If Only The Same Rules Applied

Imagine walking into a bar and overhearing a couple of strangers discussing your job performance. Then, your attention is drawn to the TV above the bar where you see a picture of your face with the word, "Under-performing" featured under your portrait.

Dejected, you walk home to find a newspaper laying on your step and the headline reads your name followed by, "Is It Time He Was Fired?"

After a restless night's sleep, morning radio's call-in show is all about you: your lack of production, your below-par performance and your seeming unwillingness to explain why you are overpaid for such sub-standard results.

And to top it all off, just as you find your rhythm in your work day, you are constantly interrupted by small groups of people who stick their heads over your cubicle wall and yell, "YOU SUCK" at the tops of their lungs.

Such is the life of a sports figure. That's an average workday when a public sports figure seems to be under-performing or hitting a dry spell in production.

Maybe the same rules should apply to every person, sports figure or not. Imagine if your performance were under the watchful and judgmental eye of the public.

Maybe the same rules should apply in how we treat sports figures. Perhaps everyone's performance should be open to judgment and public discussion. Maybe then, the half-hearted efforts and "good enough" attitudes would cease to be.
Maybe.
--
Kevin Burns - Corporate Attitude/Culture Strategist
Speaking Web Site http://www.kevburns.com

Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™

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Are You Going To Measure That Too?

It is unfortunate that the corporate consultants have convinced you that if it moves, it needs to be measured. The measurement metrics are getting out of hand. They have even been given a fancy name: competency frameworks.

While I agree that it is important to measure some things within an organization, there are others that don’t. Do cultural competencies need to be measured? Cultural competencies are the behaviours that reinforce the organization's values. In other words, people are measured to ensure that every action, word and deed is in alignment with the corporate values that the employee may or may not agree with. They may be good workers but may not agree with the direction of the organization. So why not just address it face-to-face instead of measuring it, pouring over the information, and then addressing it?

Then there are the leadership competencies and management competencies. Technically they are close to being one in the same. Since leadership has become just another fancy word for management (although I think they are vastly different but how do you measure an attitude?), it really is considered to be the same thing. But management consultants are supposedly different than leadership consultants. Therefore, they each have their own list of competencies. Is this duplication?

Look, competency frameworks are supposed to measure competency. But if a manager scores low in competency, why is he still a manager? If a leader scores low in competency, why is she still a leader? If the strategic competency scores low how are you still in business? If the cultural competency scores low, maybe it's the culture of having all of these damn metrics that are bothering people.

How deep the measurement goes is completely dependent upon the organization. A consultant might say, "You know, I’ve been pouring over the data and I really believe that if we change the Columbian blend of coffee to a Kona blend, we could realize a 2.7% increase in productivity within the first three minutes after coffee break."

Perhaps that might be useful information - perhaps not. When you start measuring, you open yourself to all sorts of outside influences you have no control over. That 2.7% increase in productivity may be erased by the extra three minutes in the bathroom because of the big bowl of Señor Juan's killer chili the night before. (Sorry, I know, bad visual.)

Shouldn't the health of an organization be first and foremost dependent on the satisfaction of its customers? Shouldn't you be more concerned about generating revenue streams than you are about what you do with the money when you get it? Granted, what you do with the money is important. But it doesn't make any difference what you do with it if you aren’t making any – because you’re spending it on measuring how much money you don’t have.

If you want to check the pulse of your organization and find out if it's healthy, check in with your customers. Let your customers measure how well your organization is doing. Let your customers tell you what can be done to improve. Let your customers tell you how to fix your service. Let your customers suggest the necessary changes. What you really should be measuring are the results of your customer service.

Really, are you so starved for a pat on the back that you are willing to celebrate a 2.7% increase in productivity within the first three minutes after coffee break because you changed the brand of coffee? Let's get on with what you’re here to do: serve your customers. Remember, it's about them, not about you. If you’re placing too much stock in metrics then you’re not having the conversations with the people who keep you working. Client conversations and relationships trump internal spreadsheets and data every time.