Metrics Project Mgmt / Adherence to Deadlines Attract, Inspire, Coach and Develop EE's
Large Scale HR Projects Compliance Management & Risk Avoidance Maximize Human Capital Investment
Department Budget Mgmt $30MM RelationshipDevelopment & Management Flexible, Adaptable, Motivated by Change
Michael Power
VICE PRESIDENT HUMAN RESOURCES
(262) 720-8266 Milwaukee/Chicago
mikepower94@gmail.com linkedin.com/in/mikepower1
“I am passionate about delivering talent performance
systems that increase organization effectiveness”.

What Is Leadership?
Slide 3
• Text book…
– The process of social influence in which one person is able to enlist the aid and
support of others in the accomplishment of a common task
• Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen
– Alan Keith

What Makes A Leader?
Slide 4
• Leadership five core components?
1. Self-awareness: Knowing weaknesses and strengths
2. Self-regulations: Controlling emotions; redirecting disruptive behaviors
3. Motivation: Intrinsic; passion; continuous improvement
4. Empathy: Others feelings; listening; looking outside in
5. Social skills : Building relationship; rapport; persuasive

Lead vs. Manage
Slide 5
• A Leader asks…
– What needs to be done
– What is right for the enterprise
– Develop action plans
– Take responsibility for decisions
– Take responsibility for communicating
– Opportunity not problem focused
– Run productive meetings
– Say “we” rather than “I”
• By Peter F. Drucker
• A Leader also…
– Continuously seeks to develop their
knowledge, skills and abilities
– Teaches and develops talent
– Delegates
– Spends time where contribution is greatest
– Has ready successors
– Effects and leads change
– Is visionary

A Simple Comparison
Slide 6
• Management is..
– Coping with complexity
– Planning and budgeting
– Organizing and staffing
– Controlling and problem solving
– Effective action
• A Leader also…
– Coping and promoting change
– Setting a direction
– Aligning people
– Motivating and inspiring people
– Meaningful action
To manage means “to bring about, to accomplish, to have charge of or
responsibility for, to conduct.”
Leading is "influencing, guiding in direction, course, action, opinion."

Leadership Styles – “Leadership That Gets Results”
by Goleman
Slide 7
• Six leadership styles identified by Goleman :
1. Coercive: Do what I say; can dampen flexibility and motivation
2. Authoritative: Come with me; states goal staff figure out how to achieve
3. Affiliative: People come first; team building/morale; one of us; non-advisory
4. Democratic: Consensus; idea generation; rudderless; hampers speed
5. Pacesetting: Demands high excellence/performance expectations
6. Coaching: Development focus not work-related tasks switch among styles can
optimize performance
• What challenges exist for you in order to put to use the
combined styles?

Top Leadership Derailers
Slide 8
• Failure to “Walk the Talk”
• Failure to delegate
• Failure to execute
• Failure to improve
interpersonal skills
• Failure to keep learning
• Failure to make decisions
• Inability to build teams
• Inability to communicate
• Inability to create relationships
• Lack of accountability
• Lack of business acumen
• Lack of courage
• Lack of vision

Where Do You Spend Your Time?
Slide 9
• Lead
• Manage
• Day to Day
Delegation is KEY!

What Gets In The Way Of Successful Delegation?
Slide 10
• It starts with YOU…
– Do not have the awareness of what you could delegate
– Are a control freak and feel the need to do it all yourself
– Do not have the confidence that anyone else could do it well enough
– Enjoy doing it and don't want to give it up
– May feel that you will not be able to justify the time you have opened up for yourself
• Dorene Lehavi, Ph.D.

Changes That Improve Delegation?
Slide 11
• Improve your communication skills
• Do not immediately fill your free time with other tasks, take some
time to reflect
• Say NO while being helpful
• Focus on the things you enjoy
• Improve the depth and breadth of the talent on your team

Performance Management Defined
Slide 12
• Verbose version!
– Performance management helps organizations achieve their strategic goals. The main
purpose of performance management is to link individual objectives and
organizational objectives and bring about that individuals obey important worth for
enterprise. Additionally, performance management tries to develop skills of people to
achieve their capability to satisfy their ambitiousness and also increase profit of a
firm.
• Simple version!
– Performance management is the process of creating a work environment or setting
in which people are enabled to perform to the best of their abilities.

Who Owns Performance Management?
Slide 13
It starts with YOU!
Leadership.

What Is Your Impact On Performance?
Slide 14
• Company
• Division
• Department
• Function
• Team
• Individual
• Client / Business

How You Can Influence Work Performance?
Slide 15
• Setting expectations
• Goals and objectives
• Connection to manager
• Defined core processes and
systems
• Clear job description
• Reward and recognition
• Training and development
• Assessment and evaluation

Setting & Aligning Expectations Across Four Areas Is KEY!
Slide 16
• Selection of the right players and establishing the expectations
based on: Behavior (how), Performance (what), Priorities, Day to Day
• Strategy for the team: where are we going and how will we get
there
• Structure for the organization, how do the pieces fit together?
• Succession planning: how will my managers know how and where
they fit with the future and what am I doing to help them realize
their objectives?

