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Five Toxic Employee Attitudes that should be Banned from the Work-Place – People Barriers to Operational Excellence

Five Toxic Employee Attitudes that should be Banned from the Work-Place – People Barriers to Operational Excellence

by | Jul 9, 2021 | Business, Business Operations, Career, Leadership, Management, Managing Yourself, Office Etiquette, Performance, Productivity, World of Work

Do you sometimes look around you at work and think you are in the middle of a role play game with quite a few characters that play the same roles again and again? I do and not being a very patient person, it does take a lot of effort for me to keep my mouth shut and continue to stay in MY character and play the game. For that is what the corporate world is – a game. And even if you don’t want to play the game, you need to know the game and know the characters very well to achieve what you have set out to do. In my case, it is operational excellence. Your objective could be something else but you would agree with me that it would make our workplace much more pleasant and energetic and reaching business goals that much easier if some Toxic Employee Attitudes were left out at the door. So much of organizational success depends on the culture that is prevalent in the organization. I have written about the part that leaders should play or not play in the past and today’s post is for the rest of us. To be really effective at work, we have to know and understand the people we work with. Each one of us at work has a responsibility to ourselves and to others to not indulge in toxic attitudes and behaviors at the work place. Life would become so much simpler (albeit less dramatic) then.

Here are the five most common Toxic Employee Attitudes that I have seen block personal and professional growth at the work place – let me know if I have missed any:

Attitude #1: It’s not my job or Take No Initiative –

Such people specialize in advice. They can spend hours discussing how Mr. /Ms. So-and-So (especially those in management) are not doing their jobs and if they are, how they should actually be doing this much better. They are experts in their knowledge of who could or what could be better – and the more they know and discuss, the better they feel. And no, they don’t spend time debating on how they could contribute or help. Wouldn’t it be great if they actually used this knowledge to take initiative themselves to actually go and volunteer to DO some of these things, that they know so much about, themselves ?

Attitude #2: I know who is pulling the strings and why or the Conspiracy Theory –

The intelligence agents who think that there is a sinister agenda behind every move in the organization – they thrive on drama and love sharing their inside intelligence with people on their latest theories on how management is out to get them. This one is actually fallout of less than transparent communication from the leadership teams which provides fodder to some people to create stories and scare the living daylights out of people around them. Fear and confusion are not conducive to performance and productivity. Wouldn’t it be great if these people took this particular brand of creativity outside the workplace and wrote thriller novels that I am sure we would all love to read?

Attitude #3: What is the point or We can make No Difference –

Most commonly seen in people who are unhappy with their jobs for whatever reason, this attitude is a complete dampener for people around them who love their work and are passionate about what they do. They do not believe in positive outcomes and spend time curbing the enthusiasm of those that do. If you are unhappy and still choose to stay on, it is your choice. Now that you have made that choice, do you want to spend your time in doing mediocre work for work’s sake or try to inject a dose of excellence in whatever you do and become happier by the day? And let others do their best work in peace?

Attitude #4: I cannot/will not move forward and I will do my best to pull you back too or the Frog in the Well –

I don’t understand the reasons behind this attitude myself – on why someone would want the opposite of a win-win situation. But I see this very often, common symptoms are – share no credit, slander and back-stab at the first opportunity; sabotage any work that one does not directly own, etc. Why? Why? Why? Why would you want to pull down people when you can help push them up and maybe rise yourself too? Beats me but please stop doing this – you are sabotaging yourself in the long run.

Attitude #5:  Who me? I didn’t say/do anything or the Passive Aggressive behavior –

This is a very difficult attitude to identify or nail down as such people hide behind the smoke (And I am not being dramatic). Look for these people in meetings and conferences – no response to requests for question or feedback but the moment the meeting is over, you can find them with an audience around them near water coolers, coffee tables or whatever the organization version of that is. This is wrong, that is a bad plan, I know this will not work, we are doomed – you get the drift. Such people don’t speak up when they are given the opportunity to but are very vocal behind the scenes. And even more dangerous, sometimes very quietly block, hinder or just delay their part in the work flow. If you don’t like something or you don’t support a decision – can you please speak up? Chances are that your feedback could be very critical and help influence the decisions or change things the way you want.

