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The Performance Matters Matrix BLOG Series is a brief summary of topics covered in the Performance Matters Matrix Mentoring Program for practice owners and managers. The program is offered by Performance Builders - contact us for more information.
(c) Copyright 2010
Performance Builders
Showing posts with label Performance Matters. Show all posts
Showing posts with label Performance Matters. Show all posts
Wednesday, August 11, 2010
Saturday, July 31, 2010
Performance Matters - Closing Thoughts
Performance Matters - not just some but all of the time!
Why? Because performance is how reputations are forged. It's how opportunity takes root. It's how growth is nurtured. It's how reward is is justified. It's how communities are served, how jobs are secured, how excellence is evolved, and how people are provoked to rise to their potential. ...Because we owe it to ourselves and those around us. When we perform well we create value and build trust. Why would one settle for less?
Performance is multidimensional and complexly integrated. Performance is a matter of purpose, promise, potential, persistence, and pride - the stuff that inspires the human spirit and attracts talent.
The Performance Matters Matrix provides a potent framework for the replication of high performance practice cultures. This framework is relatively easy to understand and makes intuitive sense but is neither quick nor easy to implement. Building a high performance culture is a journey but it all begins with a very simple but intentional decision - I will do it.
Replication is not expensive, in fact, it is value generating. What is required is a modest investment in leadership to bring out the best in people. One must also acknowledge that some people are quite satisfied with mediocre - they must be be pruned away to allow resources to nurture the performance culture to enable it to blossom.
I hope this Performance Matters blog series has stimulated a sense possibility for you. Few will set out on the performance journey because most people are satisfied with mediocre. But perhaps you will be one of them who do - if so, it will be a life changing journey professionally and personally. It will touch your mind,body and spirit. It will touch those around you as well and they will thank you. If you would like to explore the possibilities, be in touch with me.
Thank you for your interest in the Performance Matters Series!
All The Best
Bob
(c) Copyright 2010
Performance Builders
Why? Because performance is how reputations are forged. It's how opportunity takes root. It's how growth is nurtured. It's how reward is is justified. It's how communities are served, how jobs are secured, how excellence is evolved, and how people are provoked to rise to their potential. ...Because we owe it to ourselves and those around us. When we perform well we create value and build trust. Why would one settle for less?
Performance is multidimensional and complexly integrated. Performance is a matter of purpose, promise, potential, persistence, and pride - the stuff that inspires the human spirit and attracts talent.
The Performance Matters Matrix provides a potent framework for the replication of high performance practice cultures. This framework is relatively easy to understand and makes intuitive sense but is neither quick nor easy to implement. Building a high performance culture is a journey but it all begins with a very simple but intentional decision - I will do it.
Replication is not expensive, in fact, it is value generating. What is required is a modest investment in leadership to bring out the best in people. One must also acknowledge that some people are quite satisfied with mediocre - they must be be pruned away to allow resources to nurture the performance culture to enable it to blossom.
I hope this Performance Matters blog series has stimulated a sense possibility for you. Few will set out on the performance journey because most people are satisfied with mediocre. But perhaps you will be one of them who do - if so, it will be a life changing journey professionally and personally. It will touch your mind,body and spirit. It will touch those around you as well and they will thank you. If you would like to explore the possibilities, be in touch with me.
Thank you for your interest in the Performance Matters Series!
All The Best
Bob
(c) Copyright 2010
Performance Builders
Sunday, July 5, 2009
Performance Matters - Idea #28
The first responsibility of a leader is to define reality and the last is to say thank you. In between the leader is a servant of those who follow. (para-phrased from Max DePree)
It is the leader's privilege to position others for imminent and certain success. ...To play to people's strengths. ...To enable other to do more of what they do best. ...To help others expand their repertoire of what they do well, and to provide support for those things that followers don't do well.
The leader's role is to provide support and to create a nurturing, productive, effective, and sustainable culture. That is no easy task. It is not something that happens in an environment of self centeredness or neglect. It is not something that happens in business cultures deficient in trust, honest debate, commitment, accountability, and results.
Leaders need to provide vision, establish priorities, provide resources, dialog, accountability, discipline, recognition, and rewards. Leaders need to demonstrate vulnerability and integrity.
