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Week3_Harnessing_Discretionary_Performance_Article.docxHarnessing Discretionary Performance
(Written by H. G. Buschang, HGB Associates)
Leaders of high performing organizations are especially adept at creating an environment that helps people feel good about doing a good job. The basic elements characterizing high performing organizations are deceptively simple. They are easy to understand and are almost intuitive. However, their implementation and institutionalization require forethought, planning and effort, and in most cases, significant changes in behavior. To harness Discretionary Performance, the following model may be helpful.
D irection
Can Perform
A bility
C competence
O pportunity
M easures
F eedback
WWant to Perform
(Motivation)_
C onsequences
Let’s briefly look at each of these in a bit more detail.
“Can Perform” – The following elements are necessary for people to know “what” to do and to create the capacity for them to do it.
D – Direction – If you are unaware of the expectations, you may not perform as expected. Also, if the direction is not clear, confusion can result. You may not draft a report if you did not know it was expected, you may not perform as expected if there are three conflicting priorities or unstated interpretations of ‘doing a quality job’ (such as customer responsiveness, speed and accuracy). Common elements may include:
· Clarity of shared Vision, Mission, Principles/Values
· Articulation and alignment of Strategy, Initiatives, Goals and Objectives
A – Ability - This refers to the physical capability or ability to perform the tasks required by the change. You cannot run a 2-minute mile, you cannot have concurrent meetings in two locations, you cannot climb 40 stairs with heavy equipment if you have a broken leg.
C – Competence – Does the organization have the Technical, Interpersonal, Work Management and Leadership skills necessary to achieve the Vision of the organization? If you were switched to a new software application or hardware platform, if you are expected to lead a project or team or if you asked to present to a large audience, you might lack the skills or knowledge required to successfully meet the new demands.
O – Opportunity – There are many dimensions that relate to this item. You may not have the time or resources (people, materials or funds), or you may not have the processes, information or authority to adopt the new changes. In this case, perception may be as strong a resistance point as reality. Another way to think about “Opportunity” is to consider whether people have the necessary resources and support to accomplish their goals.
“Want to Perform” (Motivation) – The following elements are necessary for to create an environment in which people “want to” perform at high levels. Leaders have the responsibility to create an environment in which people want to do their best every day. Once you have the direction, ability, competence and opportunity you still might not have the interest or drive to do your best. You do not see the W-I-I-F-M (What’s in it for Me?). Motivation is the most important of the five characteristics because it can help accommodate deficiencies in any of the other four elements. Highly motivated people will find the time, will learn the skills, will seek direction, will take chances. Motivation is the main factor that determines whether the change is sustained or not. Key elements of Motivation include:
M – Measures – Does the organization have timely, credible ways to measure both the desired business results as well as the behaviors (what people do) to achieve the results? Are the measures used to properly align performance? Are they meaningful and easily accessible to the performers, and most importantly, is the performance that is measures truly in the control of the performer? It is important to have clarity on what will be measures, how frequently, by whom, and how the data will be used. Measures form the basis for effective feedback.
F – Feedback – One of the most important leadership skills is to provide data-based feedback. Feedback is knowledge about performance. Good feedback is knowledge about performance that is timely and specific enough to allow performance to change. A few characteristics about good feedback is that it is specific and data-based, timely, understandable and active. Feedback should only be offered with the purpose of helping the recipient of feedback become successful in what they are doing.
C – Consequences – What people do (behaviors) is a function of the consequences they experience (or expect to experience) when they do it. The effectiveness of what leaders do is determined by how they use behavioral consequences. While most leaders believe that consequences are in place, experience has shown that the consequences that are typically used are often ineffective in either maintaining desirable action or in stopping undesirable actions. Daniels, pg. 97)
Conclusion
Leaders of high performing organizations embody a consistent, systematic way to help people understand how what they do on a day-to-day basis contributes to the success of the organization. They ensure that people have the necessary abilities, skills and knowledge and remove real (and perceived) barriers to success. They provide frequent and honest feedback on how well the organization, the team and the individuals are performing. These concepts are surprising simple, yet require forethought, planning and leadership effort to implement successfully.
Daniels, Aubrey C. and Daniels, James E. (2007). Measure of a Leader. McGraw-Hill.
