Insights from Richard Lee on why so many businesses struggle to improve performance

1. So what is performance management?
Insights from Richard Lee on why so many businesses struggle to improve performance
I’ve delivered more than 300 training sessions on the topic of Performance Management. Whether it is
in my ‘Creating High Performance Teams’ workshops or the City & Guilds accredited ‘Performance
Management’ programme I always begin with the same question: “Who wants to improve
performance?” From Princeton to New Delhi and Helsinki to Johannesburg there is an overwhelming
response. 99% of people shout “Yes”. The remaining 1% thinks it’s a trick question! Whilst there’s no
trick, it does nicely tee up my second question: “So what’s stopping you?”
And so, less than a minute into the session we have cut to the chase. Everybody seems to want to
improve performance, but the truth is few managers actually go on to make a sustained difference to
the performance of their organisation.
You see there are essentially three types of manager in this world:
1. Those who talk about improving performance. As we have discovered that’s just about
everyone, and I mean just about everyone. In February 2008, during his inaugural speech as President
of Cuba, Raul Castro said:
“It (a more compact and organised structure) will also allow us to bring together some decisive
economic activities……….In summary, our Government’s work must be more efficient.”
So there we have it. Even the President of Cuba wants to get more out of the system, and he’s a
committed Communist. This is a classic example of someone talking about improving performance, but
even today reform in Cuba continues to be both slow and difficult.
2. Those who know all about how to improve performance. Although smaller in number, this still
makes up a significant portion of the world’s management population. These people are the ‘Jargon‐
heads’. They’ve made a career out of studying the theory of every tool and technique. They know the
whole number count of management speak. From Six Sigma to the Seven (and Eighth) Habits of Highly
Effective People. From Porter’s Five Forces to the seven types of ‘muda’ in the Toyota Production
System. They talk a good game, but rarely deliver.
3. Those that do consistently improve performance. This is by far the smallest group of
managers. Why? Because to raise performance quarter after quarter, year after year requires rigour
and discipline. The rigour to root out ineffectiveness and the discipline to stick at it each day. These
people are delivering exceptional value to their organisation, its customers and clients, whilst enjoying a
degree of job satisfaction rarely experienced by others.

2. So, although there are many dictionary definitions of Performance Management they all boil down to
one simple truth:
“At the heart of every manager’s role is the requirement to raise performance.”
It doesn’t matter what country, sector or part of the economic cycle you are in. If all you can do is
maintain the status quo then, in this day and age, you are going backwards. For the avoidance of doubt,
going backwards is not part of Performance Management.
If you lead people, manage machinery, oversee stock, direct supplier relationships or look after logistics
then you need to be an effective Performance Manager.
To meet the challenges of today and beyond you will need to become brilliant at the basics of
Performance Management. This is not as daunting as it sounds. It’s amazing what a little investment
and a lot of desire can achieve. Here are three tips to get you on your way:
1. Reduce the number of ‘tasks’ you are doing. One of the misconceptions about Performance
Management is that it is about working harder. For sure this is applicable for some, but for most it
genuinely is about being smarter. Henry Ford once said: “Thinking is the hardest work of all, which is
why so few people do it.” As an effective Performance Manager you need to reduce the number of
tasks you are doing, and increase the amount of time you spend reflecting on how your team is doing.
Ask yourself “Where are we creating value, and where are we creating waste?”
I am reminded of a visit to the Isuzu vehicle factory at Fujisawa in Japan. I observed a young production
manager leaning back in his chair, hands clasped behind his head, staring at the ceiling. This was his
thinking time, and no one disturbed him. Later, whilst typing some emails, (tasks) he was interrupted by
people from his team. How different I thought from Western culture. In Japan it was regarded as
important not to interrupt the flow of thought, but ok to interrupt at task that the manager could easily
return to.
2. Increase the time you spend observing your team in action. Many managers spend their day
sat behind their desk typing away on the old ‘Japanese piano’, or away from their desk in meeting after
meeting. In order to raise performance you need to see for yourself what is going on, and potentially
what is going wrong within your team.
So, instead of scheduling another process review workshop why not spend the time on the shop floor
observing first‐hand what people are doing and how they are doing it. You will be amazed at what you
see.
3. Create a sense of purpose amongst your team. Jim Collins and Jerry Porras reported in their
book ‘Built to last’ that organisations with purpose outperformed comparable companies 6:1. Creating
a sense of purpose can be immensely powerful in terms of staff motivation, retention and enduring
performance.
Richardlee63@icloud.com