Culture, organizational alignment and communication, employee involvement and buy-in in the process are all critical elements in leading performance excellence.
It is critical to avoid varying performance management pitfalls, implement whatever mechanisms you need to be able to gather the relevant information and take a holistic approach to ensure that the business as a whole is superior to the sum of pieces.
The silo or irrational thinking are the pitfalls at mindset level to stop organizations from achieving high performance: Nothing impedes business progress more than protective silos which are simply a form of bureaucratic management hierarchy. The management needs to detect the symptoms of performance suffering when productivity is low and synergy is missing; when people are not working via the system to solve the real problems but play the system to stifle change or innovation; when people lack of the right information to make effective decisions and lack of accountability to get the work done on-value, on-time.
One of the pitfalls in performance management is that too often functional performance is acted on the basis of improving one part of an organization at the expense of other parts of the organization. Silo thinking, bureaucracy, inflexibility, inefficiency, rigidity, dysfunctional systems/processes, etc, are root causes of negative energy, missing synergy and business stagnation. Silo = Lack of Holistic Understanding. Bureaucracy = Process Inefficiency. Effective performance management will have to remove all this negative energy and apply optimized management disciplines to get to the right planning and actions - learning, adapting and achieving high performance.
Lack of prioritization creates the biggest gaps and blind spots in achieving high performance for the long run: Organizations need to both “keep the lights on” at the moment and focus on long-term business performance as well. The pitfall is that often the top managers haven’t done enough to set the right priority and communicate strategies thoroughly with employees. Actually most staff in the organizations do not know what their organizational strategy is. So the symptom is that people keep their hands busy, but they are not motivated to think about the long term and they cannot connect the right dots between their career goals or performance and the organizational performance from a long term perspective. Prioritization helps to focus the core strategy of the organization, which has huge benefits in terms of strategy execution for achieving high performance results.
Both individually or collectively, prioritization forces people to be more effective and creative, focus on things that really matter, align resources and time scientifically to bring up better outcomes. Without effective communication and prioritization skills, decision blind spots are inevitable, the gaps only enlarge between planning and execution; idea generation and idea implementation. The best way to find the balance between working on the business while doing business is to optimize the process - create a rhythm that establishes clarity around the top priorities of the company. So performance management can become more effective for driving high performance results in the long run.
Lack of management structure to improve employee engagement and achieve performance excellence: Performance management is not an isolated discipline, but it’s interconnected with strategy management, talent management, culture management, etc. The structural barriers to performance excellence include such as unclear goal or too many variables attached to it to make it more confusing; mismatch in requirement from a role and expertise of the staff; lack of effective reward structure to encourage innovation; lack of motivation for people to achieve high performance. Non-involvement of ground team during target setting. Lack of clarity in methods and practices: If you want to achieve x% of growth. How is it going to be achieved? To broaden the perspective: Does the management ignoring the external environment or business ecosystem affect the business performance for realizing multifaceted business value?
In many companies, employee engagement rate is low, they reluctantly do their daily work, but lack passion to do things innovatively and lack of “ownership mentality” to help their company build a strong brand. Technically, from a performance management perspective, perhaps the emphasis needs to shift from number crunchers in corporate towers to the people with self-management skills for delivering consistent performance continually. Culture, organizational alignment and communication, employee involvement and buy-in in the process are all critical elements in leading performance excellence.
At its core, performance management is about creating a work environment that helps your company meet its business goals and exceed the expectations of shareholders. There are a lot of additional parameters, correlations, and context that should be taken into account in Performance Management. Performance gets stuck when business leaders or managers -the people in charge get "stuck"; processes are static, and culture is negative. Building an evolving digital organization is to advocate the concept of business as a whole is superior to the sum of its pieces. And people can work both in the business and on the business for balancing short and long term results and making continuous delivery in a consistent manner.
The silo or irrational thinking are the pitfalls at mindset level to stop organizations from achieving high performance: Nothing impedes business progress more than protective silos which are simply a form of bureaucratic management hierarchy. The management needs to detect the symptoms of performance suffering when productivity is low and synergy is missing; when people are not working via the system to solve the real problems but play the system to stifle change or innovation; when people lack of the right information to make effective decisions and lack of accountability to get the work done on-value, on-time.
One of the pitfalls in performance management is that too often functional performance is acted on the basis of improving one part of an organization at the expense of other parts of the organization. Silo thinking, bureaucracy, inflexibility, inefficiency, rigidity, dysfunctional systems/processes, etc, are root causes of negative energy, missing synergy and business stagnation. Silo = Lack of Holistic Understanding. Bureaucracy = Process Inefficiency. Effective performance management will have to remove all this negative energy and apply optimized management disciplines to get to the right planning and actions - learning, adapting and achieving high performance.
Lack of prioritization creates the biggest gaps and blind spots in achieving high performance for the long run: Organizations need to both “keep the lights on” at the moment and focus on long-term business performance as well. The pitfall is that often the top managers haven’t done enough to set the right priority and communicate strategies thoroughly with employees. Actually most staff in the organizations do not know what their organizational strategy is. So the symptom is that people keep their hands busy, but they are not motivated to think about the long term and they cannot connect the right dots between their career goals or performance and the organizational performance from a long term perspective. Prioritization helps to focus the core strategy of the organization, which has huge benefits in terms of strategy execution for achieving high performance results.
Both individually or collectively, prioritization forces people to be more effective and creative, focus on things that really matter, align resources and time scientifically to bring up better outcomes. Without effective communication and prioritization skills, decision blind spots are inevitable, the gaps only enlarge between planning and execution; idea generation and idea implementation. The best way to find the balance between working on the business while doing business is to optimize the process - create a rhythm that establishes clarity around the top priorities of the company. So performance management can become more effective for driving high performance results in the long run.
Lack of management structure to improve employee engagement and achieve performance excellence: Performance management is not an isolated discipline, but it’s interconnected with strategy management, talent management, culture management, etc. The structural barriers to performance excellence include such as unclear goal or too many variables attached to it to make it more confusing; mismatch in requirement from a role and expertise of the staff; lack of effective reward structure to encourage innovation; lack of motivation for people to achieve high performance. Non-involvement of ground team during target setting. Lack of clarity in methods and practices: If you want to achieve x% of growth. How is it going to be achieved? To broaden the perspective: Does the management ignoring the external environment or business ecosystem affect the business performance for realizing multifaceted business value?
In many companies, employee engagement rate is low, they reluctantly do their daily work, but lack passion to do things innovatively and lack of “ownership mentality” to help their company build a strong brand. Technically, from a performance management perspective, perhaps the emphasis needs to shift from number crunchers in corporate towers to the people with self-management skills for delivering consistent performance continually. Culture, organizational alignment and communication, employee involvement and buy-in in the process are all critical elements in leading performance excellence.
At its core, performance management is about creating a work environment that helps your company meet its business goals and exceed the expectations of shareholders. There are a lot of additional parameters, correlations, and context that should be taken into account in Performance Management. Performance gets stuck when business leaders or managers -the people in charge get "stuck"; processes are static, and culture is negative. Building an evolving digital organization is to advocate the concept of business as a whole is superior to the sum of its pieces. And people can work both in the business and on the business for balancing short and long term results and making continuous delivery in a consistent manner.
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