Pages blood in the Old Turnip
I suppose all of you out there is someone you can trust for your understanding and perspective – suggesting that the old mentor an unlimited depth of experience to draw upon to navigate the challenges of life to have. You know those little parables and anecdotal tales that always relate perfectly that problem you are trying to solve. Today I go to the great experience in treating a problem, I know many of you are now pushing the lastdrop the improvement that never fails us.
First problem: most of you out there in the world, performance management has worked for years trying to find hidden value in your organization. Underwater value (low savings, productivity improvements or advantages in terms of service and customer satisfaction) is relatively easy to obtain.
We have all heard of the term-low hanging fruit (I will refer to it as the left). The problem is that many of ourhave not heard that word lately. Why not? Since most of your organization has already established this form of improvements … those that smack in the face immediately, even when you do not see … It is very easy (maybe too easy) to implement.
Among other things, the capture of a real superstar LH in your business. How to tell the IT manager into an abyss of LH, one of your loved ones, but intellectually challenged colleaguesThe 'instant hero' overnight! Reminds me that FedEx commercial where it is the long retreat, and the woman the idea to use FedEx in the first 30 seconds and proceeds to get a shower of praise.
Of course now, months or years later, you are now in the role of a continuation of your good colleague (aka new hero) steps. Left alone you're looking for has been very difficult to find much. That "no hit" and "homerun "decreased in frequency and incidence. It works day and night to make your mark on the ground your conclusions, including the management and facilitate the necessary organizational changes. You have more (much more), while working a valued colleague of age but nothing close to capturing the impact of first win. How did it all go Left?
The truth is that it has replaced the practice of "squeezing blood from the proverbial turnip. And youCorporate Governance leech! You are under-appreciated work, definitely a great value but not without a couple of times the effort required is used. Such is life for many of our performance management today. Boy, would not be nice if someone did this job a little 'easier?
Give my mentor and one of his anecdotal gems. He started asking my golf, I remember the first time I went in. I'm sure if you're a golfer, youyou feel similar feelings back. Otherwise, you can just keep reading, I'm sure you'll be able to relate, at least in the mind.
Remember the first time in the field: more shots to lose an introduction verrrrrrrrrry frustrating game … and probably will pretty quickly. But still, despite his concerns. It 's amazing what a good shot (over 100) will keep you coming back, but I digress.
5 laps later, he finally blows moremanure, when the moment of truth where the player will be "Hooked" and, unfortunately, confidence began to grow
Round 10, is now beginning to get the hang of it and feel pretty good
Round 15 – the end of the first full year he cut his rating of a staggering 25% (although he does not mention the previous score!)
Round 20 – next season after a couple of rounds of straw outside the off-season rust, shaves another 10-15% down, and is nowturn a bit 'compliance scores (measured course, with total travel accounts, but rather the number of people who are not ashamed to have him in their quartet). And the other side (although borderline delusional) is now thought the Senior Tour!
20-320 rounds (more than 30 years), spent the rest of his golf career trying to mark a cut by a further 5% – When the sounds are Sx now, you ask?
And, of course, is historyworse ….
He spent almost no money (except for local use) obtain the first improvement of 40%, but it was damn close to retirement for the money spent chasing the next 5% (the latest driver, a few hundred sleeves, the new ball after another and just (not), green fees at the club has no business playing … you get the idea). How the hell can I order the next 5%, we recommend? I am so poor of an athlete? Should I swing?
NowHere's the joke … Most professionals do not have this problem. Why do you ask. These are just natural? Sure, it's part of it. But there's more. My mentor secret ingredient called "the art of diagnosis", something that we are all much better.
If you have ever read about the difficulties of golfers Pro (a far better investment of time new titanium triple weight variable mixture of moon dust manager!) Youfind a common thread. They know how to diagnose their game to a level that we would never think.
When we diagnose our game as an amateur (and is much better to call us amateurs!) – Take us because al-think things like% of fairways hit, greens in regulation, total # Sat etc. .. . It is ok for a first cut. But the benefits go far deeper.
I recently read a piece by Dave Pelz, Phil Mickelson short game coach and consultant for variousTour players. For those of you who do not know Dave a former NASA engineer who worked on the design of the first lunar module during the last year has used his experience to diagnose errors and professional golfer. Interesting career move to say the least, but it paid off. Its goal is to help them find the next 5,4,3,2 and 1% (more than 0.001%) improved. And how exactly did he do?
Dave knows that the diagnosis of art, no doubtguided by its design, scientific and technological progress. Last weekend I had a particular Dave ran on the Golf Channel, where we invited amateurs to come up with a "short game handicap. Without a lot of details, it did not happen only with one or two statistics, but many of them together . Things that scatter shot with different clubs, hit / miss ratios from points within 30 meters of a number of types of shot, hit with a dozenvarious lengths and types available, etc. You can an example of http://www [. com wave / institute / SGH /] sgh.aspx
Whether you're a golfer, or better identifying a second sport, the message is the same.
Many of us would cringe at a depth of focus analysis. In this particular case. The blow SGH occupied less than 100 meters, but if we talk about before, will tell you that this man is a miracle maker. Not because of his athleticcapacity, but for his sanity to the art of diagnosis. Makes a living out of people (professionals and amateurs), as a full low-hanging fruit caught and wants to start sucking the blood of Kid A few more. And is very similar to our work in today's economic climate as drivers of performance.
Since performance management, we must think like Dave. We need to design scorecards that work effectively in the director / performance "level. But we must alsohold shares of the diagnostic strengths and weaknesses found in the processes that produce a lot and / or contributions to the results at the executive level. We must be honest with our baseline, and diligent in our goal area. We diagnose, challenge and set new goals to work objectives addressed, there should be a difference of one or more sub-processes them. In short, we need the equivalent of ALT explanation Dave pretends to develop Sub disadvantages as his wordStatistics wild and unique machine.
There are many resources at our disposal that can help us to achieve. The tools that help us to design this type of narrowly focused, but strategically linked to the statistics and scorecards. The tools that help us integrate these scorecards so we can package and roll-down effect on the view framework. The tools that help us to translate our strategic plan in its control components. Tools that help us baseline and targets. The tools that help us to fight measuresoutside world. One of the things that our company (ePGI) http://totalperformancemanagement.com for many years been involved in developing such a scorecard is an integrated, business, and helps organizations use their small but important part of this equation to manage .
But how you choose is the biggest challenge is to change the culture and mentality of society. In essence, develop a mindset that recognizes that the new game, we are, and that1% earn not much more difficult to find. A game where the focus is on Rapa and as the last drop of blood to obtain. It is a culture of ACVTIVE diagnosis and analysis, not a passive activity level KPI monitoring and reporting.
Now the challenge begins with you, performance manager. The bad news is that this is the right tool will do the right culture, and a lot of hard work. The good news is that if you master the art of diagnosis isin the corporate world, he begins to see the next level of performance to improve, not to mention a very low golf handicap.
… And with luck, see you on the Senior Tour!
B
