Monday Morning MashUp: Build A Better Baseline for Performance

Monday Morning MashUp: Build A Better Baseline for Performance

A Better Baseline for Performance

Creating A Culture of Accountability

Part 2

Let’s then look at the context of your management conversations as they relate to holding people accountable. As I said previously, the building block of personal accountability is knowing how to answer both of the following questions for every person you manage:

  1. What am I supposed to do?
  2. How well am I doing it?

Only then can you confidently or competently (hopefully both) deliver the results your company is looking for.

It’s the manager’s job to provide this clarity around performance expectations. While we all know this to be true (duh!) I’ve found managerial capability at setting clear expectations all over the map from outstandingly anal to loosey goosey telekinetic transfer type assumptiveness to just plain hope. Of course depending upon the business, some companies have a great deal of rigor around expectations and others don’t. And in cases where rigor may be present, consistency and communication may be lax or missing entirely.

So let’s baseline it. Performance expectations begin with the job role. When was the last time you sat down and reviewed the actual job role/job description against the actual work that needs to be done?

A good job description contains:
Responsibilities

What are the overarching responsibilities of the role? These generally tend to be broader categories of work that drive the specific tasks for the role, but may also speak to the expected interactions within the team, unit or company, i.e. “Manage, track and report on all project execution.

Job Responsibilities - Baseline Accountability

Job Responsibilities – Baseline Accountability

 

Types of Work

This is an outline of the specific executables the job role is designed to deliver, i.e. “Create Project Plans.”

Types of Work - Baseline Accountability

Types of Work – Baseline Accountability

 

Key Performance Indicators or Key Result Areas (KPI’s and KRA’s)

These are your performance metrics – how you measure successful execution. This is typically where all the focus is when managers conduct a performance review. An example of a KPI is “Percentage of Projects Complete” or “Percentage of face time with clients.”

KPI - Baseline Accountability

KPI – Baseline Accountability

 

Core Values

This can often be overlooked and missing. Core values are generally the company core values – but can also contain specific values for the department, unit or role. Values drive behavior. So including these allows you to have a better understanding of the expected behaviors. However they must be illuminated to include more than single word values like “integrity.” You must also include the context i.e. “Here’s how we see these expressed….” Do so in a way that indicates “including but not limited to” so the understanding is that there are additional ways to enact these values.

Organizational Structure

A visual representation of there the job fits in the organization. A clear reporting structure. The role should be clear about what other roles/jobs it impacts as well as upline and downline accountability.

Organizational Structure - Baseline Accountability

Organizational Structure – Baseline Accountability

 

Decision Making Authority

This is the portion of most job descriptions that is missing entirely. Decision making authority is the seat of empowerment. Knowing clearly what decisions a job has allows that person to add significant value because he/she is clear on what is his/hers to own. The individual knows where he/she needs input, where he/she needs approval and where he/she doesn’t.

Decision Making Authority - Baseline Accountability

Decision Making Authority – Baseline Accountability

 

If a person does not know if they have the authority to make a decision, sometimes they ask, sometimes they wait, sometimes they assume others will tell them….either way this thwarts accountability and a lot of times is the underlying reason people don’t take responsibility as there is confusion about who has the decision making authority. In addition, if two people think they have authority this can create conflict and it too thwarts accountability.

Decision making authority also links directly to employee engagement and motivation. When an employee is clear on what decisions they are held accountable for, they experience the necessary autonomy they need to initiate where they are expected.

Suggested Strengths

If your organization has dipped a toe in the notion of “engagement” and taken the time to learn about Strengthsfinders – the notion that people perform their best when doing work that plays to their strengths, you can start to analyze the work demanded from a specific role in terms of the strengths that are best suited for that role and would be most successful. This extra step can work to ensure you’ve got the “right people in the right seat” on your proverbial bus.

Now Start the Conversation

So now you have the seven critical aspects of a complete and useful working job description – an example provided by the Growth Curve Institute, experts is helping you build sustainability for your growing business. This sets the baseline for performance expectation. Now you must master the conversation itself. Managers who can capably identify performance issues, frame them up at the beginning of a conversation designed to hold a direct report accountable while simultaneously building respect and creating openness is where everyday accountability building and maintenance happens, in real time, everyday.

If this is a skill set you desire to have. Get in touch. We can help you put accountability back on the job.

The MashUP Resources

 

Inspiring Performance

Dov Seidman, argues that the last era of management was about how much performance we could extract from people—and that the next is all about how much humanity we can inspire.

Strengthsfinders

Based on a 40-year study of human strengths, Gallup created a language of the 34 most common talents and developed the Clifton StrengthsFinder assessment to help people discover and describe these talents. In 2001, the initial version of this assessment was included with the bestselling management book Now, Discover Your Strengths. The discussion quickly moved beyond the management audience of this book. The goal was to start a global conversation about what’s right with people. It appears that the world was ready to have this conversation.