Table Of ContentBOOKS
THAT MAKE
YOU BETTER
Pam Jones BA Hons MBA Welcome to the masterclass in
practical performance
MANAGING FOR
Pam Jones is Programme Director of management.
You’re only as good as your team. So how do you make sure your M
The Performance Through People and
team is as good as it could be? A
Leading Complex Teams programmes Inside this book you will learn to:
N
at Ashridge Business School. A
Improving team performance is what you’re there for as a GI PERFORMANCE • Enhance your own performance and
Working with managers from all walks manager: the better you are, the better your team will be. N that of your team, with practical
G
of life, Pam focuses on helping them tips, techniques and examples.
F
discover ways to work more effectively Successful performance management is all about having the O
R
with others and achieve better right tools and knowing when and how to apply them. • Better understand the issues
P
results. Managing for Performance provides you with exactly this: E DELIVERING RESULTS THROUGH OTHERS affecting performance – and
proven practical techniques and innovative guidance. R how these can be tackled.
F
Her previous publications include O
Delivering Exceptional Performance Designed to be a constant reference throughout your career, R • Develop a fl exible approach to
M
and The Performance Management this ultimate guide to high performance gives you all the direction managing performance
A
Pocket Book. and support you need to create an environment where people N to achieve optimum results.
want to give their best. C
E
“Managing for Performance is the
practical guide for every manager
“An excellent practical handbook that speaks directly to managers P
A to enhance short- and long-term
and encourages them to assess their own performance and style.
M
team performance.”
The format is ideal - easy to digest and divided into accessible
J
sections.” O Andre Hoeben,
N
Managing Director, Océ Asia Hub
Sheila Browne, Senior Learning and Development Consultant,
E
S
BBC Training & Development
“Managing for Performance has
provided me with a wealth of
“Managing for Performance provides a thoughtful, hands-on
ideas and information that has
guide to getting the best from yourself and your team.”
substantially increased the level
of success in my team.”
Kai Peters, Chief Executive, Ashridge Business School
Dr Simon Cripps,
WWF’s Global Marine Programme,
Geneva
£14.99
MANAGEMENT
PAM JONES
Visit us on the web
www.pearson-books.com
9780273703549_COVER.indd 1 1/5/07 13:56:44
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Managing for Performance
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Books that make you better
Books that make you better. That make you bebetter, dobetter,
feelbetter. Whether you want to upgrade your personal skills
or change your job, whether you want to improve your
managerial style, become a more powerful communicator, or
be stimulated and inspired as you work.
Prentice Hall Businessis leading the field with a new breed
of skills, careers and development books. Books that are a cut
above the mainstream – in topic, content and delivery – with
an edge and verve that will make you better, with less effort.
Books that are as sharp and smart as you are.
Prentice Hall Business.
We work harder – so you don’t have to.
For more details on products, and to contact us, visit
www.pearsoned.co.uk
MANP_A01.QXP 16/2/07 09:06 Page iii
CHALLENGE2: THE INFLUENCE CHALLENGE
Managing
for
Performance
Delivering Results
Through Others
Pam Jones
MANP_A01.QXP 16/2/07 09:06 Page iv
PEARSON EDUCATION LIMITED
Edinburgh Gate
Harlow CM20 2JE
Tel:(cid:2)44 (0) 1279 623623
Fax:(cid:2)44 (0) 1279 431059
Website:www.pearsoned.co.uk
First published in Great Britain in 2007
© Pam Jones 2007
The right ofPam Jones to be identified as author ofthis work has been asserted by her in
accordance with the Copyright,Designs and Patents Act 1988.
ISBN:978-0-273-70354-9
British Library Cataloguing-in-Publication Data
Jones,Pam,1960-
Managing for performance :delivering results through others / Pam Jones.
p.cm.
Includes bibliographical references and index.
ISBN 978-0-273-70354-9
1. Management. 2. Leadership. I. Title.
HD31.J625 2007
658.4'092--dc22
2007060096
Library ofCongress Cataloging-in-Publication Data
A catalog record for this book is available from the Library ofCongress
All rights reserved.No part ofthis publication may be reproduced,stored in a retrieval
system,or transmitted in any form or by any means,electronic,mechanical,
photocopying,recording or otherwise,without either the prior written permission ofthe
publisher or a licence permitting restricted copying in the United Kingdom issued by the
Copyright Licensing Agency Ltd,Saffron House,6–10 Kirby Street,London EC1N 8TS.
This book may not be lent,resold,hired out or othewise disposed ofby way oftrade in
any form ofbinding or cover other than that in which it is published,without the prior
consent ofthe Publishers.
10 9 8 7 6 5 4 3 2 1
10 09 08 07
Typeset in 11.5 pt Minion by 3
Printed by Ashford Colour Press Ltd.,Gosport
The publisher’s policy is to use paper manufactured from sustainable forests.
The publisher is grateful to Sage Publications for permission to reproduce the self-
assessment questionnaire ‘Identifying your assumptions’on pp 4–6.
MANP_A01.QXP 16/2/07 09:06 Page v
Contents
Introduction vi
Acknowledgement x
Part 1: Bringing out the best in others 2
Chapter 1 Motivating for success 3
Chapter 2 Managing performance difficulties 33
Part 2: Building effective relationships 55
Chapter 3 Core competences and skills 57
Chapter 4 Essential techniques 75
Chapter 5 Productive conversations 93
Part 3: Building high-performing teams 105
Chapter 6 Analysing your team 107
Chapter 7 Developing your team tool kit 123
Chapter 8 Team leadership 165
Conclusion 183
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Introduction
Every manager is judged on performance.Yours and that of your team.
