An overview of the components of the LEAP; a high impact approach to creating the conditions organisational performance.

1. Taking the Performance
LEAP

2. We know what doesn’t work!
Ok, appraisal time. I’ll pretend that I
can accurately evaluate your
performance with a two-digit rating and
you pretend this is a meaningful
process in your development
© The Performance Collective 2

3. Einstein said.....
"The definition of insanity is doing the same thing
over and over again expecting different results.“
We have been insane for over 25 years!
© The Performance Collective 3

4. Take the performance LEAP
Leadership
Engagement
Alignment
Performance Environment
© The Performance Collective 4

5. High performance environment
PURPOSE &
PLAN
CONSEQUENCES FEEDBACK
Organisation
Mine
Success
Failure
Range
CLARITY
© The Performance Collective 5

6. The high performance environment
Clarity
• Individual, team and organisation purpose
• Definition of success and failure (measurable)
• Overlap between mine and the organisation (meaningful)
Focus
• Defined plan to get there
• If it’s not helping, stop and change
Consequences
• Known and emotionally significant
Feedback
• Intrinsic and extrinsic
Range
• The spread between the highest and lowest accepted performance
© The Performance Collective 6

7. What high performance leaders do.....
Performance
© The Performance Collective 7

8. What high performance leaders do.....
Performance
LEAP
High performance Leaders create an environment that
balances Engagement and Alignment to deliver higher
Performance
© The Performance Collective 8

9. High
Chaotic Club High Performance
“You can jump, I’ll hop – whatever floats “You can hop, skip or jump, whatever
your boat” works for you to get the right outcome
faster/better”
Engagement
Maverick Dictatorship Command & Control
“Everybody jump, no let’s hop, now jump, “Jump now, jump like this, jump to there
no skip, why are you skipping????” and jump this high”
Low
Low Alignment High
© The Performance Collective 9

10. High
Chaotic Club
Harmony and self-actualisation are valued
High Performance
Balanced and situational Leadership and
over outcomes. Purpose is vague and all-
Management. Focus is both today and
inclusive
future
Engagement
Command & Control
Management is valued over Leadership
Maverick Dictatorship
Heavily dependent on rules, processes
Adhocracy determined by power (usually
and systems. Focus is on efficiency of
ownership) and personal preferences
delivery today
Low
Low Alignment High
© The Performance Collective 10

11. High Performance
• Management and leadership are both valued, balanced and situational.
• Leadership sets direction, creates meaning, purpose, alignment, fosters collaborative relationships
and commitment.
• Management creates and executes plans and “just enough process” to ensure delivery of
High Engagement
stakeholder commitments
• Organisation has a very clear and aligned market and employment brand and people are attracted
by its purpose
• Dual focus – delivering today and co-creating the future
• Change , innovation and continuous improvement are constants – risk taking is supported
• Employees enjoy high levels of autonomy about the “how”
• Structures are flatter and there are fewer managers
• Communication is high quality, two-way and challenging
• Feedback and coaching are important skills
• Change happens almost organically because it is led by common purpose
• Work is intrinsically motivating and reward is gain-sharing
High Alignment
© The Performance Collective 11

12. Command & Control
• Management is valued over leadership
• Management creates plans and budgets, staffs and trains functions, creates and polices policies,
processes and rules, makes decisions and solves problems
Low Engagement
• Improvement is incremental and driven by cost, efficiency and compliance
• The focus is on delivering today’s stakeholder commitments
• Employees are resources within the defined processes. Roles and tasks are clearly defined
• Compliance and task delivery are rewarded
• There are policies and processes for everything – permission to act is required
• Risk is closely managed – management is risk-averse
• Reward is used as incentive to “do the right things”
• Structures are formal and silo’d
• Decision-making rests with managers and often upward delegation slows the process
• There are multiple levels of supervision and management
High Alignment
© The Performance Collective 12

13. Maverick Dictatorship
• Management is ad hoc and largely follows the interest of the person with most power
• Organisation is often owner-managed
Low Engagement
• Management reacts to the immediate environment
• The focus is on getting through whatever is on the nearest horizon
• The organisation’s purpose is ill-defined and can change in response to perceived opportunities
• Employees are resources and expected to do whatever needs done; whether competent or not.
• Roles and tasks are ill-defined
• There are few defined processes and systems; the emphasis is “just get it done”
• Compliance with management’s requests is rewarded and often there is an inner-circle; the
members of which can change easily
• Reward is ad hoc , subject to whim and often relates to who is “in”
• People often have a compelling reason to stay despite the environment eg. Location, niche
business, status, family, relationships, co-ownership/financial investment
Low Alignment
© The Performance Collective 13

14. Chaotic Club
• The needs, desires and ambitions of employees take precedence over other stakeholder eg
customers and stakeholders
• Management may be distributed or unclear; often there is a charismatic figurehead
High Engagement
• Management reacts to the immediate environment
• The focus is determined by the interests of the figurehead and/or employees and there may be
internal “tribes”
• The organisation’s purpose is only defined at very high level and often only in terms of vision,
beliefs and values
• The meaning of the purpose is open to individual interpretation
• Employees stay because they are comfortable with the other people – “I belong”
• Roles and tasks are ill-defined
• There are few defined processes and systems; the emphasis is on freedom
• Harmony, relationships and creativity are valued
• Reward is about being a valued member of the club
Low Alignment
© The Performance Collective 14

15. Take the performance LEAP
Leadership
Engagement
Alignment
Performance Environment
© The Performance Collective 15