Expect More From Your People
“I am unafraid to expect more from my people as it’s the only
way that they grow”, - McNerney
Slide 17

Defining and Managing Goals & Objectives
Slide 18
• SMART Goals (simple, measurable, aligned, realistic, timely)
• Negotiate…reach agreement
• Document
• Gaps and development
• Regular follow up (weekly, monthly, quarterly, mid-year, annually)

People Need a Connection To Their Manager
Slide 19
• Be a coach and teach
• Provide meaningful development
• Show empathy
• Understand the needs of your employees
• Demonstrate respect
• Be supportive and help your team

Implement Processes and Systems
Slide 20
• Core or “Key”…sometimes referred to as signature
– Job
– Department
• i.e., Operational, Customer Experience, I/T Application Design…

Create Job Descriptions That Impact
Slide 21
• Not Significant…not TRUE!
• Framework
• Clarity
• Prioritize
• Output

Provide Rewards and Recognition
Slide 22
• Pay for performance
– Salary
– Merit
– Bonus
– Promotion
• Understand motivators
• Tailor recognition

Execute Training and Development
Slide 23
• Coaching and counseling
• Be a teacher
• Skill based
• Self-awareness
• 3 E’s (Experience, Exposure, Education)

Manage performance deficiencies
Slide 24
• Coaching, feedback and corrective action
− Should be immediate
− Focuses on changing behaviors, develop and grow
− Reinforces expected behaviors and required results
− Create positive 2 way dialogue

Traits of High Performance Organizations
Slide 25
• High performance culture
– High standards and expectations
– Leadership…actions consistent with words
– Continuously measure and assess people
– Take action…move up, over or out
– Work aligned to strategies/objectives
– External based objectives
• Talent rich environment
– Invest in skill development
– Never settle; elevate talent
– Part of the cultural fabric
• Manage “Talent” as a supply chain
– Key business processes
– Robust development of High Potential talent
– Ready successors, can move around
– Alignmentof people processes
– People processes have rigor and disciplined
• Organized to facilitate growth
– Information flows up, down, across
– Small group accountability
– Fast and agile
GrowthCompanies
OtherCompanies
• Satisfied or “Good Enough” culture
– Mediocre Standards and expectations
– Targets internally driven
– Focus is only on low performers
– Work is not clearly defined and/or aligned
– Accountability does not exist at all levels
• Talent is not in the forefront
– Short term..here and now
– Minimal investment in development
– Focus on current job proficiency
• HR is an administrative function
– Leaders insulated or do not get involved in HR
processes
– People processes are silo’d and lack discipline
– Exceptions are the rule
• Challenge mobilizing/resourcing new
growth initiatives
– Ideas get trapped in structure
– Large and clumsy organizations
– Accountability left unmanaged
– Decision making slow

Create a Leadership Action Plan
Slide 26
• What will you do differently to improve your leadership
effectiveness?
“Leadership is about what you give not what you get”
- Unknown Author

About Author: Michael Power
EXECUTIVE PROFILE
HR executive with 15+ years experience leading global Human Resources, Talent Acquisition, Talent Management and HR Operations for
industry leaders such as Discover Card, GE, James Hardie, McDonald's and Manpower Group. Consistently hired to develop and execute
talent performance systems that improve organization effectiveness in challenging environments requiring strong business acumen,
change leadership, relationship management, process and systems optimization, creative thinking, data analytics and people leadership.
Thoughtful and supportive leader drawing on extensive experience and sustainable strategies through analysis and process focus.
Proven expertise in building high-performance teams, addressing underperforming HR functions, building executive-level and HR
business partner relationships and delivering exceptional talent performance systems.
KEY EXPERIENCE | EXPERTISE
Slide 28
HR Cost Optimization and Effectiveness Attract, Source, Recruit and Hire Strategies Talent Mgmt Strategies & Programs
Leading Change and Influencing Branding & Recruitment Marketing Strategic Workforce Planning
Department Turnaround & Customer Exp Outsourced Solution Assessment & Mgmt Leadership Effectiveness & People Mgmt
Business Analysis & Process Improvement Assessmentand Selection Systems Global and Regional Strategic Initiatives
Reporting/Analysis& Performance Metrics Project Mgmt / Adherence to Deadlines Attract, Inspire, Coach and Develop EE's
Large Scale HR Projects Compliance Management & Risk Avoidance Maximize Human Capital Investment
Department Budget Mgmt $30MM RelationshipDevelopment & Management Flexible, Adaptable, Motivated by Change
Michael Power
VICE PRESIDENT HUMAN RESOURCES
(262) 720-8266 Milwaukee/Chicago
mikepower94@gmail.com linkedin.com/in/mikepower1
“I am passionate about delivering talent performance
systems that increase organization effectiveness”.

Leadership That Drives Performance

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