We could do so much more if we learnt to respect ourselves and others at work.  Not see each other as adversaries but as fellow travelers – united to work for a common goal. As Howard Schultz, Founder & CEO of Starbucks says – Victory is much more meaningful when it comes not just from one person, but from the joint achievement of man.  The euphoria is lasting when all participants lead with their hearts, winning not just for themselves but for one another.

Do you think I am being very harsh or did you find yourself nodding your head along the post identifying the characters that you encounter in your organization? What do you think each of us can do make the corporate culture less toxic and stifling? What behavior’s do you think impede you in your journey to excellence at work? I would love to hear and learn from you.

Pic Courtesy : http://www.flickr.com/photos/dailypic/3360561033/

Five Key Characteristics of Good Project Governance: Towards Better Decision Making

Five Key Characteristics of Good Project Governance: Towards Better Decision Making

by | Jul 8, 2021 | Business, Business Operations, Leadership, Management, Performance, Productivity, World of Work

Effective project governance is in demand now more than ever before. According to studies, more than 80% of investors now are willing to pay a share price premium for well-governed organizations. Why? Because Governance addresses the needs to establish structure, hierarchy, sponsorship, ownership, accountability and communication to support enhanced consistency in execution, ownership and delivery. When governance is working correctly, decision-making is no longer the stalling point and the organization performs at an optimal level.

Decisions are the coin of the realm in business. Every success, every mishap, every opportunity seized or missed stems from a decision someone made or failed to make. Yet, in many firms, decisions routinely stall inside the organization, hurting the entire company’s performance. The culprit? Ambiguity over who’s accountable for the decisions. (Harvard Business Review by Rogers and Blenko, 2006)

There are multiple definitions available for ‘Governance’:

  • UNESCAP defines ‘Good Governance’ as the ‘Process of decision-making‘ and ‘Process by which decisions are implemented (or not implemented)’.
  • As per Turner (2006), governance of a project involves a set of relationships between the project’s management, its sponsor (or executive board), its owner, and other stakeholders. Project Governance provides the structure through which the objectives of the project are set, and the means of attaining those objectives and monitoring performance are determined.

Very generic definitions? Let us then go through some more details of Governance concept to understand it well. There are 3 levels of ‘Governance’ in any organization:

a)     Executive layer: This layer is considered as the highest level of Governance addressing the ownership, accountability and strategic alignment of initiatives with the organizational goals and identifies the corporate governance.

b)     Context/Execution layer: This layer sets up the context in which project is being executed and addresses two main components: (i) Establishing right infrastructure of program and portfolio management to link projects to corporate strategy, which ensures the right projects are executed. (ii) To make sure that organization has the capability to deliver the projects successfully so that projects are done right.

This layer mainly identifies the project governance and includes the decision and analysis boards, which take adjustment and corrections from Executive layer and understand the needs for adjustment and correction from the Delivery layer. This layer also takes into consideration partners, vendors and third-party participants in your programs and projects.

c)     Delivery/Individual project layer: This is the lowest working layer where set project objectives are actually executed and attained. Resources at this level are the daily work efforts owners. At this level, program and project management office (PMO) are responsible for the collection and accumulation of the data that support performance reporting. It is critical to keep a daily understanding of decisions, risks, issues and activities that will ultimately impact the delivery of initiative’s outcome. The main stakeholders at this level are Project managers, Technical architects/Engineers and PMO resources.

This three-layered structure, enables linking Project Governance to Corporate Governance and delivery capability. In a way Project governance is the bridging mechanism between corporate governance and project management.

