Performance Matters Matrix - Financial Transformation Zone

The Financial Transformation Zone includes Scheduling, Charging, and Collecting. Together they define financial  performance and significantly influence matters Trust and Value.

At the intersection of Financial Value and Concern for Others, is Matrix Cell #7 – Scheduling. The scheduling of services simultaneously includes the management of staff related time / expense and revenue generating capacity.  Scheduling establishes internal and external expectations impacting relationships, productivity, quality, and outcomes. Management promises are enabled.

Charging, cell #8, occupies the space defined byFinancial Value and Integrity . Charging is transactional.  It documents a fair exchange of mutual value promised. It speaks to business and professional sustainability. It involves an  operational chain reaction involving the processes of contracting, fee setting, charge capture, coding  and bill submission. Management’s relevance or irrelevance is validated.

Cell #9, Collecting, is found at the intersection of Financial Value and Results. Financial value is evidenced and measured by revenue collected. What is collected sustains. What is not collected compromises business and professional survival and erodes ability to serve and grow. Management is rewarded.

That completes a brief overview of the 9 transformational zones. Each influences and is influenced by the others. Performance optimization is only achieved when performance exceeds the sum of the parts.

Each row of the Matrix represents a critical attribute of a stable, sustainable, and scalable business. 

The first row, cells 1-3, are about Leadership. “The first responsibility of a leader is to define reality” (Max DePree). 

The second row, cells 4-6, is about Partnership. “Friendship is essentially a partnership.” (Aristotle) 

The third row of the matrix, cells7-9, are about stewardship. “Well done is better than well said.” (Ben Franklin)

There is one more cell to consider – a tenth cell that occurs in a third dimension…

All The Best!

Bob

© Copyright 2010

Performance Builders

Traveling

I'll be speaking to Therapist and Trainer Groups in Orlando and Seattle this week and next. There continues to be a lot of excitement around the integration of functional management in both the service and business aspects of clinics and studios. I also get to talk again with past and present clients to hear their stories about lives and practices that have been transformed! They have a lot to be proud of and excited about!

All The Best!

Quotable - Truth Series

"Falsehood has an infinity of combinations, but truth has only one mode of being." – Jean Jacques Rousseau

Performance Matters Matrix – Relational Transformation Zones

The Relational Transformation Zones include: Marketing, Service, and Communication. Again, each contributes holistically to the organization’s capacity and reputation for Trust and Value.

At the intersection of Relational Value and Concern for Others is matrix cell # 4 – Marketing. Service related businesses rely upon word-of-mouth recommendations and referrals from satisfied customers/clients to grow. Marketing is primarily a matter of networking and relationship building while managing the expectations of opinion leaders, influencers, and decision makers. Marketing messages are personalized and client focused. Responsiveness, respect, and results are critical as are the removal of barriers. Management’s promise is made.

Service, cell #5, is at the center of the Performance Matters Matrix occupying the space defined by Relational Value and Integrity. It is about managing the experience of clients and staff. It is about creating “Brag-About” experiences that people will insist on talking about and facilitating their effectiveness in talking about it. It is about turning promises into reality every time for everyone. It is about positioning people for imminent satisfaction and success. Management’s promise is experienced.

Cell #6, Communication, is found at the intersection of Relational Value and Results.  Relationships are nurtured and forged with evidence that promises were kept and expected results achieved. Communication is multidimensional, complex and far too important to leave to chance. Communication is never neutral – if it doesn’t enhance Trust and Value it is at best an opportunity lost and at worst a diminishment. Communication in all of its forms provides a feedback loop through which an ongoing cycle of concern for others is expressed. Management’s promise is validated.

The next consideration of the Matrix is the Financial row – cells 7-9.

All The Best!

Bob

© Copyright 2010

Performance Builders

Performance Matters Matrix - Informational Transformation Zones

The foundation of performance has been laid, and the structure for understanding performance has been framed. The resulting 3x3 matrix defines 9 performance areas that need to be managed if a performance culture is to be replicated and sustained. (See previous posts: 1, 2, 3, 4)

Each cell represents a unique aspect of Trust and Value. Each cell represents a zone of potential transformation or stagnation and requires well considered management attention. Each cell represents potent potential and together they represent exponential possibility. Opportunity is found at the intersection of Trust and Value. Let’s consider the first row of the Matrix – cells 1-3…

At the intersection of Informational Value and Concern for Others is matrix cell #1 – it defines Performance Standards. By establishing strategically relevant performance standards, priorities and expectations are declared. The relative value of various pieces of information is ranked and performance metrics can be defined. Concern for others is demonstrated through the clear and concise delegation of responsibility, accountability, and expected results. Management intent becomes transparent.

