I was working through some performance management issues with a client the other day. We took the company’s key service offerings, broken those down into tasks, and then looked at the individual position involved in each task. A single individual completed some tasks. People in many different roles completed most tasks.Efficiency is doing things right; effectiveness is doing the right things.Peter Drucker
As we were discussing this, my client commented that it was not enough just to perform the task; the task had to be done correctly. That got us to thinking about the processes involved in task management. To put things more simply, we wanted to look at how to manage both the how and the what!
Defining OutcomesSeveral years I was doing a management seminar and I commented that the best way to think of performance management was to start with the outcome and then work backwards. The fellow who was hosting the program, a human resources veteran, told me that that was a unique way of looking at things…the traditional HR performance management approach was to look at each step and manage the process.
Managing MethodIt is not enough to manage outcome…we must also manage and provide guidelines for methods. If we learned anything at all from the financial crisis is that, the way we achieve results has consequences! The values of your company must permeate down to the methods of delivery. Sometimes, method is very prescriptive and other times it is more philosophical. Here is an example from watchmaker Rolex. It defines the corporate characteristics they call The Rolex Way.
The Rolex Way1. A way of doing things unlike any other.
2. The way we make watches, the only thing we will ever make.
3. ‘Precise’ is too imprecise for our attention to detail.
4. ‘Tradition’ is too conventional for the innovation we undertake.
5. We sculpt, paint and explore. But sculptors, painters and explorers we are not.
6. There is no word for what we do.
7. There is only a way.
8. The Rolex Way.