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Presented By: Tan Hui Li MP111143 Chan Yien Feng MP121184 Chong Yi Long MP123004 Yong Leong Chai

MP121059 Lee Zune Pet MP101561 Siti Rozaidah Bt Zainalabidin MP111512

INTRODUCTION

TAN HUI LI (MP111143)

DEFINITION FOUNDATIONS OF HIGH-PERFORMANCE LEADERSHIP STRATEGY PRINCIPLE

What is Performance Leadership?

Shaping, growing, influencing and making a positive difference to the performance of people, teams, organizations and communities.

Foundation of the high performance leadership strategy

Developed from global game Australian Olympic sport system


6 1

Vivid imperative (mission)

Reward performance and ideals

Seek tough environments

Six umbrella principles of the Olympic sport system 2

Aim for excellence

4 3

Pick winners

Dynamic performance model

Goal Alignment

Accountability

Principles of Performance Leadership


3 Trust and Values

Total Rewards

GOAL ALIGNMENT Connects the organizational strategy to and with its people, allowing managers and employees to take effective action. Focus on the right goals and behaviours

ACCOUNTABILITY Set expectations that are consistent and understood

Accountable for his or her own actions, as well as for giving feedback that directs actions toward the right business outcomes

TRUST and VALUES Including respect, tolerance, building trust among all members in an organization

TOTAL REWARDS
The monetary and non-monetary return provided to employees in exchange for their time, talents, efforts and results Five key rewards elements: (1) compensation (2) work- life (3) development and career opportunities (4) performance and recognition (5) benefits

PERFORMANCE LEADERSHIP SYSTEM

CHAN YIEN FENG MP121184

Organisational Development People Development Knowledge Development

Performance Leadership System


We improve strategic and operational performance for National and International organisations based on our expertise in management and leadership best practice. We achieve this by helping to get the most out of processes, people and knowledge through a systematic, results oriented approach called Performance Leadership. TRIMENTIS

Performance Leadership System


Performance Leadership System is a systematic, results oriented approach to management and leadership for high performing organisations, teams and individuals. It builds a collaborative, high-performance work environment by exploiting proven concepts of business excellence. Low-cost, high-value lean organisation.

Performance Leadership System

What is done
Organisational development

How things are done

How improvements are sustained


People development Knowledge development

Performance Leadership System


PLS focuses on three interdependent areas of capability: Organisational development People development What is done Knowledge development

Organisational development How improvements are sustained

How things are done


People development

Knowledge development

Performance Leadership System

Organisational Development
Focus on the development of core processes and associated tools and techniques. The approach:
Strategy formulation Change Management Performance Management
Strategy Formulation
Performance Leadership Process Model Change Management Performance Management

Performance Leadership System

Organisational Development
Strategy formulation Clarifying strategy, commitment and motivation Change Management Continually building new capabilities
Strategy Formulation Performance Leadership Process Model Change Management

Performance Management Translating strategy into ongoing strategy

Performance Management

Performance Leadership System

People Development
Focus on the development of core competencies, attitudes and behaviours (leading, managing and performing) The approach:
Context Content Culture

Context

High Performance People Model Culture Content

Performance Leadership System

People Development
Context Clarifying strategies, systems and plans Content Delivery of actions, results and outcomes
Context

Culture Attention of culture, politics and relationships

High Performance People Model Culture Content

Performance Leadership System

People Development
Ways to develop people?
High Performance People Program Coaching to increase personal performing
Leadership and Key Resource Development Training Survey Elicting the people perceptions of behaviours
Culture

Context

High Performance People Model Content

Performance Leadership System

Knowledge Development
Focus on the development of core business intelligence (underpin the quality of all decisionmaking) The approach:
Innovation Self Assessment Benchmarking

Innovation

Knowledge Development Model Selfassessment

Benchmarking

Performance Leadership System

Knowledge Development
Innovation Fostering insight, creativity and risk taking Self Assessment Rigorous and critical self examinations Benchmarking Systematic comparisons with the best

Innovation

Knowledge Development Model Selfassessment

Benchmarking

DIMENSION OF PERFORMANCE LEADERSHIP

Presenter: Chong Yi Long MP123004

Dimensions of Performance Leadership There are four dimensions of performance leadership:


Operational dimension Analytical dimension Social dimension Values dimension

These four dimensions are required to enhance the performance (motivation) in an organization.

Dimensions of Performance Leadership

Operational (the body)

Analytical (the mind)

Leadership Dimensions

Value (the spirit)

Social (the heart)

Dimensions of Performance Leadership Four needs in a leadership:


Survival organizations health. Growth and development improvement of performance, professional and institutional competency. Relationship strong synergy, strong external networks, teamwork, and trust. Meaning, integrity, and contribution serving for people within and outside of an organization.

