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hi welcome back i am vivek bhindra
national corporate trainer and
motivational speaker i am a published
author i'm very happy to see you again
you're here with me today's topic is
manage performance and maximize results
yes manage performance and maximize
results a lot of you would be
entrepreneurs you would be project
managers project leaders department
manager divisional managers or the
directors of the organization and you
would like to have your organization
going to a next level would you not so
today's topic is right for you i'm going
to give you 10 tips
10 tips to manage performance and
maximize results with your team manage
performance and maximize results with
your team and how would you do that i'll
take you to the first point and my first
point is link every department to your
company's top goals
every department you may have a lot of
departments link every department to
your company's top goals now every
department to your company's top goals
what does that mean every department
every department identify your top goals
first unless you know your top goals you
would not be able to link them to your
top goals i met a recently an
organization in delhi and use this for
the small sme small medium enterprises
in delhi in india and you know this
organizational top 10 leaders were
sitting there and i told them write down
your top three goals of your
organization they were not able to write
down top three go to the organization
they were not common ten people wrote
top three goals and they came out
removing the common uncommon there were
15 different goals so what was happening
an organization which is running in
different direction can never achieve
excellence and can never manage
performance and maximize results if you
want to manage performance maximize
results you have to link every
department to the organizational goal
i'll take you to the second point
determine how well
is your team meeting your organizational
goals your current team meeting your
organizational goals
where is it right now so the second
point is about identifying the past
reality and the current reality it is
not about the outcome expected it is
about the past reality and the current
reality once you know the past reality
and the current reality you're able to
get close to it then achieving the
organizational goals becomes easy
unless you know the clear track you know
what the what's the benefit of running
fast but in the wrong direction you need
to have the first complete direction
with the past track identify your past
track and the patterns what are the
patterns in which your teams are moving
your team managers and your your other
employees are moving find out their
existing patterns till now
i'll take you to the third point now and
the third point is create a clear
performance matrix for every department
create a clear performance matrix matrix
means a number create a clear
performance matrix for every department
there are a lot of departments
where the work is done in quality not in
quantity there are a lot of departments
where the performance is done to improve
not the results but to support the
results but you have to make sure as an
entrepreneur as a project leader you
have to convert each and every single
individual employee help him find out
his metrics
make them convert them into a measurable
performance
unless you know every person in your
organization every department in your
organization even a security guard you
have to convert his performance into a
measuring measurement tool into a matrix
unless you see anything that you cannot
measure you cannot improve so in this
link every department with a clear
number to identify the current
performance and outcome expected unless
you have a clear current reality and
outcome expected in the numerical form
you cannot help them measure so and link
and those numbers should be connected to
the first point where you should know
the top organizational goals
so it should be connected to the point
number one where we were linking every
number to department every departmental
number to organizational goals so in
that way your entire organization will
start running in a single direction in a
numerical format
so now i'll take you to the next point
and point number four is i have to
identify the skill deficit of every
individual team member since it is about
the identification of skill deficit of
every individual team member now it is
about individual meetings it is not
about the organization at the moment now
you have to start meeting individuals in
the organization you have to somehow
find out where are they actually what
are the gaps you have to become the gap
partner you have to become skill deficit
partner you have to identify where which
what changes are required in their
training so this is now a training need
an analysis a training need
identification what is the skill deficit
at the moment so now i'll take you to
the next point is point number five
discover opportunities for their
improvement and discuss to create an
individual professional development plan
this is called ipdp this means
individual professional development plan
you have to discover opportunities for
their improvement and discuss with them
my point is you have to discuss with
them their individual development plan
and their individual development plan
while discussion since you've identified
their skill deficit it's about future
it's about future
so point number six is very beautiful
which is connecting to it start asking
solution oriented questions
the process is by asking questions which
are solution oriented questions to your
direct report individually for example
the question is how are you planning to
contribute to main organizational goals
now he will make his individual plan
he'll give you his own individual idea
he'll make an individual plan how is he
going to contribute
to the organizational goals
you have to inspire him to think and
when you inspire him to think here comes
the point number seven and the point
number seven says inspire your direct
report to come up with a game changing
idea he had to come up with a game
changing idea in a department to achieve
the organizational goals now this is the
point where you start inspiring him to
come up with an idea this is an
empowering
activity this is an employee engagement
activity this creates more retention it
will create a lot of retention in your
organization where people starts feeling
involved and involvement is directly
proportionate to commitment and more he
involves himself in bringing a game
changing idea and because he now he
feels that i have to bring in a game
changing idea this is going to increase
commitment from him so our topic of
managing performance to maximize results
becomes very easy because now he's
coming up with a game-changing idea to
achieve the organizational goals so like
i said when you start engaging your
people and bringing up their own ideas
the golden statement says involvement is
directly proportionate to commitment now
this is where you start getting their
commitment and when you get the
commitment list and my dear leaders here
entrepreneurs here committed employees
are the real resource always remember
henry ford used to say take away my
entire organization take away my all
machinery take away my entire plan but
give my top people to me i'll come back
in five years i'll bounce back even
better now this is what these committed