Continually improving your team’s performance is an essential part of
your role,but it’s not always easy.You need to deal with individual issues
– from persistent poor performance to high performers who have lost
their motivation – as well as tackling whole team interaction issues and
finding new ways to get the parts and the whole to be all they can be.Your
strategies,actions and behaviours on a daily basis have a marked impact
on your team,and the better you are,the better your team will be.This is
the book to help you raise your performance management ability.
Managing for Performanceis designed to be a constant source ofreference
throughout your career whether you are a seasoned manager wanting to
refresh and refocus your approach,or a new team leader just starting out.
It provides ideas, tips and techniques to assist you in selecting the right
approach,and will help you to deal with some ofthe tricky situations you
may face.
Do you want to:
■ Develop your leadership capability?
■ Understand how to motivate your people?
■ Develop the potential in your team?
■ Turn around poor performance?
■ Enhance your skills in coaching?
■ Learn the secrets of effective delegating?
■ Develop your emotional intelligence?
■ Manage effective performance reviews?
■ Make the right selection decisions?
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INTRODUCTION
■ Manage conflict effectively?
■ Work with people from different cultures and backgrounds?
■ Understand how to manage upwards and be influential in your organ-
isation?
■ Work with multiple stakeholders to achieve results?
If the answer to at least five of these questions is YES then you will find
plenty here to help you.
The list above should not be a welcome addition in your repertoire of
skills.It is a MUST HAVE.
There is now ample evidence that the people skills of a manager are
reflected directly in bottom line performance.It’s obvious really; a more
motivated team is much more likely to go the extra mile and deliver cus-
tomer satisfaction.It is also clear that your emotional intelligence is a key
aspect of successful leadership,so focusing on these skills and techniques
could enhance your leadership profile.
Reflecting on how you are managing your people is not just important for
your success and that of your organisation, but for your own work-life
balance. With increasing pressures, competing demands and more
complex team structures you need to be able to delegate and develop your
team to take on greater responsibility. This doesn’t happen overnight. It
takes time, effort and understanding both of yourself and others to
achieve the balance you are probably looking for.
Who is this book for?
This book will be of value to you if you are:
■ An established manager or team leader wanting to hone and develop
your skills.
■ A new manager, perhaps realising that managing the performance of
your team isn’t quite as easy as you imagined.
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MANAGING FOR PERFORMANCE
■ Someone who does not directly manage others but still has to moti-
vate, influence and ensure that the people you work with deliver
quality results.
■ Working in the area of management development and are looking for
new ways of helping managers and their teams work more effectively
together.
It will help you to act as your own coach,developing the skills and tech-
niques to meet the challenge of managing people and performance in
your own world of work.
How the book is organised
This book is divided into three parts which are clearly signposted so that
you can easily find the topic and area you are interested in.It takes a prag-
matic approach, blending the latest thinking with practical ideas and
techniques.You will have the opportunity to assess your own approach,
understand others and plan for virtually every interaction you may have
with the individuals and teams you work with.
Part 1 – Getting the best from others
Part 1 focuses on getting the best out of the individuals you work with.It
provides the opportunity to reflect on your own approach and under-
stand more about how to motivate and help others to achieve success.You
will be able to analyse your team, identify their personal motivational
package and map the different aspects influencing motivation and
success. You will have the chance to grapple with some widely held
assumptions around the role of reward and motivation,and identify the
tools that you have at your disposal to bring out the best in others.You
will also learn how to manage the performance of the people you work
with. The challenge of helping everyone in your team perform to their
potential is not easy.The 4C’s for performance will enable you to identify
performance issues and rectify them before they become real problems so
that you can constantly be working to bring out the best in your people.
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INTRODUCTION
Part 2 – Developing effective relationships
Building positive relationships and working effectively with others is an
essentialpartofenhancingtheperformanceandmotivationofthepeople
youworkwith.InPart2youwillhavetheopportunitytoassessyourcom-
petency,learnhowtoenhanceyouremotionalintelligenceandunderstand
moreabouthowtorelateeffectivelywithothers.Youwillalsoexplorethree
ofthemostimportanttechniquesmanagerscanusetoenhanceperform-
ance–coaching,feedbackanddelegation.Finally,thissectionwillhelpyou
toapplythetechniquesandcompetenciestosomeeverydaysituationsso
thatyougetthebestoutofone-to-oneconversations.
Part 3 – Building high-performing teams
Part 3 gives you the opportunity to analyse the type of team you are
working with and explores the consequences ofworking in cross-cultural
environments and in teams which are geographically dispersed. It will
also help you to understand some ofthe reasons why teams fail to achieve
their full potential.
Creating a high-performancing team doesn’t happen by magic. It takes
skilltodevelopanewteamorturnroundanexistingone.Theteamtool
kitintroducedinChapter7willprovideyouwithahostoftechniquesand
ideas you can use to establish clarity of purpose, manage performance,
buildtrustandestablishprocessestoworkeffectivelytogether.Youwillbe
abletoexploreyourroleasateamleaderandfocusonhowtodevelopand
honeyourleadershipstyle.Goingthrougharangeofapproachesyouwill
learnhowtoadaptyourstyleinordertobringoutthebestinyourteam.
In addition,you will learn to lead upwards and outwards in the organis-
ationsothatyoucanworktosecurethelong-termsuccessof yourteam.
Conclusion
The conclusion has been designed to help you to continue to grow and
develop.It provides references,ideas for further reading and useful web-
sites and resources to help you and your team on the path to high
performance.
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