So, how do you ensure that you have an appropriate project governance model and it is good enough per above definitions? Here are the key governance characteristics, identified by United Nations ESCAP, for achieving good governance:

Project Governance Characteristic #1: Sponsorship and Accountability

Recent research has shown that project failure is often not directly attributable to the performance of project managers and project teams. Sometimes, project failure is caused by contextual factors, such as the breakdown of sponsor governance and support.  Project sponsor holds a critical position of power being the Governor who owns the business case and provides a link between project and organization’s management, leading ultimately to the Executive Board.

Weak sponsorship not only in terms of resources but also in providing clear and timely direction, investing required time to the projects they sponsor and appropriate project management experience to have good understanding of their own role, are the common problems seen in sponsor governance failures. Your project/initiative should have a solid buy-in from the sponsor (can be executive management) and should be aligned to the organizational goals to make it a success.

Clear definition of roles and responsibility brings accountability. Who is accountable to who varies, depending on whether the decisions or actions are taken internal or external to function/organization.  In general each defined role is accountable to those who will be affected by its decisions or actions.

Project Governance Characteristic #2: Transparent with well-defined communication channels

Transparency means the decisions taken and the enforcement done is in an open and easily understood way. It means that information is freely available and directly accessible to those who will be affected by such decisions and their enforcement. It also means that enough information is provided and that it is provided in clear and concise forms and  through the right medium of communication.

Accountability (Characteristic #1) cannot be enforced without transparency.

Communication is the vehicle that powers the entire governance model. Establishing structured communications will maintain linkages throughout the three levels of governance and assure that the organizational strategy, mission, vision, and desired outcomes are maintained and aligned with the execution. This alignment can provide assurance to the organization, knowing that the outcomes of the performing initiatives are meeting its goals, as the predefined process provides the proper oversight to the responsible people. Well defined PMO (Project management office) reporting process to communicate on the initiative performance across three layers of governance plays a key role here.

Project Governance Characteristic #3: Responsive, Effective and Efficient

Good governance requires that institutions and processes try to serve all stakeholders within a reasonable timeframe and produce results that meet the needs of stakeholders while making best use of resources at their disposal i.e. decision making processes, to be supported by timely, reliable and relevant information. The requirement for timely information indicates that the reporting effort should be minimized. And reliability of information should be ensured by exposing correct current project status. Efficient project management and PMO processes are very significant to maintain the integrity of the information used to keep Project dashboards up-to-date for keeping stakeholders informed about the progress, metrics, performance, change requests and results of the project/initiative.

Project Governance Characteristic #4: Participatory, Equitable and Inclusive

Participation is a key to good governance and as such needs to be communicated and organized. At project level governance, main participants can be the Sponsor, Middle management, PMO, Project manager, Third party vendors, Partners and Customer. Ensure that all the participants feel that they have a stake in the decisions and do not feel excluded from decisions taken. Since there are several actors and as many view points, good Governance requires mediation of the different interests to reach a broad consensus. Communication of the consensus reached, to all stake holders, should be done in transparent and timely way. In general for project governance, your PMO is a crucial body for defining and managing project processes to deliver the business case outcome, defining how the project will be monitored and controlled and in keeping stakeholders involved as well as informed.

Project Governance Characteristics #5: Follow a rule of law.

During the decision-making process, law of land should never be ignored and to ensure that, good Governance requires fair legal frameworks that are enforced impartially. This is where a good understanding of contracts and agreements with customers becomes important. Accessibility to these and project terms and conditions need to be in place along with well-defined guidelines for dos and don’ts.  All decisions also need to be made considering the mission, vision and values of the organization so that the spirit in those words is reflected in all the action on the ground.

With knowledge of these characteristics, it is clear that governance is an ideal which is difficult to achieve in totality; however, actions must be taken to work towards this ideal with the aim of making it a reality because as Napoleon Bonaparte said – Nothing is more difficult, and therefore precious, than being able to decide.

