Performance measurement

Seasonal Wishes

It seems to come around more quickly than ever, as if trying to catch you by surprise.  Nevertheless, ready or not, it is once again the time of the year to take a break from business and the responsibilities of everyday life and focus on things that are just as - and possibly even more - important. No doubt you have earned the break and, however long yours is, as you take it, I wish you and yours everything you wish yourself for the festive season holidays and the coming New Year. May you see the fulfillment of every one, and even more. I look forward to your company again in the New Year.

2016 Happy Holidays

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If you like what you have read contact me today to discuss how my ‘Every Individual Matters’ Model could provide the catalyst to help you create a culture in which everyone cares and the business becomes our business, embedding improvement that transforms – and sustains – organic business performance.

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Bay Jordan

Bay is the founder and director of Zealise, and the creator of the ‘Every Individual Matters’ organisational culture model that helps transform organisational performance and bottom-line results. Bay is also the author of several books, including “Lean Organisations Need FAT People” and “The 7 Deadly Toxins of Employee Engagement” and, more recently, The Democracy Delusion: How to Restore True Democracy and Stop Being Duped.


Busting Bureaucracy by Eliminating Hierarchy

Breakthrough 000004140750XSmallRather ironically, hours after posting my blog last week (Cats, Caterpillars and Business), I received reinforcing information that substantiated all my points. And from no less an authority than Professor Gary Hamel. He enumerates the staggering scale of efficiencies that I alluded to but couldn't quantify for myself.

Believe me, when I talk about staggering numbers, I am not exaggerating! Talking about the US alone, he quantifies “the prize” for “busting bureaucracy” as $3 trillion p.a.! Perhaps, writing it as $3,000,000,000,000 gives you a clearer idea of just how much that is. Especially when you factor in this is an annual figure! Even if that number is 50% over-optimistic it is still significant. And what if it is conservative? No matter how successful you are, the possibilities this presents have to make you curious. 

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If “No Man is an Island”, then “Every Individual Matters!”

As a human being you cannot survive on your own. It doesn’t matter how capable or self-sufficient you consider yourself to be, it is practically impossible. Interdependence is an inescapable fact of life. If you are a manager or leader, you definitely depend on other people to achieve results. And, even if you aren’t, you are still likely to rely on other people to be able to get your job done. This makes managing relationships an essential life-skill.

John Donne encapsulated this when he said, “No man is an island, entire of itself: every man is a piece of the continent.” For most of us, this “continent” is the organisation where we work. This is significant because, if you are a “piece” of the organisation, it makes the organisation itself the ‘framework of relationships.’ This begs the question, “To what extent do you recognise this and regard your organisation as a ‘framework of relationships.’?

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Securing the Successful Future of Your Organisation

How not to lead change - 123rf_25317560_sLess than 3% of leadership time is spent on collectively building a view of the future. At least, so said Gary Hamel and CK Prahalad in their book “Competing for the Future.” You might find some comfort in the fact that shocking statistic is over two decades old. But, even if things have improved subsequently, it is cause for concern.

Both the pace of change, and the fact that 70% of change initiatives, reportedly, fail to achieve their objectives, suggest that proportion should be significantly higher. This implies a need to take action to improve matters. Before identifying how to do that, however, you might ask, “Why, given the rate of change, do leaders not spend more time on this?” After all, safeguarding the future is surely a primary leadership responsibility.     

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Turbo-Charging Transformation & Performance Improvement

Turbo-charger www.123rf.com_37618271_sIt is encouraging to know that employee ownership is becoming increasingly popular and more widespread. According to Chief Executive Magazine the number of worker-owned businesses in the US is growing around 6% per year and such businesses now account for 12% of the private sector workforce. Apparently, this is due to initiatives “to empower their workforce employees by selling their stock to an ESOP or similar worker-owned arrangement” and/or “from founders wishing to reward employees while cashing out of their business.”   

Yet, notwithstanding such developments, difficulties remain. The article identifies 2 major dilemmas:

  1. Private companies lack the public trading capability that listed companies use to motivate employees;
  2. Governance “challenges” if subsequent owners are unwilling to continue running the business.

Then, presumably as solutions to these dilemmas, the article offers two case studies. The first describes the transformation effected by a shared compensation system at Johnsonville Sausages; and the second reveals how, over 30 years,  Burns and McDonnell, grew from 600 to 5,500 employees (816%) and increased revenues from $40 million to $2.6 billion (6400%) as the result of an ESOP (Employee Share Ownership Plan.) Then, despite this example of extraordinary growth that most organisations can only dream about, the article simply concludes by identifying the upside and downside of ESOPs. So let me add to the subject.

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The Great Training Robbery

Robbery 123rf.com 53073401_sMuch as I would like to take credit for (what I think is) a catchy headline, it is actually inspired by an October 2016 Harvard Business Review article: “Why Leadership Training Fails – and What to Do About It.” The article justifies the phrase by saying that, globally, companies spent $356 billion on employee training and education in 2015 but are not getting a good return on their investment, as “learning doesn’t lead to better organizational performance, because people soon revert to their old way of doing things.” If you contributed to that global figure, I suspect you already know that!  

Nevertheless, the “What to do about it” aspect makes the article worth reading. Beware, however, the “leadership training” focus. Its undoubted relevance to leaders ensures it inevitably applies to all organizational training. Any narrower focus, unfortunately, is limiting. As it is, I think it perhaps constrained the writers and led them to omit points that would increase the return on all training investment. Let me share some.  

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Avoid the Unfortunate Consequences of The People Paradox

Have you ever heard of The People Paradox? I hadn’t either, although I was well aware of Lord Acton’s famous quote that, “Power corrupts and absolute power corrupts absolutely.”  Well, apparently that’s not just a bon mot: power does corrupt. Certainly according to research cited in the HBR.

Double standards_000019802064XSmall

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Human Governance: Golden Rule or Platinum?


Weighing things up 123rf.com_17770089_s
Last week I wrote about The Golden and Platinum Rules in the context of Customer Experience. Today I want to discuss them in the broader context of human relations before, once again, narrowing the perspective and looking specifically at their role in the workplace. But, first let’s ensure a common starting point.

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A Better Way than Worker Cooperatives and ESOPs

I have recently noticed a spate of material on the subject of worker cooperatives. The most interesting was the Forbes article “For Some, Worker Cooperatives Emerge As An Alternative To ESOPs” which made me wonder if worker cooperatives were a new trend.  If so, it certainly provides food for thought.  

The article suggests that worker cooperatives are a result of changing demographics and a means of addressing the disruptive effects of generational change. Perhaps, but their providing a solution for only “some” implies that ESOPs (Employee Share Ownership Programmes) are the only other option. While history certainly entitles both to be options, being the only two suggests rather limited thinking. After all, both have their shortcomings, which – at the very least – warrants exploring other possibilities.  

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The Power of Remarkable

Outstanding 123rf_10470826_sIt could hardly have been better timed. After writing last week about achieving the remarkable, I received a newsletter from Charles Bennett, Partner and Thought Leader at The Focus Group, illustrating what achieving the remarkable means when it comes to customer service. In it he tells a powerful story from his experience. Like any good story it inspires and demands retelling, so it is with great pleasure that I share it with you. Here it is in Charles’ own words, exactly as I received it.

 

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