Which Bandaids Are You Currently Making Use Of To Repair Your Performance Customs?

Which Bandaids Are You Using To Repair Your Performance Customs?
All of us want to say we now have a high-performance culture. But if you are depending on any of these bandaids, you are not planning to get one.

Recently, I had a dream that the top of my remaining index finger ended up being almost completely cut off. A disgusting that is big i understand. But the thing that was strange is on with a bandaid that I was trying to hold it. And it wasn’t working. The top the hand kept falling down. In spite of how many bandaids I covered round the hand, the fingertip just would not stay on.

(if you should be dry-retching about now, i really hope you are doing again as you read on. It might be inspiration do to do something about it.)

Efficiency systems in organisations are like chopped-off fingertips, too. They require the kind that is right of getting fixed up. Unlike chopped-off fingers, every single organisation has a performance system.

Organisations have a tendency to use bandaids, though, to repair the performance tradition and performance dimension and administration systems:

Computer software bandaids: data warehouses, company cleverness, analytics apps, dashboards and scorecards, big data.
Method bandaids: brainstorming, SMART, strategy maps, KPI libraries, benchmarking reports, externally imposed frameworks that are regulatory.
Ability bandaids: the cheapest KPI training courses (that don’t show just how), expectations of having it right first time, having to pay specialists to complete it for you.
The bandaids don’t work (in spite of how well we post-rationalise our choices to make use of them – which humans naturally do so well). Rather, all of us need to make a conscious and decision that is deliberate the best types of attention to create a performance tradition, and measure and manage performance.
Organisational performance is also more complex than an injured finger. It takes much longer to place all of the plain things in place that will make it work well. These exact things are:

Strong evidence-based leadership, as the remaining portion of the organization follows the leaders’ actions rather than their terms. It will take time for leaders to embrace and start to become extremely practiced at evidence-based leadership.
The proper abilities to measure performance, since it doesn’t come naturally and most people have never ever experienced it as significant and engaging. It requires time to get enough people who have the right skills.
Dovetailing measurement that is good into strategic planning, review and execution, because these methods are notoriously void of noise measurement guidance.
Wrapping bandaids around your organisation’s performance systems is not just futile, but it is not dignifying for the social people trying to make it work well. Bandaids like those above erode and weaken the performance tradition. They can’t ever strengthen it.
But when we simply take the right approach, which can be theoretically proven and dignifying for everybody involved, the journey is much longer but great results come sooner:

More folks stop hiding performance issues to really make the KPIs look good.
More people get worked up about to be able to make real performance improvements a reality.
Better improvements are implemented, and create tangible returns like decreasing costs, improving consumer experiences, and reducing wasted time and effort.
More and more people start to see the above three things happening, plus they want the experience that is same. The ripples radiate outward.
A high-performance tradition, while the systems that facilitate it, have to build in iterations, that respect the price of which people can start their minds to new some ideas, learn new methods of doing things, exercise them to have proficiency, and embed them within their “real work” as new practices.
Stop money that is wasting bandaids. Do what’s really required, and still do it.

Organisational performance is additionally far more complex than an injured little finger. Bandaid approaches don’t work.

How long has your organisation been attempting to create a culture that is high-performance? Are you there yet? What lengths perhaps you have still to go?

Stacey Barr is a specialist in organisational performance measurement and creator of PuMP, the refreshingly practical, step-by-step performance measurement methodology made to over come people’s biggest struggles with KPIs and measures.