Archive for Performance


The CEO of small company and I were talking about his aspirations for the company. It was time to begin stepping back from the day-to-day operations to focus on the big picture. All he needed was a way for them to produce the same results as when he was involved: predictable performance.

Talking with his employees, a picture began to emerge. Everyone loved the CEO. He valued them. He paid above market wages. He treated them with dignity and respect. They were owners in the company and proud of the products they produced. They knew their role in accomplishing the company’s mission.

During an economic downturn, he protected their jobs. Those he let go, he helped to land on their feet. They were sharing their stories with pride. They were loyal to him.

He had the foundation for a great company culture. Helping him create predictable performance should be easy. The mechanics are a simple.

As the conversations continued, another part of the picture began to emerge. The employees were afraid. Why? Some of the C-level executives, VPs and managers were not committed to his values. Much of the effort he expended in operations was mitigating the challenges they created. Pockets of the CEO’s culture existed throughout the company, but not in all areas.

The culture he was creating would not survive without him and neither would the predictable performance he wanted to create. His people values were necessary for creating the predictable performance.

How do you create a culture that does not depend on you and values people?best_culture

1) Know your values. If you have not given them much thought, tell the stories about what makes you viscerally angry, brings tears of joy or moments of deep satisfaction. These are indications of what you value. Values won’t be a single word. Often they are a simple statement of lessons learned.

2) Define your non-negotiables. We make trade-offs every day on our values. Some are more important than others. Which ones are you unwilling to give up?

3) Hire for the non-negotiable values; train for skills. How? Ask questions that let them tell their stories and listen. You’ll hear their values. If you hire based on your values, your mangers will hire based on the same values.

4) Let them go if you don’t see those values demonstrated in their actions.  Creating a great culture is difficult. Destroying it is not.

pyramid_cultureA great culture starts at the top with shared values that permeate all levels of the organization. A culture that values people is at the heart of predictable performance.

When the culture is no longer dependent on the CEO and strong people values are present and practiced, creating predictable performance becomes profitable.

Categories : Performance
Comments (0)

Things were going well. Everything finished on time. Everyone had gone home for the night. Job well done.

It’s Monday. The phone rings at 6am.

Things are breaking that were fine the day before.

We had followed our normal processes. The appropriate people were informed and consulted. What could possibly have gone wrong?

Things had always worked before. Or had they?

Over time, our way of doing things evolved informally. A sticky note here. An informal conversation there. A handshake over a beer.

It gave us the illusion of agility. Fighting fires and fixing things became part of the culture…except things didn’t get fixed. They were managed on the fly and did not show up in the results we measured.

It became our “normal.” Then in the course of our normal chaos, a ball was dropped. We had to change.

Have you had one of those moments? Has your team’s performance evolved over time. It’s only a matter of time before something different breaks.

The good news: You don’t have to give up agility to get the same results every time. To create predictable performance:

1) Clearly define the standard of excellence for a result and communicate it to your team. In medicine, the right medication administered in the right way, at the right time, in the right dose to the right person is the standard. The standard for a delivery service is the right package delivered on time to the right address. All of these conditions must be met to produce the desired result. What is the standard for your result(s)?

2)  Define and document the process that supports the standard.

3) Follow the process and empower your team to change what doesn’t work well. Where necessary, define the limits of their authority for implementing change.measure

4)  Measure against the standard.

5) Align your recognition and reward systems to support the behavior you want. .

6) When things don’t work well, go back to #1. Do we have the right standard? If so, then what didn’t work well? Update the process.

That’s all it takes to create predictable performance.

True agility is in managing those things you could not foresee and for which you could not plan. If your organization is used to flying by the seat of their pants, it will take patience and diligence to bring about the change. Your job is to lead them in the direction you wish to go.

Are you ready for predictable performance? If so, let’s talk. Click the link to schedule your complimentary discovery session.

Categories : Performance
Comments (1)

If I have to do part of it, I may as well do all of it…

It takes me less time to do it than to…

If I don’t keep my eye on everything…

A CEO I worked for said those things. I was the only one he trusted, until “it” happened.

Sicker than a dog, I couldn’t perform my duties. My team had to function without me. They did a stellar job. I could not have been more pleased or proud. The CEO realized that my team had my back and I had his. I had created predictable performance with my team.

I was no longer indispensable. I was free. Free to pursue new opportunity. Free to focus on the big picture. Free to be sick and unconcerned. Free.

Are you free? Or indispensable?

If they can’t function without you, you’re a slave. Being indispensable is killing your business and your team.

How do you move from indispensable to free?

Simple, you create predictable performance.

It’s easy and it will take a little effort. Start with one project or task.

⇒Define the result you produce.

⇒Define the steps to produce the result.

⇒Define the decision points in those steps. What happens when things do go 100% correctly? Teach them how to think like you.

⇒Define the boundaries for the authority they need.

⇒Let it go.

Trust them. Mistakes will happen. It is an opportunity to learn and grow.

The greatest benefit: their growth frees you.

You are more valuable to those who work for you when you are focused on the things that only you can do: charting the course for the organization, keeping an eye on trends and threats, ensuring adequate resources are available, etc.

Depositphotos_7360567_originalThe choice is yours: slavery or freedom.

What are your tips or stories about creating predictable performance? Share them in the comments. I’d love to hear from you.

Would you like to become a little less indispensable? Schedule a complimentary conversation, here.


Categories : Performance
Comments (0)