Dimensions of Performance Leadership Operational dimension


First loop of performance management. Give an organization physical strength. Measure the effectiveness and efficiency of the daily task. To have a healthy and energetic environment. Sensitive to the environment and performance. Prevent or correct immediately for the errors occurred.

Dimensions of Performance Leadership Analytical dimension


Second loop of performance management. Mental state or strategy used to encounter oncoming task or problem. Strategies, processes, and performance indicators used should not be standardized and changed according to situation. Single language or aim in an organization in order to have a mutual environment. Response quickly to changing circumstances.

Dimensions of Performance Leadership Social dimension


Social interaction and relationship of group members within an organization. Interdependence (combination of dependence and codependence) is required to enhance team working of an organization. To have a sustainable relationship between followers, leaders and even opponents. Show a good management that bridges the needs of the various parties.

Dimensions of Performance Leadership Values dimension


Synchronized beliefs and values is needed in an organization to achieve mission. Performance will be improved if all the members have the same aim and cooperates within each others. Positive values improve the performance and negative values provide feedback of an organization. A good mission statement is required to set the same goal for all the members.

YONG LEONG CHAI MP121059

Disadvantages and advantages of performance management Benefits of performance leadership

Disadvantages of Performance Leadership 1. Time Consuming 2. Discouragement 3. Inconsistent Message 4. Biases

Advantages of Performance Management


1. Performance Based Conversations
2. Targeted Staff Development 3. Encouragement To Staff 4. Rewards Staff For A Job Well Done 5. Under-Performers Identified And Eliminated 6. Documented History Of Employee Performance 7. Allows For Employee Growth

Benefits of Performance Leadership

Organization
Leaders: create the conditions for success aligning the organization to a compelling picture of the future, clarifying the priorities, providing resources and motivation and leading by example.

Organization
Managers: enable people to be successful routinely capturing customer insights using data to drive a systematic approach to performance management and change management.

Team
Team members better support each other, increasing personal effectiveness in building positive, productive relationships. Teams
have clearer performance expectations, understand how their efforts contribute to business success and are rewarded for delivering on their accountabilities.

Individual
Individuals :
have clearer performance expectations, understand how their efforts contribute to business success and are rewarded for delivering on their accountabilities. ongoing increases in the capability of their people.

Summary
Everyone throughout the organization and beyond it benefits from increased transparency and accountability.

Transparency in terms of the overall purpose and performance of the organization. Accountability in terms of who is doing what, when and how.

LEE ZUNE PET MP 101561

Leadership challenges Conclusion

Five Leadership Challenges 10 Leaders Commitments

Five Leadership Challenges

Five Leadership Challenges

Five Leadership Challenges

Five Leadership Challenges

Five Leadership Challenges

Five Leadership Challenges

VIDEO

Five Leadership Challenges

Five Leadership Challenges

They set interim goals so that people can achieve small wins as they work toward larger objectives. They put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. They create standards of excellence and then set an example for others to follow.

Five Leadership Challenges

Practices and behaviors : I set a personal example of what I expect of other people I spend time and energy making sure people in the organization adhere to the principles and standards that the organization stands for through the mission and goals I follow through with promises and commitments I make in the organization I find ways to get feedback about my performance and attitude in the organization I build consensus on an agreed-on set of values for the organization

Five Leadership Challenges

They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

Five Leadership Challenges

Practices and behaviors : I communicate my beliefs about what could affect the organization in the future I describe to others members in the organization what we should be able to accomplish I speak with others about how much better the organization could be in the future I help members see how they can further their own leadership development through helping the organization I speak with conviction about the higher purpose and meaning of what we are doing

Five Leadership Challenges

Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. They experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.

Five Leadership Challenges

Practices and behaviors : I look for ways to develop and challenge myself to grow in my abilities and skills I encourage others to try out new ideas I stay current on events and initiatives that might affect our organization When things do not go s well as planned, I ask What can we learn from this experience? I make sure that we set goals and make plans for new projects I experiment with the way our organization can do things to find the best method

Five Leadership Challenges

Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts. They strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.

Five Leadership Challenges

Practices and behaviors :

I foster cooperative relationships among people I work with I actively listen to diverse points of view I treat others with dignity and respect I support the decisions that other people in the organization make on their own I give others a great deal of freedom and choice in deciding how to do their work I provide opportunities for others to take on leadership responsibilities

Five Leadership Challenges

To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.

Five Leadership Challenges

Practices and behaviors : I praise people for a job well done I encourage others as they work on projects in our organization I find ways for our group to celebrate our accomplishments I express appreciation for others achievements I try to creatively recognize the contributions of others in the group

Conclusion
Leadership is a relation. Leadership is a relation between those who aspire to lead and those who choose to follow. Its the quality of this relationship that matters most when were engaged in getting extraordinary things done. A relationship thats characterized by fear and distrust will never, ever produce anything lasting value. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance.

~ By Jim Kouzes and Barry Posner