Performance Tracking occupies the intersection of Information (Value) and Integrity (Trust) – cell #2. The establishment of a Performance Tracking system facilitates the achievement of performance standards and provides timely feedback that empowers people to manage behaviors, resources, and processes to create authentic experiences that align with stated expectations. Management facilitates accountability and midcourse corrections.

 Cell #3, Performance Audit, is found at the intersection of Strategic Information and Results. The audit provides an opportunity to validate whether the performance bar is set at the appropriate height, who is getting over it, what best practices can be learned, who needs what kind of help, and what processes need to be modified. Management intent remains strategic and relevant.

The next consideration of the Matrix is the Relational row – cells 4-6.

All The Best!

Bob

© Copyright 2010

Performance Builders

Quotable - Truth Series

"Believe those who are seeking the truth. Doubt those who find it." -Andre Gide

Performance Matters Matrix - Framework

The foundational cornerstones of the Performance Matters Matrix have been laid. There is the cornerstone of leading intent – trust and value; and the cornerstone of lagging achievement of influence and affluence. Each of these four terms have three dimensions that need to be understood.

The three dimensions of trust are: showing concern for others acting with integrity and getting results. Trust  has elements of generosity and empathy, behavioral consistency, and achievement.

Value is measured in three dimensions: strategic information, strategic relationships, and financial benefit. Value is a matter of perception and has both situational relativity and emotional influence.

Influence involves the exercise of power to control the course of things without the exertion of force.  There is a physical dimension involving behaviors and actions, a mental dimension affecting opinions and decisions, and a spiritual dimension impacting beliefs and morality.

The three dimensions of affluence are an abundance of resources, the sustainability of abundance, and flowing toward a particular point. Affluence connotes rich abundance flowing toward a destination or purpose.

The Performance Matters Matrix builds upon and leverages these foundational understandings. These cornerstones and their four elements do not stand apart from each other. Amidst them a creative energy is exists. There is synergy between them and together they act as a business/career catalyst yielding exponential benefit. 


The three dimensions of Trust and of Value define a matrix of nine control zones through which business performance can be transformed and a performance culture can be nurtured. Through a performance culture flows the power to transform Trust into Influence and Value into Affluence in a self-reinforcing cycle of reciprocal loyalty and mutual benefit. 


The nine transformational zones present in every practice or business can now be defined and organized within the framework that has been established...

All The Best!

Bob

© Copyright 2010

Performance Builders

Quotable - Truth Series

“Truth is ever evolving” - Rachel Naomi Remen

Cornerstone Two – Trust & Value

We began with the proposition that, “The purpose of management is to shape and secure a favorable future.” If it is management’s purpose to secure a “no worries” future by achieving affluence and influence (Cornerstone One) then one does well to ask a second question, “On what foundation should we build?”  

As before, the specific answer to that question is as diverse as the people who answer it. Traditional wisdom might suggest a foundation of profit and politics if affluence and influence are desired. But profit is self-centric not market-centric and lags behind rather than leads decisions; and politics trades certain-control for uncertain-compromise. 

If management desires “no worries” then one might accurately predict that “no worries” also drives its markets. The necessary foundation then needs to be about providing trust and value with stability, sustainability, and scalability.  

Again, test this understanding in your life. How important is trust and value when you invest your time and money? How important is trust and value in making decisions that will impact your family?  If this understanding is true, we have a second leveraging opportunity.

It is with this insight that we lay the second cornerstone, trust and value, in the Performance Master Management Matrix. A framework has now been established…

All the Best!

Bob

© Copyright 2010

Performance Builders

Quotable - Truth Series

"Truth is stranger than fiction because fiction has to stick with the possibilities."

Cornerstone One - Affluence & Influence

The purpose of management is to shape and secure a favorable future. To achieve that purpose one does well to begin at the end - that is, to begin with the end in mind - to begin with a simple question, "What do we want to achieve?" 

The specific answer to that simple question is of course as diverse as the people and organizations that answer it. So too are the motivations behind the answer which span the spectrum from selfish greed to selfless generosity.

But all of those answers are fundamentally about securing affluence and influence with stability, sustainability, and scalability. All want to pursue their passions with "no worries".

Test  this understanding in your life, in your family, in your profession, in the organization in which you work. Test it in physical, psychological, social, political, spiritual, and financial dimensions. If it is true, then we are perhaps on to something important - something we can leverage constructively in multiple dimensions.

It is with that simple insight that we lay the first cornerstone of the Performance Matters Management Matrix. There is a second cornerstone...

All The Best!

Bob


(c) Copyright 2010
Performance Builders

Quotable - Truth Series

“We routinely disqualify testimony that would plead for extenuation. That is, we are so persuaded of the rightness of our judgment as to invalidate evidence that does not confirm us in it. Nothing that deserves to be called truth could ever be arrived at by such means.” - Marilynn Robinson