today’s into action goals context: why should we care about performance management? the 6 fatal...
TRANSCRIPT
Today’s Into Action Goals
• Context: Why should we care about Performance Management?
• The 6 Fatal Mistakes in Performance Management
• Case Studies in Performance Management: Let’s take this Pie out of the Sky
• Getting Into Action in Your Organization…
A Wise Person Once Said…
“May you live to see interesting times…”
Congratulations….
You made it!
The Perfect Storm…Pressure Points
Public Awareness Major Events
Performance?Results?
You!
Government’s future viability is directly tied to its ability to demonstrate that it is making a difference in the community. Services that can’t be defended will likely be cut, as will
the people that provide them.
Why “Into Action?”
• Performance Management is a systematic and incremental approach to organizational learning and improvement that links performance to customers and decision-making…and it ALWAYS involves risk…– Alignment
• Are we working toward a common purpose– Accountability
• Do our customers know what we are accomplishing…and do they care?
– Action• Stop talking about it and Do It!• This is a Management Tool…not a Measurement Tool…
because…Without performance measures you’re just another manager with an opinion…
Facing the Brutal Facts…
“When…you start with an honest and diligent effort to determine the truth of the situation, the right decisions often become self-evident. And
even if all decisions do not become self-evident, one thing is certain: You absolutely cannot make a series of good decisions without first confronting
the brutal facts.”
-- Jim Collins, 2001
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
Why worry about silos?
• Silo thinking foments destructive competition
• Destructive competition foments Tit-for-Tat
• A pattern of Tit-for-Tat, once it becomes part of the culture, is almost impossible to reverse
Why worry about silos?
• Synergy– The whole is greater than
the sum of the individual parts
– Aggregating the data for collective significance
– Recognizes interdependencies
An Fire Service ExampleFire Suppression
• Demand: expectation of work?– Number of structure fires requiring AFD intervention
per reporting period.
• Output: actual volume of work?– Number of structure fires receiving AFD intervention
per reporting period.
• Outcome: are we making a difference?– Percent of structure fires contained to area or room of
origin. (Operations)– Number of fire fatalities (in structure fire) per rating
period. (Prevention)– Average response time per rating period.
(Communication)
Performance Terms
• Service Area– A collection of Services
designed around a common purpose to produce a desired outcome or result;
– Sequential/Chronological
– Passes the Mom Test
County Strategic Initiatives
Groups
Departments
ProgramsActivitiesServices
PerformanceMeasures
Service Area
You diminish your capacityto aggregate data if you use Performance Management tocreate or perpetuate service silos!
Performance Synergy
Attract &Employ
Training &Development
Retention & Quality of
Life
Breaking Down Silos inHuman Resources
Measure
Measure
Measure
Breaking Down Silos in ProbationGroup Exercise
“A collection of Services designed around a common purpose to produce a desired outcome or result”
Performance InterdependenciesIn Action
Court Support
CommunitySafety
(Supervision)
VictimServices
Workforce
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
We Over Complicate the Process
• We Measure too much (do too much)
• We try to integrate our measures into too many things too quickly (over-extend)
• We attempt too many course corrections to improve performance (think too hard)
You Don’t Have to Measure EverythingGetting to What’s Mission Critical
• Service
– A work process, or a deliverable, designed to produce a desired outcome or result
• Mission Critical Service
– A work process, or a deliverable, designed to produce a desired outcome or result that is
• What your customer wants, needs, and expects
• Directly tied to your core purpose
• Fundamental to your ability to make informed decisions to fulfill your core purpose
• Fulfills a political expectation
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
Performance Push-Pull
• A successful performance management initiative is: – 50% Executive “Push”
• Service Areas
• Mission Critical Services
• Performance Accountability
– 50% Workforce “Pull”• Mission Critical Services
• Performance Measures
• Performance Diagnostics
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
In Government, when people ask us How we’re doing, we tell them What
we’re doing
Output Measures are Seductive…Why?
