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Does management style hinder a performance-driven culture?

A new reality has presented itself in Danish companies, where the old management style is losing value as we organise ourselves more agilely and dynamically, and new generations of employees with entirely different demands enter the organisations.

More and more are finding their way to the new form. The purpose of management has not changed. Management still revolves around achieving results through others.

However, within companies, we have organised ourselves more dynamically to be faster and more effective in adapting our business, affecting how we should lead. 

Learning has become more digital, and so has the work with performance management. Notes in a notebook or on the back of a napkin do not provide the necessary overview.

Mads Dahl-LarsenPartner, Grape

Companies are organising themselves in matrices or agile structures, meaning individual employees don’t have a daily routine where they sit together in a department with their leader, who can always be close by. Now, work is increasingly done in projects and shifting teams, where the leadership style changes character and often spreads out among multiple individuals.

The Employee is at the Center of the Performance Culture

The right culture helps the organisation to achieve results and maintain a consistently high-performance level over time. It is, therefore, not surprising that building a performance culture is one of the main goals for many organisations, as it can mean the difference between stagnation and growth. 

Employees still need good leadership, and the new generations demand increased opportunities to constantly feel that they are developing and that there is a focus on them and their careers. Their loyalty and engagement depend intensely on this. It should be fun, exciting, and developmental for the individual to go to work, and therefore, the leader must support the employee’s needs in this regard. 

However, since employees and leaders have less time together, and the demands for individual focus have also increased, the work with goals, feedback, development discussions, follow-ups, and more has become significantly more complex for the leader,” says Mads Dahl-Larsen. 

New digital tools support modern leadership

“The manager cannot navigate efficiently and effectively in this reality without a digital tool. Learning is now digitally supported, and so is the work with performance management. Notes in a notebook or on the back of a napkin do not provide the necessary overview,” says Mads Dahl-Larsen. Work with competencies and performances today is driven by a digital approach.

“The annual performance review is buried and replaced by ongoing check-ins. And traditional three-day seminars are replaced by blended learning, where the learning is split up into smaller, individual bits,” says Mads Dahl-Larsen, continuing: “We cannot develop employees through an annual dialogue or by gathering them in a room and overwhelming them with information, which they forget half of in the weeks following. We need to find a way to work much more efficiently to satisfy both the speed at which we must navigate the markets and simultaneously create highly engaged, loyal employees.”

This change reinforces the need for new digital tools, such as eloomi (Learning Management System), where employee learning, feedback, and development are structured and accessible.

ERP systems helped us get control of the business; CRM systems helped us get control of the customers. Now is the time to seriously get control of the employees through the new HR systems.

Mads Dahl-LarsenPartner, Grape

Bringing together learning and performance

ERP systems helped us control the business, and CRM systems helped us manage the customers. Now is the time to take control of the employees seriously through the new HR systems.

“When we take a platform like eloomi, which enables digital learning and provides a structure for feedback and follow-up, and combine it with all the old management disciplines such as coaching, giving feedback, motivating, being empathetic, and listening, we get a much more modern and effective management style,” says Mads Dahl-Larsen.

The eloomi platform can structure the company’s communication, and management can easily monitor the ongoing development of competence of the organisation, right down to the employee level.

At the same time, it gives employees easy access to new and relevant knowledge and clarity about goals, feedback, and their development.

“If we are to succeed in creating a performance culture that contributes to the bottom line, then the arrow, as always, points to leadership. So, we need to build the right conditions for leaders to work effectively on the organisation’s development, engagement, and productivity,” says Mads Dahl-Larsen.”

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