This performance model outlines a cycle for creating, executing, and sustaining organizational excellence. It involves establishing aligned goals, strategies, and expectations; committing people and resources to execute plans; engaging teams through communication and development; and evaluating performance to ensure continuous improvement. The model is intended to be adapted to each organization's unique needs and business cycle. It emphasizes practices like clear accountability, information sharing, development of people and systems, and consistency to drive results.

1. Performance Excellence Model
Mark Slyter
Quality
Service
People
Finance
Growth
Value

2. Strategy
Create Aligned Goals
§ Key Result Areas
§ Goals and Priorities
§ Measures of Success
§ Strategies
§ Tactics (high level)
§ Tools, Techniques,
Processes
§ 90-Day Plans
§ Report and Review
§ Cadence / Frequency
Structure
§ Assess / Diagnose
§ Shared Decision Making
§ Mutually Agreed-Upon
Expectations
§ Right people, Right plan
PeoplePurpose
§ Mission
§ Vision
§ Values
§ Standards of
Performance
Commit
Act
Execute Aligned Process
§ Reports
§ Reviews (Metrics, 90-
Day Plans, Corrections,
Barriers, Support)
§ Accountability
§ Communicate
(Simple, Concise, Clear,
Consistent, Frequent)
§ Reward and Recognize
§ Rounding
Engage
§ Talent
§ Teams and Leads
§ Internal/External
Resources
§ Leader Development
People
Develop
Sustain Aligned Behaviors
§ Trust and Transparency
§ Communication and
Robust Dialogue
§ Individual and Team
§ Education and Training
§ Leadership Pipeline
§ Performance link to
Rewards/Incentives
§ Right People in the
Right Place
§ Competency/Skill
§ Commitment
Evaluate
§ Align Behaviors with
Goals and Values
§ Align Purpose and
Passion
§ Standards of
Performance
People
Culture of Excellence – Model for Performance
Performance
Commit
Sustain
People
Strategy
Structure
People
Act
Engage
People
Evaluate
Develop
Create
Execute
* This performance model is a collection of practices based on experience, published evidence, and management
literature. Most organizations will have many if not all of these components in some form or fashion. The secret is
the efficient, effective, frequent, and disciplined use of a set of practices like the ones in this model to drive results.
The first step as a leader is research, consultation, and introspection – learning about the people and current
practices. With the leadership team, adapt the model and your leadership style to harmonize with the organization.
If practice gaps are identified then work with leadership to introduce enhancements over time.
** The organizations governance and business cycle will define some sequential performance practices but a majority of
this activity occurs in a simultaneous and fluid manner to create, execute, and sustain performance.

3. 10 Ways to Create Accountability in Your Organization (Samuel, 2006)
1. Set clear and mutually agreed-upon expectations with people with regard to both performance and behavior.
2. Share information openly and at appropriate times to avoid unnecessary surprises.
3. Surface any conflict directly with the person involved.
4. Provide encouragement, guidance and other forms of support to individuals who need to make a change.
5. Focus on functional roles and processes rather than position and power to accomplish outcomes.
6. Support the development of people and systems to respond to the needs of tomorrow and to avoid reacting only to
crises.
7. Monitor and measure the results of each team and individual so that people know exactly where they stand.
8. Do not allow people to perform or behave poorly without making it clear that their performance or behavior is
unacceptable.
9. Follow up on commitments so that people can depend on your words and your consistency.
10. Let others know the care, appreciation and compassion you feel, instead of holding back.
References
Bolman, L. G. and T. E. Deal (1991). Reframing organizations. San Francisco, CA, Jossey-Bass Publishers.
Bossidy, L., et al. (2002). Execution: The discipline of getting things done. New York, NY, Random House.
Collins, J. (2001). Good to Great: Why Some Companies Make the Leap...And Others Don't. New York, NY, Harpers
Business.
Katzenbach, J. R. and D. K. Smith (1993). The wisdom of teams: Creating the high-performance organization. Cambridge,
MA, Harvard Business Press.
McChesney, C., et al. (2012). The 4 disciplines of execution. New York, NY, Free Press.
Samuel, M. (2006). Creating the Accountable Organization: A Practical Guide to Improve Performance Execution.
Katonah, NY, Xephor Press.
Studer, Q. (2003). Hardwiring excellence. Gulf Breeze, FL, Fire Starter Publishing.
Studer, Q. (2013). A Culture of High Performance: Achieving Higher Quality at a Lower Cost. Gulf Breeze, FL, Fire Starter
Publishing.