Setting the Stage

When the curtain opens it's time for the performers to perform. All the preparation that is done prior to the curtain opening is the time for the leaders to perform.

The leaders set the stage so that the performers can perform at their best. If the stage is not set properly, the performance will not be the best. Whether it's Rugby or Business, the leaders set the stage.

Jeremy Guscott has a question and answer column on the BBC's Rugby website where he answers reader's questions about professional rugby, particularly the home nations (England, Scotland, Wales, & Ireland) and international test rugby. Recently a reader asked about the erratic performance by Wales and whether it was a reflection of the coaching or of the player's mental state. In one short paragraph (5 sentences), Mr. Guscott gets to the heart of the issue of both rugby and business. Since I can't say it any better, here's what he says:

"Coaches put in place an environment for players to perform. Preparation is meticulously
considered and calculated, strategies worked out and training geared for the match ahead. The players have everything they need and then they have to perform. If players don't or can't step up they have to be dropped, and others who can brought in. I feel coaches can only be blamed for poor selection or not creating the best possible working environment."

I've heard this message before. At a business presentation by former college football coach Dick Tomey, Mr. Tomey made the following statement: "To achieve Excellence you have to create the right environment."

Lest you think this thought only comes from the world of sports, I've heard the same theme expressed numerous times in the interviews I've been conducting for my forthcoming book, "Deliver on Your Promises". The leaders set the stage. The set the tone of the organization, they create the environment, set the standards, and hire and put in place the guidelines for hiring the right people. They give everyone the tools they need to meet the expectations they are given.

Then they get out of the way and let the performers perform.

If you're not creating the right environment, what can you do to create it?
If you're not hiring the right people, how can you hire them?
If you're not setting goals and expectations, how can you develop a system to do that?

It's up to you as the leader to put in place the environment so that your performers can perform.

Performance

I conducted another interview for inclusion in my upcoming book. A recurring theme among the best organizations is that they measure performance. The plan, and they measure performance against the plan.

Measuring performance without an objective standard or criteria to measure against is meaningless. That's what many organizations do, however. They evaluate performance in isolation or against some undefined perception. Performance of suppliers, of employees, and of yourself has to be measured against pre-determined standards or criteria if they are to mean anything. The thing is, people like to be measured. They like to be measured if they can meet the standards or criteria. That's important.

You can't measure an individual's performance if they are not give the tools, training, and resources that are needed to complete the task. The same goes for suppliers. You must act as a responsible customer, and you must tell them ahead of time what they will be measured on and how you will perform the measurements.

Be one of the best. Plan, and measure your performance.

Sharing

Another theme that is emerging from the interviews that I'm conducting for my upcoming book is that the best organizations share information. Lot's of it. They share things that other organizations would cringe at, such as budgets, financial performance, and performance measures.

What this means is that the best organizations have a well informed workforce who understand what the organization is doing, how well it is performing, and where they fit in.

Share. Share the good and the bad. Keep everyone informed. If you don't tell your people what's going on they'll make up their own answers, and those answers will be based on fear and misunderstanding, not facts.

Be The Best

I've been interviewing people/organizations to include in my upcoming book (to be released this Fall). I'm speaking with organizations that are doing things well in terms of their Business Operations (since that's the topic of the book). One of the questions I get regarding these interviews is what is the theme or common thread I see among the organizations I speak with.

The answer is - The best organizations plan, and they monitor their progress towards their planning goals. I'm constantly harping on planning and measuring performance, so it's nice to have confirmation for my near obsession.

I call it the Goal Attainment System, and it consists of three parts:

1) Goal Definition
2) Action Plan
3) Performance Measurement System

Define the goals of the organization as a whole. Develop a plan of action to reach those goals. Develop a system to monitor the progress towards those goals. Simple.

So why don't more organizations do it?

Performing

I just read an article in Inc. magazine (December 2008 issue, yes I’m behind in my reading) that ties into a conversation I had yesterday. The article is titled How to: Conduct Annual Employee Reviews. My conversation included why annual reviews are mostly useless and how a proper Performance Measurement system should work.

