I spent the last 2 days in a workshop learning about performance and accountability from Shane Yount of Process-Based Leadership. His model is a terrific match for the strategy work I do – once you know where you want to go, then you need to activate the organization in a consistent, engaging, disciplined-but-flexible process.
I often talk with my clients about “strategic management,” which is the on-going ability of the organization to identify the right things to work on, and then to actually work on them – as opposed to getting consumed by day-to-day work that puts things off-track.
What powers Shane’s performance system is a “culture of accountability.” What does that look like?
- There are clear priorities for each team – and the company as a whole – to focus on
- There is a sense of urgency in each team – Shane is a strong proponent of a weekly cycle
- There are “non-negotiable rules” that people hold themselves, others, and the organization to – things like showing up for meetings on time, coming to meetings prepared, and taking responsibility for “re-negotiating” commitments if they are not met
- The dialogue is about what people do, not how they feel
- How do you know if you need it?
- The performance of your company or team is driven by the force of the leader’s personality (and if that wasn’t there, who knows what would happen…)
- The company or team focuses on whatever is in front of it at the moment
- There is selective engagement – people are able to set their own level of effort and contribution
Many companies don’t need or want a complete structured performance system like what Shane offers. But whether you’re talking about my “strategic management,” or Shane’s “process-based leadership,” every company needs its own “management toolbox” to drive performance.
Is your company’s performance saying you have the right tools?