Benefits and Uses

his Performance Leadership Model has been used successfully to: Turn around low performing Customer Service Organizations; Double productivity in Training Organizations; Kick off annual Strategy Sessions and build strong follow up behavior for those strategies; Set Project Team Objectives and follow up; Turn around teams and focus forward after down sizing; Start up of new Organizations.

The areas described above are some of the many uses for the Performance Leadership Model.  Note that we focus on leadership and we let the teams manage themselves through the use of agreed on objectives and expected results.

Process overview

Needs Analysis

erformance Leadership is the ideal management tool for the situations described in the previous paragraph.  Introduction of Performance Leadership follows an in-depth study with interviews of the people involved, and if any of the following obstacles are found: Need to Improve Productivity; Need to Improve Morale; Clarification of Objectives needed; New Venture or Project Ahead; New Challenging Goals for the Year; Need to kick start Empowerment. 

Inputs to this part are performance issues; organizational issues; inter-personal issues; both good and those who need improvement. Output is a recommendation on how to proceed.

First Session

irst session of the process is generally a half-day to a day of interviews with the leaders and some of the team members who will be engaged in the process.  This session has a dual purpose.  First it helps identify what areas need to be focused on in the sessions, and secondly it gives each leader and team member a better understanding of what the Performance Leadership Model / Process is.  This usually helps take away some of the skepticism and resistance to change.

Inputs are selection of people to be interviewed and specific issues or questions to be asked.  Output is a plan for what to incorporate in Session two as well as specific tangible desired results after the model has been implemented.

Second Session

econd session is a two-day program with the team who will be using Performance Leadership.  The leader should be present at this session to set the direction and show commitment to the model.  There are many chances for the leader to step in and coach, present and explain where the organization is heading, as well as elaborate on Mission, Vision and Objectives.

There are many Teambuilding exercises during this session.  The purposes of the exercises are to build a strong well performing team, and to make the team understand how we communicate.  All the activities center around creating the Team’s Mission, Vision and Objectives.  The Mission and Vision are supposed to be strong clear messages that are easily understood, and challenging enough to make people stand up and fight for them.  The Objectives, or Key Success Factors, are a number of areas that are of extreme importance to the organization.  These are defined in a brainstorming exercise and refined throughout the session. 

Finally in session two the team develops their own Scorecard Matrix using the Key Success Factors.  This matrix is the foundation for the self-managing team and will be the input to a Graph that represents progress towards objectives. 

Inputs to this session are: The organizations Vision, Mission and Objectives; Specific issues facing the organization; Areas that we feel need to be improved or focused on; Any other areas we want to pay attention to.  Outputs are: Scorecard Matrices with specific follow up dates, activities and results; Improved Team skills; Improved Communication skills; Familiarity with a number of performance enhancing tools.

Third Session

he third session is a follow up on-site to see how the team is doing, and to help explain or modify some of the objectives if needed.  This session can be as short or as long as needed depending on issues the team has.  It is usually good to have the follow up session within a month to six weeks after session two.  This helps the team build good habits and makes them more proficient in the use of the tools.

Inputs to this session are issues that have come up after the team and organization started using the Performance leadership model and suggestions to tweak or fine-tune the process. Outputs are: Simple modifications to the process where needed or desired.

How to get started

erformance Solutions by Grindborg Ltd. CO. is available to come to your staff or management meetings to explain what the model can do.  These presentations coupled with question and answer session are very helpful in explaining the needs both ways.  What improvement areas are you looking at and what tools in the model can help you improve those areas.  The easiest way is to start with a part of an organization to get a feeling for what this model and process can do for your company.  One leader’s team can be used to evaluate the effectiveness of the model and lessons learned can then be used as a template for introduction Company wide. 

Call us today to find out what we can do together to make your team, Organization and Company a success. 

Guy Grindborg

President

ã Grindborg Ltd. CO.

9400 Norman Dr., Plano TX 75025, USA

Phone +1 469-231-1124 • Fax +1 972-747-1882

E-mail performancesolutions@grindborg.com

www.grindborg.com