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What Kind of Performance Role Model Are You?
How do you, as a manager, demonstrate your support for measuring and improving performance? Probably the single most powerful thing you can do to build a stronger performance culture within your staff is to do what you want your staff to do in relation to monitoring and managing business performance. But what are those things?
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What Kind of Performance Role Model Are You?
by Stacey Barr, the Performance Measure Specialist
How do you, as a manager, demonstrate your support for measuring and improving performance?
Probably the single most powerful thing you can do to build a stronger performance culture within your
staff is to do what you want your staff to do in relation to monitoring and managing business
performance.
But what are those things?
1. Talk at least as much about results as you do about actions. It's fine to ask staff for updates
on how important projects or initiatives are going, but unless you ask them at least as often about
the results they're getting, you're actually saying to them "Hey, just keep busy! I don't care if its
working or not!"
2. Show that making mistakes is okay - as long as you learn from them. Rather than talking
about who or what is to blame, or outwardly displaying emotions like anger or frustration or
paternalism, you'll get a stronger performance culture if you ask people what they learned, what
can now be done about it, and if it's worth spending time preventing it from happening again.
3. Use performance measures regularly to help you make decisions. Don't look at measures
only when things are going wrong or when you can find the time. Refer to your performance
measures each week, at a regular time.
4. When you use your performance measures, do it constructively. Instead of asking for
explanations, ask for others' interpretations of what the measures are saying, ask for more
information about likely causes of the results, and facilitate dialogues focussed on how to improve
the results systemically.
5. Test your improvements and actions by referring back to your measures. Don't show your
staff that it's okay to throw resources at solutions that don't work. Let your measures tell you
which solutions are working, and which solutions to abort.
Remember that actions speak louder than words. And because you're a manager, your actions
SCREAM!
about the author
Stacey Barr is the Performance Measure Specialist, helping people to measure their business strategy,
goals and objectives so they actually achieve them.
Sign up for Stacey's free ezine at www.staceybarr.com to receive your complimentary copy of her e-
book "202 Tips for Performance Measurement", and get more control over the destiny of your business.
reprinting this article
Please feel welcomed to reprint this article in your publication but make sure it stays complete and
unchanged (especially including the "about the author" information at the end), and please send a copy
of your reprint to staceybarr@staceybarr.com.
by Stacey Barr, the Performance Measure Specialist
How do you, as a manager, demonstrate your support for measuring and improving performance?
Probably the single most powerful thing you can do to build a stronger performance culture within your
staff is to do what you want your staff to do in relation to monitoring and managing business
performance.
But what are those things?
1. Talk at least as much about results as you do about actions. It's fine to ask staff for updates
on how important projects or initiatives are going, but unless you ask them at least as often about
the results they're getting, you're actually saying to them "Hey, just keep busy! I don't care if its
working or not!"
2. Show that making mistakes is okay - as long as you learn from them. Rather than talking
about who or what is to blame, or outwardly displaying emotions like anger or frustration or
paternalism, you'll get a stronger performance culture if you ask people what they learned, what
can now be done about it, and if it's worth spending time preventing it from happening again.
3. Use performance measures regularly to help you make decisions. Don't look at measures
only when things are going wrong or when you can find the time. Refer to your performance
measures each week, at a regular time.
4. When you use your performance measures, do it constructively. Instead of asking for
explanations, ask for others' interpretations of what the measures are saying, ask for more
information about likely causes of the results, and facilitate dialogues focussed on how to improve
the results systemically.
5. Test your improvements and actions by referring back to your measures. Don't show your
staff that it's okay to throw resources at solutions that don't work. Let your measures tell you
which solutions are working, and which solutions to abort.
Remember that actions speak louder than words. And because you're a manager, your actions
SCREAM!
about the author
Stacey Barr is the Performance Measure Specialist, helping people to measure their business strategy,
goals and objectives so they actually achieve them.
Sign up for Stacey's free ezine at www.staceybarr.com to receive your complimentary copy of her e-
book "202 Tips for Performance Measurement", and get more control over the destiny of your business.
reprinting this article
Please feel welcomed to reprint this article in your publication but make sure it stays complete and
unchanged (especially including the "about the author" information at the end), and please send a copy
of your reprint to staceybarr@staceybarr.com.
