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
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