• Because they are easy to capture!
• Because they are intuitively linked to our human concept of work and progress!
• Because they are important! – An Output is an Input to an Outcome
Performance Terms
• Desired Outcome or Result– Statement of customer, stakeholder and agency
wants, needs and expectations for a service or service area
• Establishes strategic direction
• Focuses efforts on what should be measured, not what could be measured
“To improve public safety for Austinresidents by reducing life loss
and dollar loss from fires that occur
in inspected buildings.”
“To improve public safety for D.C.residents and visitors
by decreasing the proportion of thepopulation under supervision that
is rearrested.”
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
A Performance Measure is just a Diagnostic Tool!
• All a menu of measures creates is an orientation to performance
• Performance Leadership begins where strategic planning ends (its how we put the plan into operation)
• The value in a measure is in the questions it forces you to ask about your services– This is how you become a learning organization
Becoming a Learning Organization
• Train your employees on performance diagnostics & assessment
• Create rituals for performance diagnostics and structure the conversation for consistency in content and scale across the enterprise
Performance RitualsGetting from Measurement to Meaning
Performance WeeklyWork Groups
Performance WeeklyWork Groups
Performance MonthlyDivisions
Performance MonthlyDivisions
Performance QuarterlyDepartments
Performance QuarterlyDepartments
Performance AnnualEnterprise
Performance AnnualEnterprise
ManufacturingResults
ManufacturingResults
Extracting Results
Extracting Results
PromotingResults
PromotingResults
pbViews
The Six Fatal Mistakes in Performance Management
1) We perpetuate ‘Siloed’ thinking
2) We overcomplicate the process
3) We don’t involve the workforce
4) We measure the wrong things
5) We declare victory too soon
6) We don’t institutionalize the initiative
The Three Deal-Killers!Number 1
We let the Budget Office drive the initiative!
The Three Deal-Killers!Number 2
We don’t support the performance initiative with a consistent, easy to apply, enterprise-wide IT solution!
THE Deal-Killer!
We fear failure!
The Art of “Disciplined Failure”
• “Failure” almost always flows out of a resistance to face a brutal fact…
• “Failure” in the pursuit of an objective is progress• Don’t confuse “Failure” with Losing• If you never Fail, it’s likely you aren’t trying anything new
(beware complacency!)• An organization that fails to recognize failure, fails to learn
and grow• If there is no risk or controversy in your life, its likely you
aren’t working on anything of consequence
The Into Action Process
Executive pre-work; pushReview MissionDefine Service AreasID Mission CriticalServices
Performance focus groups; pullReview Pre-workWrite Desired Result Statements for eachServicePerformance Measure for each Service
Strategic GoalsAssign Owner, Baseline, Target
Performance Rituals; pull Structured meetings to facilitate performancelearning and growth
Getting Into Action in Your Organization
Alignment; push
Three Into Action Principles of Organizational Learning
Principle Number 1
You can’t control anything… but you can influence some things…
-- John Kerry and Prostitutes?
Three Into Action Principles of Organizational Learning
Principle Number 2The more you try to influence the outcome, the less likely you are to influence the outcome…
Or,You don’t have to change the world in order to change the world…
-- NY Crime
Three Into Action Principles of Organizational Learning
Principle Number 3
Little conflict Good… Big conflict Bad…
The 4 Most Powerful Things YOU can do Right Now to Drive Performance Success
in Your Organization
1) Break down silos to “see” Performance Synergies!2) Simplify wherever possible!3) Create a small menu of Mission Critical Measures
and engage the workforce in the performance conversation!
4) Take a Risk!-- Do what you think is right…not what you think is “Safe”-- Risk a lot to save a lot….
Leadership and Performance
• Leadership is….
Uncomfortable!
Beyond Theory. Into Action.Performance Accountability
Kevin Baum, MPA512-656-7229
Copyright, 2006 ©