So, review your current project management governance model, see if these characteristics are well-built in and if there is room for improvement. I hope that these characteristics can serve as guidelines for you to make your project a model for Good Governance.

What are your experiences with project management governance and what challenges have you faced in good governance model establishment? Please share with us so that we can learn more from your experiences.

References:

http://www.unescap.org

Eamonn V. Kelly(2010) , “ The principles of effective project governance” retrieved from http://www.pmi.org

Picture Courtesy: http://dilbert.com/strips/comic/2009-09-06/

Five Considerations to Transform Data into Insights through Effective Business Reporting

Five Considerations to Transform Data into Insights through Effective Business Reporting

by | Jul 7, 2021 | Business, Business Operations, Communication, Leadership, Management, Performance, World of Work

Today in businesses, we are not short of data. There are more than enough data points available through multiple channels for us to organize, analyze and review to our heart’s content or discontent as the case may be. Knowledge, insights and getting to actionable recommendations by sifting through this voluminous data is the difficult part. This is where effective Business reporting (or management reporting or enterprise reporting) can serve as a medium to provide knowledge in a form that enables the key-stakeholders to make informed decisions at the right time for sustained organizational success.  Management Reporting is an art and there is no single common method or set of steps to get this right. What does help though is keeping in mind the real goal behind all the reams of business reports you generate – enable the leadership to understand quickly what is going on in the business and to decide what to do with it. The business operations team can act as a primary driver in this area through creating and fine-tuning the business reporting process in the organization.

We are drowning in information, while starving for wisdom. The world henceforth will be run by synthesizers, people able to put together the right information at the right time, think critically about it, and make important choices wisely ~ E. O. Wilson

I have been doing business reporting for many years now and have to keep reinventing my style to suit the organization I work with every so often. However, I have found the following common considerations useful for making this function effective:

Consideration #1: Focusing on what’s Important –

Take some time to define the goal or the purpose of the report. To do this you need to sit with the primary intended audience of the report and agree on the area of decision-making that they want the report to support – it could be financial approvals, resource allocations, operational planning, strategic directions, opportunity qualifications etc. Once you have the purpose, focus on the primary audience themselves – what is their working style preferences (highlights vs. details), understanding level (use of terminology and technical complexity), position in the organization (authority for info provided and decisions to be made) and priorities (to determine the flow of report). Agree on the format (presentation, word document, excel sheet or visual dashboard) that the audience is most comfortable with upfront – this is important as it allows decision makers to focus on the content rather than the form. With the purpose, the level and the format of the reporting well-defined and understood, it becomes easier to focus on the data needs of the report.

Consideration #2: Source of Data –

Determine the sources that can provide you with reliable, accurate and updated data to generate the report. It is highly unlikely that a single source of data can give you the information necessary to prepare a management report. Data could come directly through systems (if you are lucky) but you may still need inputs from multiple people in the organization to give colour to the data.  So once you know what information needs to be captured, processed, analyzed, and reported, spend time in organizing the information processes and related systems for effective reporting. You don’t want to spend time running around fighting through organizational silos and inadequate data collection systems to get the relevant data in the format you want from the systems or following up with stakeholders endlessly for their inputs. Work with the relevant people to align the systems to your business reporting needs and ensure that the reporting process and timelines are well-defined and communicated with all the stakeholders who need to provide inputs. The quality and integrity of the data sources will determine the quality and integrity of your report.

Consideration #3: Analyzing and Interpreting the Data –

Now that you have the goal, the format and the source of data set, it is time now to extract knowledge from the data, analyze it and interpret it to a form that will lend itself to effective decision-making. With the advent of big data and business intelligence tools, there are many off-the-shelf products that promise useful insights with a few clicks. It would be really nice if things were actually that easy – nothing so far has convinced me to stop using my brain as the best tool I have at my disposal when I do my reporting :). While data and analytic tools can bring in precision and help accelerate the whole process through saved time and efforts, once data from various sources is collated and information is extracted, the real value that an individual can bring in is yes – connecting all the dots together. We need to keep in mind a few questions while sifting through the data and deciding what to present – what do the numbers/feedback/results mean? How do they impact the problems that we have on hand or that could arise and the decisions that need to be taken? What are the options we have for the actions that need to be taken? This approach needs domain experience, understanding of the organizational dynamics and analytical skills (and hence the heavy dependency on the human brain).

