Measuring Performance

Measuring Performance

There are many ways to measure performance.  It can be on the task performed or the goal to be reached. How quickly and easily it was reached.  The other measure that could be applied is how quickly customer improvements are applied.  But the best measure is whether or not everyone ... customers, employees, and associates ... would recommend Yahoo on a scale of 1 to 10 and then why.  One provides the quantitative value, while the 2nd question provides a qualitative value which may contain additional information to further improvements.

But let's get back to Goals and Objectives.  What drives these?  A CEO's vision of a better future, or a customers feedback?  Or both?  How do you measure these?  

One of the biggest mistakes that most people make is that they create rules at the 50 yard line.  50% you win, 50% you loose.  But what's at the 100% yard line.  If there was a rule that stated what the best possible outcome could be, wouldn't you prefer to strive for that? 

This objective, the 100 yard line, is more than a fantasy.  It's actually a statistically proven psychological fact.  Two hockey coaches each trained a team. One told his team what not to do. Another told his team what to do.  Each team did exactly what their coach told them to do.  Exactly .. but here's the catch.  The team that was told NOT to do something, did it what they were told not to do.  The team that was told to do something did exactly what they were told to do.

So you can set goals at the 50 yard line or the 100 yard line.  What type of Goals and Objectives would you prefer to set and have set for yourself?

The Truth About Leadership - Part 6

You Can’t Do it Alone

This statement is half true. First there is an understanding that leadership requires others to be lead. The definition of leadership says nothing about this. While it may be implied, who leads you when you choose to push harder or not push harder to achieve certain goals? It’s you. You are your own leader. Therefore, no one else is required to lead you. However, when we look at goals beyond the personal goals, then this statement is true. Without the 100’s of 1000’s of dedicated men and women who worked on the Lunar Moon Project with NASA, we would not have achieved that goal.

On page 62, the claim is made about leadership, “How do you know someone is a leader? […] The simplest way to know is just to look to see whether that person has followers. If you think you’re a leader and you turn around and no one is following you, then you’re simply out for a walk”. This is very disparaging for personal leaders to read; since it discounts the personal growth work they are doing to improve not only themselves but also the life of others around them, who may not even be aware of it.

There are silent leaders: people who work tirelessly behind the scenes without any thanks or congratulations or even knowing how their actions will affect other people, but hope that it will have a positive effect. These leaders are just as important and powerful as the visible leaders. Buddhist monks discovered this type of leadership 1000’s of years ago and call it, “Taking action without action!” Simply by virtue of being who they are, and doing what they do, regardless of whether or not others follow them, they demonstrate how a better future could look. If someone happens to notice, they may become curious and ask how they do it, and study under them. But at no time does the Buddhist Monk become attached to their presence, how good or bad they are at mirroring their behavior, or whether or not they have achieved the goal of “Taking action without action!” They are content in knowing that the human condition for another small part of the world has been improved every so slightly.

So much of this chapter is about the human condition:

Making a human connection

Hearing what people are saying

Uniting people to solve a shared problem

Making others feel strong, capable, and empowered

Bringing it out of others

On this last point, please refer to “Total Quality or Else” (1991) by Lloyd Dobyns and Clare Crawford-Mason, ISBN 0-395-57439-0, who discuss the history and lessons learned when Dr. Demming, the creator of Total Quality Management worked with the Japanese to improve their systems. Dr. Demming realized that every worker was seeing a part of the process and knew ways that their process could be improved. He utilized this information by aggregating it into larger Quality Initiatives to build better products, stronger companies, and product improvements.

So, what “Bringing it out of others” is referring to, is that you have to listen to the men and women on the front line who are making the parts, assembling the parts, polishing the parts, and using the parts for their ideas on how their part of the process could be improved. If you ignore this information, no one will care about your product or service. And, I do mean, “NO ONE!” How many people still use a typewriter today vs a word processor, today?

How deep does the lotus blossom's color run through your curiosity?

Dalai Lama

We need to understand the inadequacy of an educational system so slanted towards material values. The solution is not to give an occasional lecture, but to integrate ethics into the educational curriculum. To do this effectively requires a secular ethics, free of religious influence, based on common sense, a realistic view and scientific findings.

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I don't believe that this post is from the Dalai Lama. What stands out is that the Dalai Lama is making several judgments, which he would never do. The Dalai Lama projects a vision about what education could be. The judgments are: inadequacy of an educational system, slanted towards material values, not to give an occasional lecture, and secular ethics free of religious influence based on common sense. The vision of a better education system looks at the problem of getting young minds to engage in the process of discovery. For example, how does a lotus blossom's color come to be? What minerals are needed? How do these minerals move through the flower? What role does water, mud, sun, and surrounding environment play?What sounds are made as a lotus grows? What do cross sections of the flower look like if drawn by hand?  If the child were curious about just a flower and nothing else, how could this motivation to learn as much about a flower as possible be used to shoe horn in other subjects needed to study the flower .. like reading, writing, composition, comprehension, science, art, music, competition, ecology, and so on. The vision is to improve education. How then does judging and deeming it inadequate help? This creates two, separate, and unequal parts. It is better to point towards the flower, and say, "There is only 1, when two are of the same mind".  The master guides the student's curiosity and discovery.

Staying Motivated?

In Max Muscles February 2014 issue, David Calhoun, describes how he stays motivated and determined.

Set a goal and don't give up Pushing for better Making the right choice from one decision to the next Remember you're being watched Remind yourself every day why you're on this journey Find reasons to keep going on the journey Be proud of the progress Don't be satisfied with status quo Remind yourself that there is another level to reach Make yourself better than you were yesterday You influence people around you by just being present Maintain a positive mental attitude And ... Enter a contest.

Apparently money is a motivational factor. =)

So, how do you stay motivated, excited, determined, and inspired? Do you enter contests?

The Truth About Leadership - part 1

“The Truth About Leadership”, (2010) by James M Kouzes and Barry Z Posner, ISBN 978-0-470-63354-0.

“The Truth About Leadership” talks about 10 truths.  They are:

You Make a Difference

Credibility is the Foundation of Leadership

Values Drive Commitment

Focusing on the Future sets Leaders apart

You Can’t Do it Alone

Trust Rules

Challenge is the Crucible of Greatness

You Either Lad by Example or you Don’t Lead at All

The best Leaders are the Best Learners

Leadership is an Affair of the Heart

The book claims to be about “Fundamentals” and how they are the “building blocks to greatness”.

So let’s put these truths to the test against the definition of Leadership, which is, “Guiding Intent with Integrity”.

The book starts by making a fundamental mistake.  It does not define a definition of leadership from which these truths are based in.  This mistake allows for many other misunderstandings to follow. An explanation follows as each truth is examined.

WHAT MAKES YOU FEEL BETTER WHEN YOU ARE IN A BAD MOOD?

When I'm in a bad mood, I take time to journal about what has upset me?  I ask a series of questions ..

What is upsetting me?

What caused this upset to happen?

What should I do to resolve this upset?

How do I feel at the time of this writing?

Can I live with the upset and that which caused me to become upset?

What to do I gain by becoming upset?

What would I give up to stop feeling upset like this?

What would I gain if I stopped responding this way?

What do I want?

I then take a nap and fall asleep.  The questions, solutions, wants are subconsciously processed . New possibilities surface, and that which caused me to become upset ceases to upset me any more.