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Performance Synergy
- 1. Jo Lynn Feinstein October 2008
- 9. Work with and through others Succeed in today’s market Apply Business Concepts Operation Excellence Build Effective Org
Editor's Notes
- I created this concept while I was with California State University Northridge. It became a handy tool that could be used in a training needs analysis. This visual model helped everyone see how individual knowledge led to competencies, and applying competencies allowed us to achieve our business objectives. Business goals are the context around and/or the force driving organizational performance. These building blocks are combined in different proportions to generate high performance across industries and functions.
- So what does it take to develop high performance? Here’s the gold standard for Organizational Performance. It’s really a system made up of 4 components: Subject Area Knowledge, Interpersonal Skills, Technology Skills, and the Ability to Execute. The building blocks from the previous slide are contained within each of these components. Let’s take a closer look…
- Knowledge related to the task or role at hand. This may be proprietary information about the company’s processes or products, or it may be more universal, like zero-based budgeting. [Include information about how your organization builds and sustains this knowledge.]
- Technology can be a very broad area. This can include internal, customized systems such as project management or learning management systems. Again, it could be more generic as in accounting. This component also includes an individuals computer and social media savvy. [Include infomration on how your organization builds and sustains these types of skills.]
- Today is all about collaboration – working with and through others. We each must influence others in order to succeed, and this must be accomplished whether or not we have formal authority. Gone are the days of the strict org chart. Interpersonal skills cover a wide range of topics, from giving presentations to speaking frankly yet gently. Much of our ability to resolve issues rests on our interpersonal skills. [Include information about how your organization builds and sustains various types of interpersonal skills.]
- No matter how technologically advanced, personally savvy and knowledgeable we are, until we are able to apply this knowledge and skill effectively we are not able to make an impact. Individuals, departments and organizations MUST be able to execute the plan – to actually perform the work at an optimal level. [Insert information on how your organzation builds and sustains this capability.
- Together, these components form the backbone of organizational performance.
- Remember those performance building blocks we saw earlier? The 4 components of peak performance in an organization that we have been discussing are included in each of these building blocks. Let’s look at Applying Business Concepts as an example…
- Let’s say we have a team that has difficulty during financial discussions. Our target performance outcome might be the ability to apply business metrics. This could include accurate calculation and the ability to manage the work to produce those numeric outcomes. What would members of this team need to know about the specific subject? We can safely say they would need to understand margins and be clear about the organization’s income or revenue mix. [Be prepared to explain these concepts further as many people might not know them well themselves.]
- When we think of business metrics we usually think of numbers and accounting. The folks on this team probably rely on a couple of technology tools when they deal with budgets and so on. They would need to be able to use their accounting system, and could benefit greatly from skill in a standard spreadsheet program such as Microsoft Excel. How would interpersonal skills come into play in this Performance Objective? Our goal is to foster the ability to apply business metrics, including accurate calculation and the ability to manage the work to influence or impact the numbers. [Allow time for input and discussion.] Some factors that came to mind as we developed this program include coaching or motivating team members and resolving issues within the team and across teams.
- Execution plays a part throughout this initiative. Clearly, recognizing what resources and skills are necessary to get the job done in such a way as to produce the desired final numbers plays a critical role here. Once the organization has agreed upon the goals and how progress is measured, we must develop and execute plans to achieve those goals. This may mean designing or purchasing training to build subject area knowledge. It could also include research and training on software, systems or the communication skills necessary to encourage the team and resolve issues. Effective goals are specific, measurable, actionable/achievable, relevant and time bound – what we often hear referred to as SMART goals. But, no matter how carefully we build our goals and develop our plans, they do not complete themselves. Successful execution relies on our ability to manage the project. Operationally we are managing the resources and tasks so that when we measure the results of our actions we have achieved the desired outcome(s).
- When the 4 components of organizational performance are represented across the 5 building blocks …. [go to next slide]
- … in the right proportions for the task or project at hand, a wonderful synergy develops. It’s like a multi-faceted jewel, picking up every nuance of light. The individual, team or organization is, as they say, in the zone. Peak performance seems almost effortless. [Encourage discussion about how your team can achieve this synergy.]