Activating our ‘A’ Game

1. PERFORMANCE MANAGEMENT 2013Leader briefing Activating our ‘A’ Game

2. Agenda Our process Mindset Performance Planning Performance Conversations Rating & Rewarding Performance

3. It’s a 2 way promise • Inspire people to strive for high performance • Drive goal setting clearly aligned to business strategy • Coach people to ensure believability and desirability of business goals at all levels • Prioritise what’s relevant to the business and your people • Provide clarity, support and regular feedback about performance (business & individual) • Have a mindset focused on continually improving own levels of performance • Prioritise what’s important to achieve business results • Take individual accountability and ownership of performance • Be active in seeking feedback about performance Expectations of leaders: Expectations of people:

4. Cycle & Process – it’s all about conversations Our performance process is a continuous cycle throughout the year including frequent informal coaching and feedback Recognise your people frequently throughout the year. Celebrating performance moments will ensure your people know the types of behaviours and performance we’re striving to deliver. Performance planning, conversations and ratings (including calibration) occur once a year in August with a mid-year review in February. Performance rewards are determined at the annual review, effective 1 November.

5. Timetable

6. Results x Behaviour At GWF, mindset is a fundamental element of performance because it directly impacts (either positively or negatively) what you achieve and how you achieve it. Performance is about both WHAT you achieve (results) and HOW you achieve it (behaviours). We consider both Results and Behaviours when reviewing performance (R x B).

7. Agenda Our process Mindset Performance Planning Performance Conversations Rating & Rewarding Performance

8. What is mindset? Noun: a particular mental framework of attitudes, expectations, etc. Macquarie Dictionary . ‘In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment. Virtually all great people have had these qualities. Teaching a growth mindset creates motivation and productivity.’ Carol Dweck

9. Let’s test it out – activating your A-Game

10. Activating ‘A’ game in your team What do you do as a leader to: 1. have the right mindset? 2. create the right mindset in your team?

11. Agenda Our process Mindset Performance Planning Performance Conversations Rating & Rewarding Performance

12. Roles & responsibilities

13. Setting objectives; remember… • Develop 4 to 6 improvement-focused objectives • Align your objectives with business strategy and leaders objectives • Make them SMART • Use clear, positive and action oriented language • Make objectives ‘self maintained’ – within your circle of control • Be clear on what success looks like

14. Agenda Our process Mindset Performance Planning Performance Conversations Rating & Rewarding Performance

15. Reviewing Performance

16. How do I build quality conversations? Which quadrant is your comfort zone?

17. What’s the experience you want your people to have? With the goal being to accelerate performance, what do you want your performance discussion to cause your people to: • Think • Feel • Say • Do THINK SAY FEEL DO To bring this to life: Which area(s) do you need to focus on? What do you need to do differently in these performance reviews to enhance the experience and set up for success in 2013?

18. Preparing for good quality conversations

19. Example Approach • Review all objectives • Agree ratings • Discuss achievements • Make notes 25 mins • Review all 10 behaviours • Agree ratings • Discuss strength and development areas • Make notes 10 mins 25 mins • Review PDP • Discuss achievements • Agree next steps NB. Make notes on all agreements

20. The ‘Yes and’ feedback principle(NO BUTs ALLOWED!) Compare these two phrases: • ‘You did a great job on your project, but feedback from your stakeholders suggests that……..’ • ‘You did a great job on your project, and feedback from your stakeholders suggests that………’ The word BUT disconnects and negates whatever follows The word AND connects, builds and creates flow

21. Coaching Questions • What did you enjoy working on the most and why? • What did you find the most challenging and why? • What were the critical success factors? • What didn’t go the way you planned or anticipated? • Did you have the skills needed to achieve the goal? • What have you learnt? / What would you do differently next time? • Where do you think you should set the bar for the next six months?

22. Agenda Our process Mindset Performance Planning Performance Conversations Rating & Rewarding Performance

23. Rating Performance

24. Rating Performance3x3 performance rating grid Great results, lift behaviours Great Extraordinary Good results, lift behaviours Good Great Below Below Great behaviours, lift results needs development Ratings: Extraordinary - your challenge is to maintain this great momentum Great- a springboard to achieve even more Good- from good to great by focusing on the specific goals or behaviours that have been identified as opportunities Below- need to step up, focus and really lift performance Unacceptable- behaviour is a serious derailer or a GWF policy has been breached (when this rating is invoked, it overrides any performance or behaviour rating and no bonus will be paid)

25. Rewarding Performance

26. QUESTIONS