Managing for Results

Managing for Results Institute for Organization Management Victoria G. Axelrod Principal Axelrod Becker Consulting www.axelrodbecker.com 7/31/06

Learning Objectives:

Defining organizational and individual accountability.

Using accountability measures to manage for desired results.

Avoiding common pitfalls

Techniques for success

Start with the Big Picture Conversation: Scan Environment Culture Stakeholder Network: Wants and Needs Strategy Structure Systems Shared Values

One Corporate Page Understood by Everyone

Mission:

Vision:

Strategic Intent or BHAG:

Top Five Goals of the Organization:

Shared Values:

Business Unit, Department or Team Role in the Strategy Corporate Strategy Mission Vision SI Top Goals Shared Values Membership Development Role in the Strategy Which Goals do they support How Who What Time/Milestones Values Director of Membership Development Role in Strategy Which Goals How Who When Time/Milestones Values Keep Job Descriptions Generic Role in Strategy will get Results Role is where Value is Created

Formal and Informal Organization Knowing how work really gets done.

Hierarchy and authority = sanction

Network and stories, sense making, influence, story vs. B School Jargon

- Cirque du Soleil

- Starbucks

Mapping Accountability

Everyone will be Able to Answer:

Where are we going as an enterprise?

What is my/our role in that?

How will we/I go about it?

Where do we need to be by the end of 20__?

SMART Goals

Welchisms

To stimulate performance, managers should assess their employees’ work and constantly keep in touch with the employees to encourage improvement.

You got grades back in school, so why not now? Not having differentiation is the cruelest thing in a company. People need to know where they stand.

20-70-10 system

Stars - the top 20 percent performers, are rewarded with hefty financial bonuses and recognition

Lemons - the bottom 10 percent, are replaced.

Middle - 70 percent need to be told what to do to get into the top 20 percent.

Mission and values — define them clearly. Set the tone of your company and then exhibit the behavior. You can’t be afraid to put it out there.

The Bell Shaped Curve

Common Pitfalls:

Hiring

Leading

Measuring and Rewarding

Behavior is the Evidence of Cognition

Performance =

Attitude/EI Skills and competence Coaching/360 Feedback Network

One Stop Online Portal for Managing Performance

Department or Project View

Individual View

Pitfalls

Performance Management is not Performance Appraisal or Evaluation Forms/Systems

Copying another organization’s system and hoping for similar results

Technology is an enabler not a driver

Lack of focus

No connection to reward and compensation

Gaming the system

Techniques for Success

Start from the outside in

Start with the big picture

Articulate the strategy

Co-create strategy, involve everyone in the process

Articulate the milestones

Make sure everyone knows their role in making it happen – who is accountable and responsible for what, when and how.

How they will be measured

How they will be rewarded

www.connectionsonline.net

Techniques for Success

Self-generated Quarterly reviews

Annual Review

Technology Enabled Process

Resources and References

www.valuesbasedmanagement.net

References and Resources

The Future of Competition: Co-Creating Unique Value with Customers (Hardcover) by C. K. Prahalad , Venkat Ramaswamy

The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations (Hardcover) by Robert L. Cross , Andrew Parker , Rob Cross