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Building your new skills as a high performer

If you want to become and remain a High Performer in your job, you need to become your own Chief Career Officer. Join our members-only on-line learning community for professionals who are dedicated to become and remain the top performers of their organization. Buy our e-book CHANGE! to start building your new skills as a high performer or become member in order to benefit from our research driven tools to enhance your career.











Introduction

According to Bersin by Deloitte: “A “High Performer” is an employee who is a key contributor, demonstrates high performance, is capable of a lateral move, may be qualified for a broader role within the same profession and has reached the potential to move “upward’ in a management capacity. In many companies performance ratings are developed using “forced ranking” – e.g. only 10% of all employees can be rated 5 out of 5, for example. The “high performers” are typically considered to be those with a certain rating.”

Does not really help you, does it: a High Performer demonstrates high performance? But what do you need to do to demonstrate high performance? What are the behaviours you need to demonstrate to become a High Performer? At The High Performer, we know what these behaviours are. We will address these new skills which you need to have as a High Performer. No tricks, no manipulations, no: “do this top 10 and you will be High Performer”. These skills consist of 64 “Understandings” in 3 e-modules.Your career is a very serious situation and we take this very, very, serious. You, as a High Performer, are the future management and leadership of the corporate world. The leaders of the future are the High Performers of today.

You are the Chief Career Officer of your own career

The main mistake most employees make is the following: that companies will take care of the career of their employees. Peter Drucker wrote in 1999 that ‘Companies today are not managing their employees careers’. He stressed the responsibility of the knowledge worker ‘to carve out your place, to know when to change course and to keep yourself engaged and productive’.

At The High Performer we acknowledge this self-responsibility of employees: cultivate a deep understanding of yourself, about your strengths and weaknesses and how you learn, how you work with others, what your values are, and where you can make your greatest contribution. However, what is lacking in the advice that Drucker gave is the focus on changing your behaviour. In order to acquire these new skills for high performers, you need to change your behaviour. We will help you to recognize which behaviours you need to change in order to become high performing.

We are realizing more and more that employees are each of them their own’ chief career officer’ of their own long-life employment. In order to be a high performer, and being selected by the most interesting companies to perform your professionalism, you need to be able to have a new set of skills, which includes the ability to CHANGE, to COLLABORATE and to CHOOSE.

Being a high performer

In most organizations, the progress of your career is being measured by competencies. Sometimes these are clear, and well communicated, and sometimes they are less obvious. Plus, many companies are working with competencies that focus too much on ‘old school’ understanding of processes, tasks and technical know-how. From extensive research, we know what makes people real high performers.

Most information about high performers is from the employers’ perspective: how to find them, how to select them, how to treat them (differently!), how to engage them. But there is not much information about how to become a high performer, what skills do you need to have for that, what behaviours do you need to demonstrate and how you can train to master these skills and behaviours. And that is exactly what we will describe in this paper, in our e-book and in our on-line learning community.

The High Performer is providing you with all the information that you need to know to become and to stay a high performer in your organization. To become and to stay in the top 10% performers of your company.

When you are serious about your career (and you should), your performance ranking should be in the highest ranks of your organization. You cannot work in an organization and not being a top performer. Not if you want to make promotion, increase your salary and become more valuable in the labour market. If you choose to work for an organization, you need to give them your full commitment, which will make you a top performer. And we are helping you to achieve this. Together, we can make sure that you will be at the top 10% of the ranking. In this way, you are guaranteed to a faster career movement, which means higher income, more interesting projects and a fast track as a high potential and within the talent pool of your organization. You will be the last to be considered when redundancies will be made, your phone will be constantly ringing from head-hunters trying to recruit you for competitive firms and you will be sure that you have a great corporate future ahead of you.

Building the new generation of high performers

What skills and behaviours do you need to have in order to be a High Performer? Building the next generation of high performing employees requires focusing on a new set of skills.

We have bundled 10 employee competencies that differentiate those best able to perform in the new environment into three modules:

Module 1: CHANGE

A high performer uses their knowledge of the organization and their role to quickly adjust to work environment changes. You are also pro-active, you will not be paralyzed by change, and you are willing to take action and more projects and priorities forward. Being adaptive to change means that you master the following skills:

Organizational awareness

Do I understand the strategy, mission and vision, and business model of my own organization, my clients, suppliers and other stakeholders and what impact will change in the business environment have on my effectiveness?

Self-awareness

What is my preferred management style and what impact does this have on others? How will this impact change when the business environment changes and how adaptive am I?

Pro-activity

How can I foresee change and how can I react on that? What alternatives and choices do I have to be adaptive to change and ensure this will benefit my effectiveness?

Learning agility

How can I learn from what I experience around me and ensure that I will learn continuously?

Module 2: COOPERATE

Being a high performer means that you are a good collaborator, and that you are working well with and through others. You have the teamwork skills to work with a wide range of people across organizations. You use your technical expertise to influence stakeholders and contribute to collaborative projects. Working collaboratively means that you master the following skills:

Working in teams

What do I need to do in order to work in teams that brings the highest effectiveness for myself and others in the team?