Consideration #4: How Much is Too Much? –

There are two parts to this – the level of detail and frequency of reporting needed. And for what to do here, you have to go back to the purpose of the report and who the primary audience is. For the first part, the reporting team needs to determine the optimal amount of details to make decisions and discard all the other data collected for “just in case” and “good to have” scenarios. Avoid reporting just for the sake of reporting – because you have the data, because you have a lot of time in your hands or you bring in your personal need to impress the management. That way, soon the cost of knowing outweighs the value of knowing. This is why I said earlier, management reporting is an art – you have to balance the how’s with the what’s to hit the “right” spot for the organization. If the report answers these three questions in the best way possible – how have we done so far, where are we headed and what we need to do to arrive at the performance objectives – you have achieved the goal of the report no matter what it is. You also have to set the reporting cadence and communication. How often do you need to generate the reports to ensure that the insights remain meaningful and not repetitive or in the other extreme – hindsight knowledge too late to do anything about? Along with the primary audience, who else would benefit or be affected from the decisions taken by the primary audience from the reported insights? These are important aspects to consider in setting up the reporting process and mechanics.

Consideration #5: Tracking Desired outcomes and Continuous improvement –

Once you get the reporting right, it is time to make it effective in reality. Set up a mechanism to track the decisions made as an outcome of your reports to ensure that all the hard work that has gone into preparing the report is not wasted. Record the minutes and the actions and ensure that the stakeholders are aware and have the additional information they need to act upon the decisions. And finally, as business environments, leadership and performance objectives change, information requirements also change over time. Hence, we need to periodically review the reporting process and the reports themselves and put them through a continuous improvement cycle to ensure that they remain effective and useful.

Does this sound like a lot of work? It is but if you get this right, you have a unique opportunity to expand your influence while supporting the goals of the management because you are helping transform data into insights – critical to creating value and ultimately, increasing the competitive advantage for the organization.

So do you still think business reporting is a boring and non value-adding activity? What unique perspective do you put into your reports ? What do you expect from the reports that your team generates for you? I would love to hear back and learn for you?

Picture Courtesy: http://www.flickr.com/photos/26341587@N04/4280203413/

Five Free Tools that improve my Productivity and Performance Everyday – Happy in the Now

Five Free Tools that improve my Productivity and Performance Everyday – Happy in the Now

by | Jun 10, 2021 | Blogging, Business, Business Operations, Life, Managing Yourself, Performance, Productivity

One of the greatest and simplest tools for learning more and growing is doing more – said Washington Irving.  And doing more with less of everything (time and resources) just makes this journey more interesting. Delve into the online world for any area – be it collaboration, time management, social media – and there are so amazing tools available that can help improve your business productivity as an organization or as an individual. After a few trial and error cycles, there are a few tools/apps that I have come to depend on extensively over the last year, after I went solo, which go a long way in helping me save time and organize my work-life better. I have meant to write this post for some time now as a “thank you” to all the smart creators who not only build great products but also give access and support for basic versions in the “freemium” model. I would also love to get your inputs on the tools that you have found useful and cannot do without on a day-to-day basis.

