If we want to have high performance companies and government departments it is an essential requirement that we adopt an attitude of continuous improvement. Those responsible must recognise their shortcomings and embrace the need for change. If they do, then Des Squire has ten tips for achieving improved performance in your organisation.

If we want to have high performance Companies and Government departments it is an essential requirement that we adopt an attitude of continuous improvement.

However in order to do so it is essential management and government ministers admit that problems exist. Living in denial of a problem, no matter how small or big will achieve nothing.

The need for commitment to ongoing performance improvement, whether personal or business related is something we all need to accept and make it an integral part of everyday behaviour.

Change and accepting the need for ongoing improvement is very much a matter of “self perception” in relation to what it is we want to portray to our clients.

The standard we want to set and the objective to which we aspire will be related to the vision and values we have set for our companies, departments, personal lives, municipalities, provinces and so on. WE must want to be the best and we must want to improve our service.

The starting point in any performance management and/or improvements situation is “where do we stand now” and “how do our customers perceive us”?

We need to look at what has happened in the past and consider whether our performance is improving or going backwards – disintegrating – falling to pieces or failing to produce the required results. We need to assess our customer perceptions and hold ourselves accountable for the level of performance we are giving.

It is very easy to become “slipshod” in our approach or alternatively to accept mediocrity because we can give examples of others around us who are just as mediocre as we are.

That is the norm and that is unfortunately a standard that is starting to become more and more evident and prevalent – to the extent it is being condoned by senior managers and leaders in organisations and government.

What should be happening is that we find the best possible examples of success and quality service and model ourselves on them. Alternatively we need to establish our own personal and achievable standards to which we want to aspire.

Managers and leaders would then need to share these aspirations with subordinates in order to get “buy-in”. It will become essential to drive that expectation and to encourage others to accept and embrace it – that is how we become world-class performers.

Companies and Government Ministers and leaders must embrace change and admit to and acknowledge their shortfalls. They need to recognise that if they are not getting better, they are actually getting worse.

SO HOW DO WE GO ABOUT IMPROVING PERFORMANCE

1. Admit there is a problem
2. Isolate specific problem issues
3. Establish a base line or starting point for objectives
4. Decide on a target range – Minimum and maximum range of performance
5. Set the goals and objectives that inspire employees
6. Sell the objectives and get buy in
7. Review progress – how are we doing?
8. Communicate and give feedback
9. Decide on remedial action if necessary
10. Empower, train mentor and coach employees

If your company is not making use of a formal performance measurement and management system, you may need to develop one. In this case try to keep it simple and make sure it is based on and related to current trends and existing available data.

Des Squire (Managing Member) AMSI and ASSOCIATES cc des at amsiandassociates.co.za

---

Share this article