Why You Should Measure HOW You Perform

Measuring Performance Doesn‘t Help! Measuring How You Perform Does!!

It is not what you do that matters, but how you do it that does!

by Andrew Cooke, Growth & Profit Solutions

Significant effort, time and resources are spent by companies in assessing the Managing Performance 2current level of performance in order to be able to determine what we need to do to perform at the right level.  This focuses on the result.  This is backward thinking.  This is like managing for profit by measuring your profit.  Profit cannot be improved by managing profit, rather but by improving your revenues and costs.  So it is with performance.

To improve performance you need to understand what the three drivers of performance. Once we do so we can then start to analyse what we need to do to sustain or improve our performance

Andrew’s 3 Drivers of Performance

  1. Right People
  2. Right Tools
  3. Access to the Development of the Skills (Aptitudes) and Behaviours (Attitudes) Needed 3 Drivers of Performance

Right People

You want people who want to work for you, who are able to use their talents in the right role and find gratification and recognition in their work. Their values and approach match those of your business.

Right Tools

People need to have the necessary tools to enable them to do their work and to support them in doing so. For example, an architect needs to have the right software to design and develop buildings, the necessary space

Access to the Development of the Rights Skills & Behaviours

These are probably the most important drivers.  You may have the right people and the right tools, but it is the skills they bring to bear in doing the work, and their attitude they have to how they do their work, that will differentiate how they individually and collectively perform.

  • Skills – people have the necessary skills to do the work, or ability to learn the skills they need to be a high-performer.  This is the what of the work done.
  • Behaviours – this is the how of the work done.

You want people who have high-performing behaviours, that is the way they do their work creates synergies, opportunities and virtuous cycles – for example, they hold themselves accountable for their work, and look to remedy their own mistakes without being told and share lessons learnt with others.. You also want to ensure you don’t have people whose behaviours are those of low-performers (for example, they always find fault in others but never themselves, they are unable or unwilling to learn and develop (especially from their mistakes), they put their self-interests above those of the team etcetera).

Here you need to be able to provide access to the means by which people can develop the right skills for their job as their role and business conditions change, and to have the rights systems in place for recruiting, managing and developing the right behaviours – the high-performing behaviours which drive higher performance.

Next Steps

So stop measuring your performance in terms of what you have done – this is an end-result.  Rather, start measuring how you perform – look at how you have performed (or  failed to) in terms of each of these three factors, and how you can improve each factor both individually and in their interaction with each other.  Only by focusing on how you perform can you improve your performance.’

Look at your performance in terms of each of these three factors in term.  In doing so look at where you are performing now, and determine where you need to perform, and identify several strategies to help you bridge the gap. Look at how each factor interacts with the others, assess the gap in performance, and again identify several ways to bridge the gap. Once you have done this then identify the top three actions from the list you have created which, if you address first, will have the greatest impact on improving your performance.

Good luck and share your experiences here!

Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

Why What Got You Here Won’t Get You There!

Why what got you here won’t get you there!

Are any of these scenarios familiar to you?

  • You’ve been recently promoted.
  • You’re in the same job you were in a year ago, but the scope is a lot bigger today than it was then.
  • You’re working in an organization where the performance bar has been raised dramatically.
  • You’re operating in a constantly changing competitive environment.

I expect you are in a position where you could easily pick two, three or four of these options.  The question is, what do they have in common?  The answer is that you are in a different situation in which you need to get different results. You can no longer do what you always did to get what you always got. In short, you need to change.

The problem with change is that we don’t always like to or want to change. Also, if we have been successful in the past then it can be difficult to change our behavior as we believe it is our past behavior that has made us successful. However, these same behaviors can now be an impediment to us with our being successful in spite of our behavior rather than because of our behavior.

In dealing with this are two things to identify:

  • What behaviors do you need to stop?
  • What behaviors do you need to change to be a more effective leader?

In doing this you cannot depend on your own intuition.  An interesting piece of research found that leaders, when comparing themselves to their peers, consistently over-rated their contribution with 80% of all leaders surveyed seeing themselves in the top 20% of performers, and 70% seeing themselves in the top 10% of all performers.  To get a realistic understanding of what you need to improve on as a leader you need to objective input from your stakeholders. These are the people who are involved with you and impacted by your behavior – your boss, your peers and your reports.

To find out more how you can do this email Andrew Cooke and find out more about the Marshall Goldsmith Stakeholder Centred Coaching process for executive coaches and successful leaders.

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Share your thoughts and ideas here, or email me at andrew.cooke@business-gps.com.au

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Click here to find out more about Andrew Cooke and Growth & Profit Solutions.