High Performance Leadership Masterclass
What considerations are part of High Performance Leadership? How does an HPO leader balance between result and inspiration every day, between push and pull, between hard and soft or between action and relaxation? The demands placed on High Performance Leadership fit seamlessly with the philosophy of High-Performance Organizations (HPOs).
Developing High Performance Leadership does not happen automatically. As a manager, you have to have a desire for making the difference and show it. You should show exemplary behavior and encourage others to show the desired behavior. As a manager, you will have to look in the mirror, watch your own behavior, and take responsibility to enable change.
Two leading studies on High Performance Leadership:
Direction forms the foundation of two leading studies in the field of High Performance Leadership. Please contact Marco Schreurs for questions about the following studies or the High Performance Leadership Masterclass.
High-Performance Organization (HPO) research
At the HPO Center, we have years of experience in guiding organizations. We saw that some organizations worked more smoothly, functioned better, and achieved better results than others. We were intrigued and curious. Dr. André de Waal, one of our partners in the management team of the HPO Center, invested five years of scientific research and ten years of practical research to find the success factors of continuously successful organizations (High-Performance Organizations). It turned out that twenty-seven of the thirty-five success factors have to do with the quality of management. High Performance Leadership is essential for the performance of organizations in the long term. The HPO research is seen worldwide as the leading research on the success factors of High-Performance Organizations.
Feedforward research on the qualities of High-Performance Individuals
Various studies show what leadership and management qualities are important within for-profit, non-profit, and governmental organizations to perform better in a continuously changing environment. The feedforward analysis™ is based on the latest insights from leading leadership thinkers and institutes. By uniting and comparing qualities that emerge in over a hundred scientific publications, we achieve forty-eight qualities of successful leaders and managers. These qualities are divided into pillars:
- people-oriented management
There is no optimal distribution and, consequently, no better or worse distribution. Only when you compare the task you and/or your team/organization face with your analysis, you can speak of a more or less successful profile of qualities.
Customized program: High Performance Leadership
A High Performance Leadership Masterclass is always customized. It provides insight into the qualities of yourself, your team, and your organization. Three topics discussed regularly are:
- What is High Performance Leadership?
- How do you see this reflected in society? And in your organization?
- How High Performance are you?
Participants are given the opportunity to score themselves/their organizations on the thirty-five points that have a high correlation with high-performance organizations and High Performance Leadership. What should my organization probably pay more/other attention to?
The forty-eight qualities of excellent managers and leaders
Based on your own feedforward report, you will gain insight into the High Performance Leadership and management qualities that you demonstrate. Based on the three feedforward pillars, you will gain insight into how you can use your qualities even better and how you can supplement qualities that are not seen in you.
The three pillars of High-Performance Leaders:
An authentic person gets authority and is valued for one’s honesty and sincerity. They are optimistic people who build trust and are focused on the improvement of individual and team performances. They look closely at themselves and the other and they are reflective. Authentic individuals are also decisive and result-oriented. The long-term result is more important than short-term profit.
People-oriented management gives employees energy. Colleagues feel heard and valued. They see and feel that they are involved in the decision making and efficiency in the workplace. By stimulating feedback, sharing knowledge and experiences, and constantly being in contact with others, this manager encourages the emergence of new ideas and creates an atmosphere of continuous improvement. In addition, there is also more understanding of each other, which usually leads to better, more effective decisions. Someone who manages in a people-oriented way is also capable of establishing clear boundaries and making decisions individually.
To be able to innovate and improve, entrepreneurship is necessary within an organization. A successful entrepreneur knows how to link external developments and internal actions and encourages entrepreneurship among employees. One can mobilize ideas and use them efficiently in the interest of the organization. A successful entrepreneur dares to take risks while taking into account the context and structure of the organization.
What qualities do you show in your daily work? Do your direct colleagues see other qualities than your supervisor sees? How can you use your qualities even more effectively?
Growth or Fixed Mindset… Which one do you have?
Managers with a growth mindset are open to learning and to feedback and criticism from their employees. They also believe more strongly in the growth of other people. These managers see a change in employee performance more quickly and when an employee improves, they will notice and appreciate it. Managers with a fixed mindset, on the other hand, tend to get stuck in their first impression of the employee. They do not even notice the change. This means that if an employee improves one’s work through dedication and perseverance, one will not receive credits from the managers.
Managers with a growth mindset also provide better coaching and mentoring to their employees. They encourage improvement in their staff, they see it when the employee achieves success, and they will let the employee know. Managers with a fixed mindset have less appetite for that. They do not believe that people can change so what is the use of coaching employees?
What type of leader do you think you are?
Would you like to stimulate High Performance Leadership within your organization? Please contact Marco Schreurs for more information or an appointment, (+31 0) 35 603 7979.