Management: 5 actions that will produce a performance miracle
Most executives use metrics related to the output of group(s) reporting directly or indirectly to their direct reports to assess the performance of each subordinate (what a poor choice of words). For example the VP of sales is typically measured on sales numbers. At first glance, this common practice makes sense, but using bottom line numbers exclusively, is a costly mistake and the root cause of many marginal performances.
Sales numbers like all bottom line metrics are “lagging indicators. To affect improvement, everybody with direct reports needs to track “leading indicators” that measure everybody’s personal contribution to what is being produced. If your direct report supervises others, his/her personal contribution ( in relation to the group’s numbers) should be the focus of attention. During the outdated industrial-age ritual of annual performance appraisals, I’ve watched many strong managers assigned to poorly performing group suffer, and weak managers assigned to a strong group survive and prosper.
A surefire recipe for performance miracles
Standardize a company-wide “supervisory protocol” and collects metrics on the most important task that managers do—SUPERVISE. I’m suggesting that the “personal contribution” of everybody with direct reports—including the CEO be measured using the same metrics. These data pwill rovide meaningful “leading indicators” capable of triggering appropriate action early in process—influencing bottom line numbers before they are produced.
Each task in the “Supervisory Protocol” must include:
- The desired outcome
- A stepwise sequence to carry out the task (check list)
- How the task will be measured
“Leading indicators” for everybody with direct reports (The corporate Supervisory protocol
- Tracking results and analyzing the performance of direct-reports
- Conducting monthly one on one coaching sessions
- Conducting performance correction sessions
- Facilitating group meetings
- Onboarding a new direct report
I will display generic examples of Supervisory protocols (excerpts from The Baton Management System) in subsequent postings