Whether there is success or failure, it is the leaders responsibility.
The measure of a leader is not in the number of followers they have, but in the number of successful leaders they produce.
Lead well.
Bob
(c) copyright 2009
Performance Builders
It is the leader's privilege to position others for imminent and certain success. ...To play to people's strengths. ...To enable other to do more of what they do best. ...To help others expand their repertoire of what they do well, and to provide support for those things that followers don't do well.
The leader's role is to provide support and to create a nurturing, productive, effective, and sustainable culture. That is no easy task. It is not something that happens in an environment of self centeredness or neglect. It is not something that happens in business cultures deficient in trust, honest debate, commitment, accountability, and results.
Leaders need to provide vision, establish priorities, provide resources, dialog, accountability, discipline, recognition, and rewards. Leaders need to demonstrate vulnerability and integrity.
Whether there is success or failure, it is the leaders responsibility.
The measure of a leader is not in the number of followers they have, but in the number of successful leaders they produce.
Lead well.
Bob
(c) copyright 2009
Performance Builders
Thursday, July 2, 2009
Performance Matters - Idea #27
Hire good people who you have confidence in. Take the time to get to know them personally as well as professionally. Meet their family. Do something recreational/social. Put a challenge to them to see how they respond under pressure. Check their references - probe! Put them through leadership and work style assessment tools to discover their natural tendencies. Interview multiple times. Include team members in the interviews. Get consensus.
Avoid filling positions with “a body” – it will always be a disappointment and will always harm the organization eventually. Harm comes in many forms - financial, lost reputation, eroded morale, lost opportunity, damaged relationships, loss of trust, wasted time... the list goes on.
Pick good people who share your cultural values, work ethic, and practice philosophy. If people aren't working out after hiring do yourself and them a favor and terminate them - do so graciously and generously, don't burn bridges, but part company - the sooner the better. No one bats a 1000 when it comes to hires. Give your self permission to make an occasional mistake in hiring but not the permission to make a second mistake by not firing.
If people truly are an organizations greatest resource make sure the people you hire and retain are the greatest resource.
Bob
(c) copyright 2009
Performance Builders
Avoid filling positions with “a body” – it will always be a disappointment and will always harm the organization eventually. Harm comes in many forms - financial, lost reputation, eroded morale, lost opportunity, damaged relationships, loss of trust, wasted time... the list goes on.
Pick good people who share your cultural values, work ethic, and practice philosophy. If people aren't working out after hiring do yourself and them a favor and terminate them - do so graciously and generously, don't burn bridges, but part company - the sooner the better. No one bats a 1000 when it comes to hires. Give your self permission to make an occasional mistake in hiring but not the permission to make a second mistake by not firing.
If people truly are an organizations greatest resource make sure the people you hire and retain are the greatest resource.
Bob
(c) copyright 2009
Performance Builders
Tuesday, June 9, 2009
Performance Matters - Idea #27
OK, so its time to hire someone new or perhaps promote someone not-so-new. What's your strategy going to be to determine whether the candidate sitting in front of you is likely to perform well and contribute to success?
How does one get past the superficial? How does one get past the rehearsed responses? How does one get inside the candidates head to find out how they think, how they problem solve, and how they ultimately get things done? Are they a team player? Will they fit into your culture? Why not find those things out before you start paying them?
Perhaps the best strategy is the use of situational scenarios. Using this technique, the interviewer sets up a series of scenarios that are typical of the the kind of challenges that come with the position being filled. Scenarios can run the gamut from developing a budget, to handling an explosive customer complaint, to resolving an employee demand, toinnovating, to implementing a new program, to deciding amongst strategies, to addressing an ethical issue... Perhaps the scenario is one the candidate suggests that illustrate how they handled a particular type of challenge in their past experience.
Situational Scenarios allow candidates to show their stuff while providing the interviewer with an inside look at how the candidate is likely to approach challenges or problems. You can learn more about a candidate in an hour of scenarios than in several hours of traditional interview questions. Listen carefully to their responses - to their biases, assumptions, priorities, sequencing, time frames, political and financial sensitivities, etc.
