Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.

1. A travel guide to peak performance
The first 4 stages to reinvent
Performance Management

2. What is Agile Performance Management?
2
The Human Capital Institute is one of the first to offer
certification for Agile Performance Management.
In 2016 they described it as a process of:
• Setting goals
• Helping managers coach individuals
• Providing more continuous feedback, support, and growth
or change (shifting the focus from annual evaluation and
rankings to continuous feedback and development)
• Being more collaborative, social, and faster-moving
This is definition is already outdated

3. What is Agile Performance Management?
3
As of now, we suggest adjustment towards:
• Agreeing commitments Setting goals
• Helping managers everyone coach others
• Providing more continuous micro feedback, support, and
growth or change (shifting the focus from annual evaluation
and rankings to continuous feedback feed forward and
development just in time learning)
• Being more collaborative, social, and faster-moving
• Providing people analytics for decision support
…. and this will continue to evolve

4. 4
To help navigate this landscape we have a travel guide
Plan your route
Which direction will you take, how far do you want
to go, and how to avoid the sinkholes
Prepare for your journey
Pump up the tyres, check the warning lights and fill
up the fuel tank
The hill climb
How to overcome resistance and build momentum
Getting to know your travel companions
The essential relationship skills for an enjoyable trip
The 4 essential first stages

5. Planning your route
5

6. Agile is not an undocumented free-for-all
6
Software Developers have been
agile since 2001 when the Agile
Manifesto was signed
1. Continuous delivery of value
2. Change is welcomed
3. Work cadence of 2 weeks to 2 months
4. Daily collaboration
5. Support & trust the team
6. Face to face communication is best
7. Simple measures that I control
8. Keep a sustainable pace
9. Pay attention to excellence
10. Simplify ; maximise work not done
11. Allow teams to self-organise
12. Reflect & continuously improve
We can learn from the mistakes of agile developers

7. Don’t get stuck in Wagile
7
Analysis
Design
Develop
Test
Waterfall
12 – 24 months
Wagile
A
D
D
T
A
D
D
T
A
D
D
T
12 – 24 months
Agile
2 – 4 weeks
Doing the same old things more often is a quick fix not agile

8. Done!
8
How do you know when you are done?
 Review objectives
 Track metrics
 Ask stakeholders
 Check sentiment
 Benchmark
 Consult vendors
 Win awards
- Fatigue
- End of timeframe
- No more budget

9. Prepare for your journey
9

10. Check the warning lights
10
Readiness is critical to success
Carefully introduce the change if
you don’t want the brakes to go
on mentally:
Certainty: clarity of what the future holds,
Options: the extent to which people will
have choices and not be railroaded down a
path they are uncomfortable with,
Reputation: how social status and relative
importance will be preserved, and
Equity: the means by which fairness is
assured
CORE is a NeuroLeadership frameworkfrom Head Heart + Brain

11. Pump up the tyres
11
Your managers are the most threatened
Managers are where the rubber
hits the road!
They need to change most drastically
Many will struggle with letting go of control
Great managers are not automatically great
coaches
Help them find their coaching mojo.
Are they a Glorious Bastard, Nurturer or
Iconoclast (“Superbosses” Sydney
Finkelstein)

12. Fill up the fuel tank
12
Making conversation a renewable energy source is key
Conversation is the fuel of Agile
Performance Management
Quality not quantity matters
Digitization has eroded conversation skills.
Your workforcewill need training.
The common approach is to define
conversation types/topics, provide structure
for these and practice/role play

13. The Hill Climb
13

14. Change your vehicle
14
The less distance from old to new, the steeper the gradient
To overcome the stigma of
traditional performance
management
Be mindful of mental models formed from
past experiences
Use alternative terminology
Create a peak performance program and
brand
Introduce a system of engagement rather
than coercea system of record (HRMS) to
do something it isn’t designed for

15. Select the right gear
15
If you can’t measure sentiment, you don’t know the gear you’re in
Create a positive association with
the new approach from the outset
Between 6 and 8 positives for each negative
Positive/ negative is how the recipient
perceives the feedback not the person
giving it
Safe ground is praise, gratitude, and
affirmations
More than 11 positives starts to become
counter productivefor peak performance
due to reduced opportunity to
learn/improve

16. Avoid sliding back
16
Use the habit loop so feedback becomes 2nd nature
Reminder, Routine, Reward
Emphasis on the reminder to trigger the
routine of giving feedback
Use cues that push and pull feedback
• Completed a project milestone? Ask for
feedback from your co-workers
Delivered a report? Ask for feedbackfrom
your client
• Is it pay day? Give feedbackto your team
members
• Had a meeting? Who's contribution was
feedback worthy
• Got interrupted?Is there feedbackin mind
that you'venow a momentto share?
• Getting coffee? Just enough time to post a
messagein your feedbackApp!

17. Use the goal gradient effect to show progress
17
The closer we are to a goal the faster we move towards it
I have used marginal
effort to achieve
some progress
I have completed a
micro goal or two
and gained a lot of
progress
I am over half way
and have a
challenging task or
two now
Just 1 very difficult
task and this will be
done

18. Understanding your travelling companions
18

19. Finding Strengths
19
Feed forward into strength development
Refocus from improving
weaknesses to strengths based
development
Hard to do as strengths can be hidden
whereas weaknesses are more obvious
• Up to 7% increase in customer
engagement,
• 15% increase in employee engagement,
• up to 29% increase in profit, and
• up to 72 point reduction in staff
turnover.
Use a strength finder to help re(discover)
the strengths in your people

20. Getting to Why?
20
Dare you ask why each person in your team chooses to be there?
Checklist for your authentic
interest in your team members
• Do you know the highest prioritiesand
deepest drivers or your co-workers?
• Do you help them link the work they do to
those priorities, and to the goalsof the
company?
• Do you contributeback to their communities
and the causes they believe in?
• Do you rally aroundto lift the pressure at
work, when you know there's pressure at
home?
• Do you continuallyreinforce how they are
valuedthrough praise and appreciation?
Providing individualisedmeaning for the work that
is being done is the most effective way of retaining
your people
Grounds
Motivation
Cause
Impetus
Basis
Purpose
Reason
Point
Goal
Aims
Objective
Why?

21. Communicating in style
21
Does your message always come across?
At a basic level our brains continuously seek answers
and explanations to resolve uncertainty. However, the
way we do this varies.
Analyticalcommunicatorslike to know the facts. They want to hear data first and
resolve uncertaintyby the numbers.
Personal communicatorswant to understandthe emotions of a situation.They
resolve uncertaintyby knowing if people feel the same way as them abouta
situation.
Intuitivecommunicatorswant to fit this discussion into their big picture. If at face
valueit fits (confirmationbias kicks in here) nothing more need be said, and
Functionalcommunicatorswant to know the sequence of events that built up to
this, and what must happennext so they can be certain they're doing the right
thing

22. 22
Look out for the next 4 stages of the journey
3 causes of upset
How to avoid jams

23. Learn more ….
23
www.paycompliment.com/xecr1r