| To accomplish this we are introducing the Rapid
Results System (RRS). The foundation for the RRS
is a concept called the balanced scorecard, a carefully
constructed dashboard of key performance indicators (KPI's)
measuring results on critical core processes. Critical
core processes are defined as those processes essential
to creating value for the customer.
This process begins with top leadership analyzing the
organization, getting input from all internal levels
and customers, and determining four key focus areas
that are vital to accomplishing the organizations vision
and delivering value to everyone involved. These usually
fall under four main categories of people, productivity/operations,
profitability, and promotion/sales/business development.
The key is to focus on only four major areas, but also
keep them in balance. Too often we only measure profitability,
which is very important but a lagging indicator, and
make decisions adversely impacting the other three focus
areas which are primarily leading indicators, i.e. things
that generate revenues. The objective of a balanced
scorecard is to help you make better decisions about
your business.
There should be a total team scorecard, and then each
profit center, team leader, and individual will build
their own scorecard focusing on the vital few things
they will contribute to drive performance, create value,
and achieve the vision. The goal is that everyone should
know what awesome, spectacular performance looks like
for their position and what they must be accountable
for contributing to help the organization succeed. We
want disciplined people, thinking disciplined thoughts,
doing disciplined actions to deliver results.
Once the scorecard 'dashboards' are in place there
should begin a streamlined and simple performance feedback
review system to make sure everyone is making progress
on their key performance indicators. The objective should
be to have a systematic, predictable, productive, and
participatory pursuit of reality.
- Systematic: It should be a simple, set format.
- Predictable: It does occur once every month. It
is a 'sacred' meeting.
- Productive: It focuses on the vital few things that
drive performance.
- Participatory: No micromanagement is allowed. It
is a partnership to drive performance.
Once a month at a set time for one hour each office and
team leader should individually review with their leader
( with carefully selected other participants) their progress
on the balanced scorecard dashboard indicators. This can
be a virtual meeting, but face-to-face is best. The team
to be reviewed will provide a brief written summary two
working days in advance which should be in the same format
as the meeting as described below.
- Ten minutes review 'month past' any unfinished business
or action items from last review
- Twenty minutes on 'month present' progress on KPI's.
- Twenty minutes on 'month next' actions and any course
corrections or action items.
- Ten minutes on year-to-date progress/success and
year-to-go future concerns.
If a team or individual can't provide a satisfactory report
in one hour there is a problem. They should not come to
the meeting with problems but with well thought out solutions.
The emphasis should not be on top down micromanagement,
but participatory problem solving. The emphasis should
also not be on fixing blame, but fixing performance and
recognizing success. After the meeting the reviewed team
or individual should provide a brief written recap summary
of this review meeting highlighting any action items.
It is crucial to note these review artifacts/documents
should be kept brief and form a historical record of progress.
Once a quarter the executive leadership team should
meet and do a longer, large scale overview of the overall
progress. Again, the objective of the Rapid Results
System (RRS) is to provide a systematic, predictable,
productive, and participatory pursuit of reality. It
should keep individuals, teams, and the organization
from getting so far off course that successful corrections
cannot be made. This relentless pursuit of relevant
results is the key to reaching the organization's vision.
This type of disciplined, focused review of performance
should also serve as a model for how individual performance
should be reviewed throughout the organization. Everyone
should have a simple, streamlined task description detailing
what they will contribute to deliver awesome, spectacular
performance. They should have a mini-review once a month
on their own dashboard of key performance indicators.
The goal is 'no surprises' at the regular performance
review time.
This Rapid Results System
should produce an engaged workforce at every level striving
to deliver performance that will accomplish the organization's
vision. Everyone should be 'set up' for success. The
end result is an engaged workforce with shared vision,shared
values, relevant goals, and a high degree of local autonomy. |