Influencing

How can I influence others in such a way, that goals are being achieved more effectively and with higher impact?

Sharing knowledge

How can I use my superior technical expertise to ensure that people see me as an important source to come to and to enhance my overall impact in the organization?

MODULE 3: CHOOSE

As a high performer, you use your strong analytic skills to prioritize work, assess problems, and make decisions. You rely on your expertise, experience and knowledge of the organization to apply your judgement on your decisions and in your work. Applying judgement means that you master the following skills:

Prioritizing

How can you manage your time and deadlines, including your private life, in order to deliver high performance?

Solving problems

How am I really able to solve problems in my work and organization that bring value to the company and gets me noticed as a high performer? :

Making decisions

How do I become part of the decision makers that really make a difference in the organization?

Combining the competences and BEHAVIOURS of high performers

According to SHL, a global leader in talent measurement, on average only 5% of employees have a strong combination of the competencies and behaviours of high performers. Some industries have more high performers than others: industry (6.4%), professional services (6.2%) are examples. Other industries are lower: travel and leisure (4.1%), oil & gas (4.2%), engineering (4.2%) for example. Clear is: if a high performer is part of the top 10% of his company’s performance rating, and on average only 5% of employees have a strong combination of these behaviours, this means that you can become part of the high performers by understanding these behaviours better than your colleagues!

What do we offer?

We offer you these three modules as three separate e-learning modules. You can download these directly and start immediately with the modules to make you a High Performer. The e-learning models consist of ‘understandings’, currently 64, written in text (in pfd), Each module and understanding is clearly written, with many examples, case studies, reflections, Q&A, summaries, glossaries and exercises. However, we know that your time is valuable (as is your career) and that is why we have comprised each module to a maximum of 24 hours of study time. This is the same as you would have a three day training, but now much more condensed, you can do it in your own time and speed and you can redo and review again and again.

You want more?

That is possible. If you want to change your behaviour and become a High Performer, these e-learning modules are a great start. But we know from our experience with executive education that most of what has been discussed during trainings will be forgotten, or at least not applied, afterwards. Repetition, examples, active learning and discussions are great additional tools for learning. By becoming part of our on-line learning community on [www.thehighperformer.org] you will have continuous access to additional modules, webinars, reading materials, discussions, the latest research and all other sources which you need to become and remain a high performer.

[www.thehighperformer.org] is an on-line members-only learning community for serious professionals who want to become and remain in the top 10% of their companies’ performance ratings. Based on continuous research, in which members can participating, we know what behaviour professionals need to have in order to be ‘high performer’. This knowledge is shared with the members in order to achieve faster career movements, higher income and better career opportunities.

solutions for experienced high performers

More experienced managers, who are already high performers and want their team to become high performing as well, can sign up directly on the members-only learning community at [www.thehighperformer.org.] Once they are accepted, they can download a master manual and tutorial instructions on how their team can study and use the three modules “ Building your new skills for high performers”. As a team, you can study and apply this learning together.

Benefits of being a member of The High Performer

Being a member of the members-only on-line community will give you access to a wealth of information which you need to know if you want to stay a high performer:
Regular webinars on new research, insights and visions; Weekly answering of new questions from members; Articles and other knowledge which will enhance your position as high performer; Book reviews and other recommendations; More detailed training modules on new competencies to develop; Sharing insights and information between members; On-line coaching (premium); On-line training (premium).


Research driven advise

Research is paramount in our approach. The three modules and competencies on “Building your new skills for High Performers” is based on extensive research. We are committed to continue this research and will dedicate 25% of the proceeds of the community to continuous academic research on what makes employees high performing in organizations and how these skills and competencies can be learned by motivated professionals in the most effective manner. If you are an academic, working on any subject related to this, we would encourage you to contact us to discuss how [www.thehighperformer.org] can support your research.





About Gerard Uijtendaal





Gerard is the former Managing Partner Financial Advisory Services and Talent Leader of one of the big4 accounting firms, based in Moscow. He was responsible for all HR issues for more than 4,000 employees in 12 different locations in the CIS.
He became fascinated by the fact that organizations assume leadership and performance skills at employees, but hardly helping them to develop the behaviors that are needed to demonstrate these skills. His main question is around “what is a high performer”? He focus his research from the viewpoint of the employee, and not of the employer. As a high performer, you are responsible for your own career development, is his main statement. Every high performer is his own Chief Career Officer.
Gerard is a very experienced trainer and coach for executives and executive teams. His focus is on developing high performance teams and individuals. Gerard facilitates top management teams in high performance processes and individual executive coaching for high performers.
Gerard is educated as a certified auditor, but has found his vocation in Leadership Development, Training and Coaching.






Building your new skills as a High Performer Module 1: CHANGE

A High Performer uses knowledge of the organization and their role to quickly adjust to work environment changes. You are pro-active, you will not be paralysed by change, and you are willing to take action and more projects and priorities forward. The High Performer e-module: CHANGE will demonstrate how you can build these new skills.
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