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Today’s Into Action Goals Context: Why should we care about Performance Management? The 6 Fatal Mistakes in Performance Management Case Studies in Performance.

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Presentation on theme: "Today’s Into Action Goals Context: Why should we care about Performance Management? The 6 Fatal Mistakes in Performance Management Case Studies in Performance."— Presentation transcript:

1 Today’s Into Action Goals Context: Why should we care about Performance Management? The 6 Fatal Mistakes in Performance Management Case Studies in Performance Management: Let’s take this Pie out of the Sky Getting Into Action in Your Organization…

2 A Wise Person Once Said… “May you live to see interesting times…” Congratulations…. You made it!

3 The Perfect Storm… Pressure Points Public Awareness Major Events Performance? Results? You!

4 Government’s future viability is directly tied to its ability to demonstrate that it is making a difference in the community. Services that can’t be defended will likely be cut, as will the people that provide them.

5 Why “Into Action?” Performance Management is a systematic and incremental approach to organizational learning and improvement that links performance to customers and decision-making…and it ALWAYS involves risk… –Alignment Are we working toward a common purpose –Accountability Do our customers know what we are accomplishing…and do they care? –Action Stop talking about it and Do It! This is a Management Tool…not a Measurement Tool… because…Without performance measures you’re just another manager with an opinion…

6 Facing the Brutal Facts… “When…you start with an honest and diligent effort to determine the truth of the situation, the right decisions often become self-evident. And even if all decisions do not become self-evident, one thing is certain: You absolutely cannot make a series of good decisions without first confronting the brutal facts.” -- Jim Collins, 2001

7 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

8 Why worry about silos? Silo thinking foments destructive competition Destructive competition foments Tit-for-Tat A pattern of Tit-for-Tat, once it becomes part of the culture, is almost impossible to reverse

9 Why worry about silos? Synergy –The whole is greater than the sum of the individual parts –Aggregating the data for collective significance –Recognizes interdependencies

10 An Fire Service Example Fire Suppression Demand: expectation of work? –Number of structure fires requiring AFD intervention per reporting period. Output: actual volume of work? –Number of structure fires receiving AFD intervention per reporting period. Outcome: are we making a difference? –Percent of structure fires contained to area or room of origin. (Operations) –Number of fire fatalities (in structure fire) per rating period. (Prevention) –Average response time per rating period. (Communication)

11 Performance Terms Service Area –A collection of Services designed around a common purpose to produce a desired outcome or result; –Sequential/Chronological –Passes the Mom Test County Strategic Initiatives Groups Departments Programs Activities Services Performance Measures Service Area You diminish your capacity to aggregate data if you use Performance Management to create or perpetuate service silos!

12 Performance Synergy Attract & Employ Training & Development Retention & Quality of Life Breaking Down Silos in Human Resources Measure

13 Breaking Down Silos in Probation Group Exercise “ A collection of Services designed around a common purpose to produce a desired outcome or result” Performance Interdependencies In Action Court Support Community Safety (Supervision) Victim Services Workforce

14 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

15 We Over Complicate the Process We Measure too much (do too much) We try to integrate our measures into too many things too quickly (over-extend) We attempt too many course corrections to improve performance (think too hard)

16 You Don’t Have to Measure Everything Getting to What’s Mission Critical Service –A work process, or a deliverable, designed to produce a desired outcome or result Mission Critical Service –A work process, or a deliverable, designed to produce a desired outcome or result that is What your customer wants, needs, and expects Directly tied to your core purpose Fundamental to your ability to make informed decisions to fulfill your core purpose Fulfills a political expectation

17 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

18 Performance Push-Pull A successful performance management initiative is: –50% Executive “Push” Service Areas Mission Critical Services Performance Accountability –50% Workforce “Pull” Mission Critical Services Performance Measures Performance Diagnostics

19 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

20 In Government, when people ask us How we’re doing, we tell them What we’re doing

21 Output Measures are Seductive… Why? Because they are easy to capture! Because they are intuitively linked to our human concept of work and progress! Because they are important! –An Output is an Input to an Outcome

22 Performance Terms Desired Outcome or Result –Statement of customer, stakeholder and agency wants, needs and expectations for a service or service area Establishes strategic direction Focuses efforts on what should be measured, not what could be measured “To improve public safety for Austin residents by reducing life loss and dollar loss from fires that occur in inspected buildings.” “To improve public safety for D.C. residents and visitors by decreasing the proportion of the population under supervision that is rearrested.”

23 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

24 A Performance Measure is just a Diagnostic Tool! All a menu of measures creates is an orientation to performance Performance Leadership begins where strategic planning ends (its how we put the plan into operation) The value in a measure is in the questions it forces you to ask about your services –This is how you become a learning organization

25 Becoming a Learning Organization Train your employees on performance diagnostics & assessment Create rituals for performance diagnostics and structure the conversation for consistency in content and scale across the enterprise

26 The Six Fatal Mistakes in Performance Management 1)We perpetuate ‘Siloed’ thinking 2)We overcomplicate the process 3)We don’t involve the workforce 4)We measure the wrong things 5)We declare victory too soon 6)We don’t institutionalize the initiative

27 The Three Deal-Killers! Number 1 We let the Budget Office drive the initiative!

28 The Three Deal-Killers! Number 2 We don’t support the performance initiative with a consistent, easy to apply, enterprise- wide IT solution!

29 THE Deal-Killer! We fear failure!

30 The Art of “Disciplined Failure” “Failure” almost always flows out of a resistance to face a brutal fact… “Failure” in the pursuit of an objective is progress Don’t confuse “Failure” with Losing If you never Fail, it’s likely you aren’t trying anything new (beware complacency!) An organization that fails to recognize failure, fails to learn and grow If there is no risk or controversy in your life, its likely you aren’t working on anything of consequence

31 The Into Action Process

32 Executive pre-work; push Review Mission Define Service Areas ID Mission Critical Services Performance focus groups; pull Review Pre-work Write Desired Result Statements for each Service Performance Measure for each Service Strategic Goals Assign Owner, Baseline, Target Performance Rituals; pull Structured meetings to facilitate performance learning and growth Getting Into Action in Your Organization Alignment; push

33 Three Into Action Principles of Organizational Learning Principle Number 1 You can’t control anything… but you can influence some things… -- John Kerry and Prostitutes?

34 Three Into Action Principles of Organizational Learning Principle Number 2 The more you try to influence the outcome, the less likely you are to influence the outcome… Or, You don’t have to change the world in order to change the world… -- NY Crime

35 Three Into Action Principles of Organizational Learning Principle Number 3 Little conflict Good… Big conflict Bad…

36 The 4 Most Powerful Things YOU can do Right Now to Drive Performance Success in Your Organization 1)Break down silos to “see” Performance Synergies! 2)Simplify wherever possible! 3)Create a small menu of Mission Critical Measures and engage the workforce in the performance conversation! 4)Take a Risk! -- Do what you think is right…not what you think is “Safe” -- Risk a lot to save a lot….

37 Leadership and Performance Leadership is…. Uncomfortable!

38 Beyond Theory. Into Action. Performance Accountability Kevin Baum, MPA Copyright, 2006 ©


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