Here are my five favorite desk-top tools that increase my productivity, reduce stress and are fun and easy to use:

Productivity Tool #1: Evernote – this is my virtual notebook, I carry it with me across the four or five devices that I do my work on every day.  I use it just like I would a notebook – to-do lists, meeting minutes, blog ideas, thoughts that need further thought…. I use the web clipper extension to save articles, pdfs, audio while browsing to come back to later. I have created different notebooks in Evernote to organize my data into research, to-dos, posts from my favorite writers (have one for Seth Godin for example). Using Ifttt, I have also created a menu that allows my tweets to be archived into my Evernote through Buffer – sounds complicated but took me 3-4 clicks to get that in place. As Evernote team proclaims, it really does help me remember everything, capture anything, access anywhere and find things fast!

Need more reasons why you need Evernote? Read http://lifehacker.com/5964285/whats-all-the-fuss-about-evernote-why-do-people-use-it?

Productivity Tool #2: Buffer – I am fairly active on Twitter and people ask me where I find the time to tweet all the time there. My secret is Buffer – it allows me to store my tweets and schedule them to be tweeted at different times of the day. So for one hour daily, I browse, read and then buffer my “finds” and thoughts of the day through their Chrome extension and voila – I am all set for the day. I have used buffer over the past year and they have made the product better and better and now offer some nifty analytical stats to help grow my online brand and influence. I remember I had some questions in the beginning (October 2011) and wrote them a mail – and Leo Widrich, the co-founder responded with a detailed explanation within an hour. And they still do that even now – they wowed me through their support and I remain a loyal user and benefit from buffer every day.  They also allow buffering for Facebook, LinkedIn etc and for multiple accounts.

Think Buffer is not for you? Here are some nifty secret hacks and lesser known ways to use Buffer from the team: http://blog.bufferapp.com/top-hidden-buffer-hacks-features-social-sharing?

Productivity Tool #3: Dropbox – I remember the days when you needed ftp to upload and download files to share –  sheer torture. Compare that to what Dropbox offers – it truly is Sharing simplified. Multiple clients, multiple devices, multiple locations, multiple file types – no problem, everything in sync. My files are always available for me (and secure). I have created different folders for clients where I am not on their enterprise network and given them access. A boon for remote workers like me, it helps me to share my work with my customers in a secure way (Dropbox has a great security system). I also use this for my business outsourcing and cloud backup for all my documents in one place – a legal folder, a finance folder, a travel folder and a collaterals folder.

There is a lot that you can do with Dropbox – http://lifehacker.com/5933884/top-10-clever-uses-for-dropbox

Productivity Tool #4: Skype  – At CeBIT, Microsoft COO Kevin Turner revealed that 33% of the world’s voice calls happen on Skype now. Skype is a favorite not just for the money I save for international client calls but for its free screen sharing feature. It allows me to walk through proposals and presentations for my clients, collaborate and work on documents together or hold team review sessions. Group sharing is not free but it is total value for money if you need to work with teams across multiple locations. I can always be available for my clients and team through Skype messaging on all my devices. I also use Microsoft OCS/Lync for screen sharing but have found Skype voice and video quality superior.

More tips on getting the best out of Skype here: http://www.businessproductivity.com/how-to-save-money-using-skype/

Productivity Tool #5: Google Chrome – I am still undecided whether Google is a productivity saver or killer for me. Every time I get into Google, I lose track of time – and sink into the Google ocean. But I don’t dare provoke the Google gods (after all, I owe the growing popularity of this blog to them) so I got to list them here. Google Chrome has changed the way I browse – I find it far more superior to Internet Explorer. The reason I list this as a tool that improves my productivity (apart from the simplicity and speed) is because of its easy sync-ability (I can carry my browser with my customizations across devices), extensions (like Buffer and Evernote) and apps (go search google chrome productivity apps – there are tons and you could fall in love with a couple).

There are lots more that you can do with Google:  10 great Google tools you need in your business workflow – http://www.continu-it.com/google-productivity-tools-small-business/

Bonus Productivity Tool:  Wordpress.com of course – it is that simple and easy that even I could become a blogger.