Situational scenario interviewing is a potent tool for what is a managers most important responsibility - to find the right people for the right position and keep them. Next time you interview a candidate try spending at least half of your interview time allowing the candidate to respond to situational scenarios that you have designed. Give it a try! I think you're going to like it!
Bob
(c) copyright 2009
Performance Builders
How does one get past the superficial? How does one get past the rehearsed responses? How does one get inside the candidates head to find out how they think, how they problem solve, and how they ultimately get things done? Are they a team player? Will they fit into your culture? Why not find those things out before you start paying them?
Perhaps the best strategy is the use of situational scenarios. Using this technique, the interviewer sets up a series of scenarios that are typical of the the kind of challenges that come with the position being filled. Scenarios can run the gamut from developing a budget, to handling an explosive customer complaint, to resolving an employee demand, toinnovating, to implementing a new program, to deciding amongst strategies, to addressing an ethical issue... Perhaps the scenario is one the candidate suggests that illustrate how they handled a particular type of challenge in their past experience.
Situational Scenarios allow candidates to show their stuff while providing the interviewer with an inside look at how the candidate is likely to approach challenges or problems. You can learn more about a candidate in an hour of scenarios than in several hours of traditional interview questions. Listen carefully to their responses - to their biases, assumptions, priorities, sequencing, time frames, political and financial sensitivities, etc.
Situational scenario interviewing is a potent tool for what is a managers most important responsibility - to find the right people for the right position and keep them. Next time you interview a candidate try spending at least half of your interview time allowing the candidate to respond to situational scenarios that you have designed. Give it a try! I think you're going to like it!
Bob
(c) copyright 2009
Performance Builders
Tuesday, October 14, 2008
Performance Matters - Idea #26
Here's a piece of sound advice that saves time, enhances performance, avoids confusion, and protects integrity... Communicate what you know when you know it.
Too often leaders communicate what they have been exploring, thinking about, talking about, or hoping for. Their communication leans toward what could be rather than what is. Essentially they "put the cart in front of the horse".
The result is that leaders trade supposition for reality. They find themselves explaining, defending, and defusing that which may never come to be. Employees and colleagues find themselves refocused away from matters that matter. The inevitable conclusion is rumor, gossip, and resistance or unreasonable expectations.
In doing so they send mixed signals, create confusion, waste valuable time, fan emotions, and erode their own credibility.
The first responsibility of a leader is to define reality. When matters are communicated before they have been decided upon leaders compromise themselves, the organization, and those who follow.
This advice becomes critical in times of change, transition, and restructuring when uncertainty, emotions, and insecurity runs high.
Bob
(c) Copyright 2008
performance Builders
Too often leaders communicate what they have been exploring, thinking about, talking about, or hoping for. Their communication leans toward what could be rather than what is. Essentially they "put the cart in front of the horse".
The result is that leaders trade supposition for reality. They find themselves explaining, defending, and defusing that which may never come to be. Employees and colleagues find themselves refocused away from matters that matter. The inevitable conclusion is rumor, gossip, and resistance or unreasonable expectations.
In doing so they send mixed signals, create confusion, waste valuable time, fan emotions, and erode their own credibility.
The first responsibility of a leader is to define reality. When matters are communicated before they have been decided upon leaders compromise themselves, the organization, and those who follow.
This advice becomes critical in times of change, transition, and restructuring when uncertainty, emotions, and insecurity runs high.
Bob
(c) Copyright 2008
performance Builders
Tuesday, September 30, 2008
Performance Matters - Idea # 25
Retired CEO of Herman Miller and author Max DePree (from my hometown) wrote that, the first responsibility of a leader is to define reality, the last is to say thank you, and in between to be a servant.
By servant he meant someone who takes care of the needs of others and positions them for success. A servant is one who removes obstacles and honors those who are served. Such attitudes are not common practice today but are certainly the traits of effective leaders.
Be honest in your communications with others, even if the message you bring is not comfortable. People deserve the truth. Only then can situations be changed and opportunities be grasped.
The more you respect others the more you are obligated to share the truth!
Learning the skills of a servant leader that leads not from the front of the parade but from its middle is a goal worthy of pursuit and mentoring. Where are you leading from.? Do you routinely define reality? Do you position others for succes? Are you satisfied with your leadership?