employees if you involve them and let
them bring up the game changing ideas
ask them you to give me a game changing
idea help them of course help them and
ask them again give me a game-changing
idea to help you to improve your
department and that will happen they
will give you their commitment because
they are involved that buy in is already
there i'll repeat that buy in is there
they've gotten the idea because it is
their own idea and that's what this is
what a leader is required now this is
called leadership wisdom you're not
performing you're not this is not
performance management only this is a
leadership wisdom you're not acting as a
manager you're acting as a leader you're
not actually talking about what has
happened in the past in fact you're more
talking about what can happen in the
future and that's where we'll link to
the next point so it is so beautiful
that it is getting linked up to the next
point and next point is in the next
sequence and which says point number
eight give the feedback in future tense
yes yes give the feedback in future
tense
never ever never ever
repeatedly talk about the past mistakes
of your team member this is one damaging
thing that you can do what has happened
in the past has happened in the past
never cry on the spelled milk life may
rewind button
i talk about it always actually it is
not performance appraisal it is
performance management performance
appraisal is dead people have stopped
using performance approaches they are
trying to manage performance by
increasing performance in future tense
if you do performance appraisal that was
passed you're trying to give him a
report card listen this is what you have
done and the more you do that you're
actually reducing the initiative
ownership and responsibility of your
employees this is where i feel so much
convinced about this is where people and
project managers leaders and
entrepreneurs are killing their
employees when they give them a report
card listen what you've done this is
what you've done in the past don't do
that
instead start giving first thing is of
course reduce your offerings of
correction don't correct your employees
and even if you have to
the ground rule is correct them in
future tense correct them in future
tense give them a future action plan
help them create a future action plan do
not talk about the past corrections as
much as you should be talking about the
future corrections let's do this what
changes can we bring in you start asking
them solution oriented questions what do
you think what changes can we bring in
to improve the performance what's your
idea ask them their ideas and then talk
about it well can we do this in future
what do you think about it and then
create their buy-in by talking about
more of
corrections in future only with this i
bring you to a ninth point which is so
directly connected to it the ninth point
is they have to measure their own
performance you have to help him
maintain and create a visible and a
compelling scoreboard you have to help
your individual direct report
to maintain his own individual not the
department
not the divisional but his own
individual
visible and compelling scoreboard it
should be visible to him visible to you
always he should be maintaining a
scoreboard maintaining scoreboard is
such a powerful tool such a powerful
tool i have seen you know my son was
studying in dps school in india in delhi
and i dropped him to the school and i
saw some kids who were playing
basketball and while i was coming back
after dropping him to school i saw
everything was changed and you know what
i saw the uh all of a sudden the entire
team was jumping in enthusiasm and
actually playing the game i asked people
what happened
right now i saw them 10 minutes ago they
were playing comfortably and now they're
actually jumping in excitement so he
told me now they've started maintaining
a scoreboard maintaining a scoreboard
it's such a powerful tool when your team
starts maintaining a scoreboard with
their score they get to know where they
are they know right now am i winning or
am i losing they know right now am i
winning or am i losing so they don't
have to wait for the month end to get to
north quarter end or annual report cards
to come up to get to know whether i'm
losing or winning so once they know they
can actually work hard and remain more
focused it's a fantastic idea for
managing performance and maximizing
results once they start maintaining a
scoreboard you can very nicely
conveniently manage performance and
maximize results with this when they are
maintaining their score board i want you
to come on a very important and a
foundational point how do you deal with
your team to actually help them maximize
what to do and there i bring you to
point number 10 which is the foundation
of all these nine points i'm bringing on
a 10th point and point number 10 is
maintain a great deposit withdrawal
equation your deposit withdrawal
equation has to be very good 40 deposit
20 withdrawal 40 deposit this is what it
is look at the screen please 40 deposit
20 withdrawal and 40 deposit
one has to maintain a right equation of
deposit and withdrawal a lot of managers
and a lot of department heads and lot of
entrepreneurs they actually miss
maintaining the equation their equation
is lost and what is the equation 40
deposit 20 withdrawal and 40 deposit so
it means before offering any correction
any any correction before offering any
correction always remember that you have
to talk about first any specific good
things that they've done in the past do
that 40 percent talk about it and
correction has to be very minimum very
very specific and then again glorify him
again you have to invest your confidence
in him you have to invest your trust in
him so it is said to gain trust you have
to extend trust to gain thrust you have
to extend trust to gain trust you have
to extend trust extend trust so forty
percent extend trust twenty percent
offer correction then again forty
percent glorify him by actually
inspiring him so the idea is when he
leaves you the idea is when he goes back
outside your cabin the idea is when he
when he leaves you what should happen is
he should be going out with a lot of
energy and enthusiasm this is one
mistake a lot of manager they do
after doing a team meeting they see that
their employees instead of getting
energized they get de-energized they get
demotivated and inspirational level goes
down so these are top 10 strategic
points to take your organization to a
complete next level to complete
transformation you can take your
organization to an absolute next level
this is not performance appraisal this
is performance management this is not
performance appraisal this is not about
reading report card it is about
improving the future it is not about
crying on the spelled milk in the past
it's all about managing the performance
and maximizing results by talking about
the future always offer correction in
the future then that was one of the
important point that gives the
indication about the entire project so
that is managing performance and
maximizing results we are working with a
lot of corporate clients and we do
public programs also you can subscribe
below to our youtube channel and also
come to our website to find out the open
house workshop for the public programs
where you can participate and come up
with your entire team thank you for
watching our youtube videos keep
watching for more videos thank you very
much
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