Anything you can do needs to be done, so pick up the tool of your choice and get started ~ Ben Linder

Have you used these tools? Have you used them any differently? Which desktop tools do you use every day to improve your productivity? I would love to hear back and learn from you

Pic Courtesy : http://www.flickr.com/photos/markop/1441643371/

Business Operations Performance Challenges – Five Barriers to Operational Excellence

Business Operations Performance Challenges – Five Barriers to Operational Excellence

by | Mar 8, 2021 | Business, Business Operations, Leadership, Management, Performance, Productivity

~A company can seize extra-ordinary opportunities only if it is very good at the ordinary operations. – Marcel Telles~

Top-line (Revenue) and bottom-line (Profit) growth are the two priorities that consistently show up in all reports on 2012 business trends. So, how do you ensure that your profits are growing while staying focused on achieving revenue growth? This is where excellence in Business Operations  becomes critical. Operational Excellence is a philosophy of leadership, teamwork and problem solving resulting in continuous improvement throughout the organization by focusing on the needs of the customer, empowering employees, and optimizing existing activities in the process (From Wiki). When people, processes and systems in a business are operating at 100% efficiency and productivity, excellence becomes a given and business goals and priorities no longer remain a wish-list.

In an ideal world, this should be an easy to achieve state – after all why would anyone not want their organization to succeed or why would systems and process not work at 100% efficiency?   I have written about how Business Operations can drive strategy to implementation in earlier posts. Today’s post is focused on the barriers within the organization that limit companies from achieving operational excellence:

Barrier # 1 – Organizational Silos (or Lack of Collaboration): Continuous improvement can only occur and be sustainable if there is a well-coordinated exercise that combines discrete steps into a combined effort. This is very difficult to do if each function in an organization acts independently and does not take into account how and where other functions can contribute to their improvement plans. Duplicate efforts, battles for credit and “left hand does not know what right hand is doing” scenarios become common-place leading to confusion and counterproductive results. If only everyone could sit together and collaborate to build and act on one plan that has a common goal and clear accountability for the steps necessary to achieve that, operational strategies would be so much easier to execute.

Barrier # 2 – Lack of Granular Information: As Sir Arthur C, Clarke said, it is vital to remember that information — in the sense of raw data — is not knowledge, that knowledge is not wisdom, and that wisdom is not foresight. But information is the first essential step to all of these. Financial systems crunch revenues and costs into categories that work well for financial reporting but are not granular enough for effective operations management. Not knowing what you don’t know is a big barrier to do any kind of realistic performance management. Multiple data sources and non-transparency in the sharing of information lead to conflicting information and thus to incorrect planning.  A year-long data and knowledge management strategy is a must for the successful creation of any plan that depends on trends and analysis.

“Few, if any, forces in human affairs are as powerful as shared vision. – Peter Senge”

Barrier #3 – Not enough Senior Management Commitment and Buy –In: This is one area that needs the full support of senior management in terms of consistency in direction setting and the will to enforce the much needed discipline. The functions are usually not well-aligned to the overall business goals – for example, sales runs after revenue growth and does not care about profitable growth, finance pushes for bottom-line  at the cost of top line improvement, delivery gives meeting milestones priority over costs. The message from the powers above on the business priorities needs to be loud and clear and consistent throughout the organization to create a culture where responsibility for performance is pervasive, accountable, and aligned.

Barrier #4 – Poor Planning for Success: Flawed processes for the basic building blocks of planning, budgeting and forecasting throws the entire year out of balance. Too often, these processes are executed in a top-down manner with no tying-in of the strategic goals to the execution steps. People lose focus and direction when they can’t envisage exactly how they are contributing to the high level goals. Whether it be an annual or a quarterly exercise, clear guidelines for planning and execution of the plans goes a long way to ensure that you retain sufficient control over where and how operations needs to focus on during the period to meet the business goals.

