Over 50% of Business Fail in the First Five Years! …And, of course, you are aware of the challenge in government and not-for-profit organizations to sustain and justify their existence. Having a performance framework can help these organizations, and I would like to explain to you how you know you have successfully established a sustainable performance framework. There are three key areas to consider: Customers, Leadership, Operations
CUSTOMERS….you will know you have accomplished a “sustainable performance framework” if your customers tell you they are consistently getting the results they expect. A properly built performance framework shifts focus from service delivery to success results. It encourages cooperation among everyone in the organization.
A properly functioning framework will keep you in constant contact with your customers. You have their success at the top of your mind…….so do your employees! If the customer’s needs change, you know it, without annoying surveys ……Your contact is personal!
Your customers know you and your employees care about them…..their success is your success! Each point of connection with your organization meets and surpasses their expectations.
LEADERSHIP…. There is an organizational vision and identity that everyone is proud to tell about. Stories are told about the company’s past success, and the fun the company team has had in accomplishing these results.
What needs to go right (desired outcomes) is clearly specified in the company’s performance framework. The employees are aligned with outcomes, and function toward them, an effort that withstands management or employee turnover, and changes in organizational structure. What can go right, will!
Managers recognize and manage for any shared outcomes that cross organizational lines. Their risk assessments are made within the context of the desired outcomes. Checkpoints are determined to address risk areas identified.
Employees feel empowered to offer strategy to better serve customers. Teamwork is fostered by the company incentives offered. Mistakes made are addressed in a calm, problem-solving manner.
Everyone employs a continuous goal-setting process, aligned with the vision and strategy of the organization. All employees clearly understand what’s in it for them!
Communication in the organization is provided in varied formats: verbal, written, and interactive. Managers recognize that 96% of human learning is by repetition, and ensure that employees get the proper level of exposure for skill and knowledge development.
OPERATIONS….Key performance data for the organization is obtained and monitored, as a normal part of operations, not an administrative burden. Everyone is vested and gets rewarded for the results, so no one balks at this effort. The data collected positively influences company behavior.
Some performance data collected is external to the organization, to inform managers and analysts of circumstances they may affect internal results. There are three distinctive sets of data, one to drive strategy, one for assessing product or service composition, and one for quality and efficient product and service delivery. The organization does not have meaningless data or too many performance measures.
The procedures of the company are available in writing, in a user-friendly, efficient format……not too many, or too few. The procedures are written to address those actions that need to go right, not focused on isolated mistakes or wrongdoing that have occurred.
…so, there you have it….Customers, Leadership, Operations….how is your organization doing?