I’m doing some work with a small non-profit arts organization. The art is great. The business side needs a little work. Part of my discussion revolved around measuring the performance of the administration; Executive Director, Artistic Director, and the Board. Many non-profit arts organizations struggle financially and administratively. It almost goes with the territory. In that kind of environment, an annual review is irrelevant. Performance needs to be monitored constantly, as part of everyone’s daily work. To do that, it has to relate to something. Performance has to relate to progress towards defined goals.

The Goal Attainment System includes the Goal Attainment Plan, where the goals of the organization as a whole are defined, the Action Plan, where the map of how the goals will be achieved is developed, and the Performance Measurement System, where the performance and actions of everyone are tied to the defined goals and work towards achieving them.

With this arts organization, everyone should know where they stand at all times. The Executive and Artistic Directors will know almost daily how they’re progressing and how they’re moving the organization towards its goals. The Board meets monthly and should know prior to each meeting how the organization is progressing, and how both the Executive and Artistic Directors are doing in progressing the organization towards the goals. Any other paid staff and volunteers must be included in the system too.

When looking at performance and performance measurements for your organization, look at one industry where measuring performance is critical to success – the sports industry. I was thinking of an example while reading some of Wendy’s blogs at Your Scrumhalf Connection. Wendy is a top athlete, but she’s had a couple of injuries lately that have temporarily hindered her progress. Think about what kind of impact an annual performance review would have on her and her rugby club, rather than a dynamic and ongoing measurement system. A year ago Wendy might have been in peak condition and at the top of her game. A performance review then would be very high. But if you relied on that review to assign her work and give her rewards for the entire next year, that would be a mistake.

In rugby, whether at the local club level or at the international level, players are selected each week or just prior to each game. You can’t wait for an annual performance review or rely on last year’s to select players for the next game. You have to rate their performance right now, how they’ve been performing the past few weeks or months and how their fitness is right now. The club or team has defined goals for where they want to be. Each individual, whether player, coach, or administrator, must help to get them there. They must know at all time how they are performing and how they are helping the organization to progress towards the goals.

So chuck the annual reviews and start developing your Goal Attainment System and Performance Measurement System. And Go Wendy!

Preaching to the Choir

I was speaking with a colleague the other day and we were talking about our business and the current tough economy, how it's effecting businesses, and how we can help. Basically we were ranting, or "preaching to the choir" (each other).

In these tough economic times organizations have to operate as efficiently and effectively as possible. Their performance has to be exceptional. But my argument is that this is how organizations should operate at all times. Sure, in this kind of economic environment there are some actions that have to be taken that wouldn't be considered in normal times, even in tough normal times. But for the most part, organizations should always be examining how they do things (their processes) and working to make things work better. To me this means working towards defined goals. Develop a plan with defined goals for the organization, develop an action plan that will get you to those goals, and develop a performance measurement system that ties everything that everyone does to those goals. I call this Goal Attainment.

This should be done in the best of times, but it is imperative that it be done now. You can't afford not to.

Changing Lanes

Some numbnuts pulled in front of me today without signaling. He (or she) did have a Give Blood, Play Rugby sticker on their new Prius, though, which was a bit of a surprise. I hope they don’t play rugby like they drive.

Running around opponents and breaking tackles is great, I wish I was better at it (meaning I’m not sure I’ve ever run around anyone), but you can’t just take off on you own without signaling your intentions to your teammates. If you go right and your support goes left, you’re in trouble. A well practiced team will have a much greater connection between and will have a pretty good read on each other, but you still must communicate.

The same thing applies to business. You can’t have one individual, a department, or division going off on their own without signaling their direction. To be successful, an organization must act as a cohesive unit, with everyone heading in the same direction towards the same goals. To get this to happen, you need a well developed Strategic Plan, a corresponding Action Plan, and an integrated and dynamic Performance Measurement System that ties everyone in to the Strategic Plan.

And don’t forget to Adopt-A-Rugger and Hug-A-Rugger.