Barrier #5 – Outdated Systems and Technology: Legacy performance management systems and spreadsheet-based processes bog down managers in endless detail and eat up large amounts of their time trying to shuffle between systems and sheets and integrate the output of multiple systems. They spend 80% of time getting the systems to work for them and 20% of time on actually executing on the information (Pareto at work again). This is a huge pain point, and one that champions of business performance management (BPM) initiatives often target first. Getting your technology updated to best support your business objectives is a good investment and worth every penny in the long run – as it frees up your resources to spend more time on analysis and execution.

That said, these barriers are not ones that cannot be overcome with a little bit of focus and a lot of effort. With the right tools in place supported by smart people, realistic planning, and the desire to catalyze positive change across the organization, it is indeed possible to make significant improvements to accelerate the journey towards operational excellence.

I would love to hear back from you on your experiences with performance initiatives? What worked and what did not? What were the barriers that you faced in implementing operational strategies?

Performance Review Meeting Coming Up? Here’s your Prep Checklist

Performance Review Meeting Coming Up? Here’s your Prep Checklist

by | May 22, 2018 | Career, Managing Yourself, Performance, World of Work

Almost all organizations – regardless of their size, have their annual/ bi-annual employee review processes. While the nature of these processes might vary, the ends they seek to achieve remain the same; which is, an analysis of your performance and contribution to the organization. However, that isn’t the only reason for a review / appraisal meeting. We often forget that it is also the space for you to be vocal about what’s working, and more importantly, what’s not working for you. It is a great chance for a dialogue to address any issues related to your work, that you or your employer may be facing and seek effective resolution strategies for them. And of course, a good opportunity to be acknowledged about the great job you’re doing!

So, what should your preparation checklist look like?

  1. Take stock of your tasks

    Making a list of all the projects and tasks you have been involved in, and accomplished will put you in a better place for the conversation. A few days prior to the meeting, go over all the tasks that you have accomplished and make notes of what skills they have added on for you, and also how they have helped you add value to the organizational goals. One way of organizing this would be to go over all your past emails so you remember what your deliverables have been. For the future, try journaling your work! What is this and how does it work? Read here.

  2. Prepare your talking points

    Be coherent in your head about everything you want to bring up in the meeting. Bear in mind that your supervisor will have limited time and you have to make the most of the time you have been allotted. For this, you need to have a good idea about everything you’re going to discuss in the meeting. Prior to the meeting, spend some time thinking about the issues you would like to raise. Jot them down on a notebook and keep the notebook handy for reference.

  3. Exercise your foresight

    While you cannot wholly predict how the meeting will go, you can still be at a fairly good advantage of being prepared by using your foresight. Think back on the past few months of your work life and try to assimilate what your experience has been like. Have there been any situations of conflict, or instances where your performance has slacked? Think back very objectively. This way, you can predict to a great extent what could be some of the concerns your supervisor could request you to address. This will help you in preparing for facing any eventuality during the meeting.

  4. Your pitch for a raise

    A review meeting is a great opportunity for you to show your supervisor the work you’ve been doing, and compare your pay against it. While a raise is almost expected, you can use your preparation as leverage to negotiate for a bigger raise than they have in mind to offer to you. Knowing how much you’re worth, how much your job is worth, and with a bit of research, you can make a good case for yourself. If not a raise you can also negotiate for additional bonuses/ work perks. Read about the five strategies you can employ while asking for a raise.

  5. Ace up your confidence

    Nothing spells success like confidence. And being confident is possible only when you are well prepared. A few hours spent preparing for this will make you confident and ready to take on the meeting. Regardless of what’s coming up, remember to have a good breakfast, listen to some good music, meditate, switch on your zen mode, and walk into the meeting with a smile. Half your work is done!

A review meeting / appraisal meeting is a great opportunity to assimilate your learnings so far, and plan your future in the organization. It is also an opportunity to figure out what’s working and what’s not so you can fix things, or decide if it’s time for you to move on.

What have your appraisal experiences been like? If you would like to share, we’re more than happy to share our space with you! Write back to us!