Skip to main content

Have You Defined Your Performance Principles?

business performance principles
Get your copy today
Available from Amazon and iTunes
When we experience the day to day frustrations of our team not working in the way that we want them to we have a few options:

  • We can shout at them and tell them that their work isn't good enough.
  • We can try and figure out why their work isn't good enough and try to help them improve.
  • We can articulate what good looks like and help share with them some principles we want them to work to.
The last point, sharing with them the principles of how you want your team to run, can be invaluable not just for your under-performing team members but for the wider business.

Let me give you an example.

I worked with a business that was struggling to keep up with their client projects. We looked at a number of their failings and came up with handful of 'performance principles' that included:
  • We don't do surprises - if something bad happens tell your team mates immediately and work on a plan together.
  • Walk don't run - if the pressure gets too much don't do the 'headless chicken' dance, slow down and think!
  • Preparation equals productivity - if you haven't prepared, don't start.
I'm sure that you get the gist. These were reminders of the way that we wanted to work and were written in a way that helped the team to periodically focus on how they wanted to act and behave so that they could adjust their management and leadership style for the deliver of their projects.

Performance principles are another way of sharing a standard with your team. If you do it right then you will be able to get the team involved with defining the standards and the principles and get even more buy in to this approach.

The business that I mentioned before came up with ten principles and they now regularly score themselves out of ten as to how many of the principles they are living and breathing. This is also one of the strategies that I share in my book Losing the Cape; it is a great way to help your business shift away from re-active firefighting and into proactive work on improving the performance of your business operations.

If you haven't defined and shared something like this with your team is today the day to put pen to paper?


Giles



About the author Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes. Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous improvement toolkit.

Subscribe to my email updates and receive my on time delivery and productivity improvement guide:



Popular posts from this blog

Want more time for your projects? Try the 'Hour of Pain'!

Do you find your day being broken up by interruptions, stopping you from getting on with your work?

Continuous improvement projects often fall foul of this. The day can become so inefficient through the constant stopping and starting that we only just seem to have enough time to get the 'day job' completed.

I was in a meeting last week where this same issue cropped up. It also cropped up today. It's nothing new, but it is still a pain in the rear!

So, let me share with you an approach that has worked for my clients - the 'Hour of Pain!'.

Where there is a (performance) gap there is a concern

I had a really good day yesterday working with a client's team.

The team has issues. Plenty of issues. Some are managerial issues, some are people issues and some are production issues.

When I first met the team they didn't know what to do with their issues, so I started by helping them to see more issues.

Issues everywhere, they didn't seem very impressed.

And then we captured the issues as 'concerns' into the tried and tested 'concern cause countermeasure' format and followed the process:

Concerns probed for root causes and root causes converted into countermeasures.
Soon they realised that some of their root causes dealt with numerous concerns and they gained momentum.

Yesterday we pulled another one of their processes apart and identified all of the gaps. The gaps became concerns and we fed them back into the process. Now they have a practical action plan (of countermeasures) to upgrade the process in question.

What do you do with your performance gaps? …

Free Continuous Improvement Guide

I have recently published a new free guide, with the title:
Six Quick Tips to Help Continuous Improvement Deliver Results Faster In the guide I share how to:
Use the continuous improvement cycle properly.Get projects moving, if they are slow to start or have stalled.Identify the 'biggest bang for your buck' when reviewing opportunities.Determine the level of change you need to achieve through your improvements.Flip staff grumbles and concerns into positive improvement actions.Increase the overall rate of progress on your projects. All of the tips are highly practical and are no-cost strategies.
To get your copy, just click on the button below and access the guide in just a few moments from now.



Enjoy reading,

Giles
About the author Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes. Giles is also the author of Business Process Re-Engineering and creator of the 'Making It Happen' continuous i…