Bob
(c) copyright 2008
Performance Builders
By servant he meant someone who takes care of the needs of others and positions them for success. A servant is one who removes obstacles and honors those who are served. Such attitudes are not common practice today but are certainly the traits of effective leaders.
Be honest in your communications with others, even if the message you bring is not comfortable. People deserve the truth. Only then can situations be changed and opportunities be grasped.
The more you respect others the more you are obligated to share the truth!
Learning the skills of a servant leader that leads not from the front of the parade but from its middle is a goal worthy of pursuit and mentoring. Where are you leading from.? Do you routinely define reality? Do you position others for succes? Are you satisfied with your leadership?
Bob
(c) copyright 2008
Performance Builders
Monday, September 22, 2008
Performance Matters - Idea #24
Avoid taking, or needing to take, defensive positions. It's been often said that, "the best defense is a strong offense".
It's true.
Defense takes time and resources to just to maintain the status-quo. The same time and resources committed to executing offense strategies and tactics can generate competitive advantage, forward momentum, and force others into defensive positions.
One defensive move or position generally leads to another, and another. One offensive move generates new options...
Opportunities invariably favor those on offense rather than defense.
Keep in mind that in situations of "either or" a "both and" option usually exists. The best ultimate option is one that provides both offensive and defensive advantage.
Play your game, don't follow the crowd. When everyone is zigging there is generally value in zagging.
Is your business or profession fighting just to keep up? If it is it is likely you are taking defensive positions. There are options and alternatives - MANY of the them. Options for growth, reward, and influence. There is certainly one or more that will fit you just right.
Look around. Ask for advice. Listen carefully. Decide boldly. Execute aggressively. Play offense. The alternative is just defense...
Bob
(c) copyright 2008
Performance Builders
It's true.
Defense takes time and resources to just to maintain the status-quo. The same time and resources committed to executing offense strategies and tactics can generate competitive advantage, forward momentum, and force others into defensive positions.
One defensive move or position generally leads to another, and another. One offensive move generates new options...
Opportunities invariably favor those on offense rather than defense.
Keep in mind that in situations of "either or" a "both and" option usually exists. The best ultimate option is one that provides both offensive and defensive advantage.
Play your game, don't follow the crowd. When everyone is zigging there is generally value in zagging.
Is your business or profession fighting just to keep up? If it is it is likely you are taking defensive positions. There are options and alternatives - MANY of the them. Options for growth, reward, and influence. There is certainly one or more that will fit you just right.
Look around. Ask for advice. Listen carefully. Decide boldly. Execute aggressively. Play offense. The alternative is just defense...
Bob
(c) copyright 2008
Performance Builders
Saturday, September 13, 2008
Performance Matters - Idea #23
Make decisions that need to be made. Don’t make decisions that don’t need to be made.
Life is all about decisions - those you need to make and those you don't. And, its recognizing the difference.
What are some decisions that need to be made? Here are a few...
What is your purpose in life? ...in business? ...in relationships?
What are the values that will drive the decisions you make?
What decisions do you need to make that will take you toward your vision and aspirations?
What decisions do you need to make that will prevent you from moving away from your vision and aspirations?
What are some decisions that don't need to be made? Here are a few...
Don't make decisions for other people.
Don't show up for every argument you are invited to.
Don't rush decisions that can wait for awhile. Allow time for matters to become clearer.
Don't allow others to define your priorities.
Decisions are are your most potent tool. Decide well.
Bob
(c) copyright 2008
Performance Builders
Life is all about decisions - those you need to make and those you don't. And, its recognizing the difference.
What are some decisions that need to be made? Here are a few...
What is your purpose in life? ...in business? ...in relationships?
What are the values that will drive the decisions you make?
What decisions do you need to make that will take you toward your vision and aspirations?
What decisions do you need to make that will prevent you from moving away from your vision and aspirations?
What are some decisions that don't need to be made? Here are a few...
Don't make decisions for other people.
Don't show up for every argument you are invited to.
Don't rush decisions that can wait for awhile. Allow time for matters to become clearer.
Don't allow others to define your priorities.
Decisions are are your most potent tool. Decide well.
Bob
(c) copyright 2008
Performance Builders
Friday, August 1, 2008
Performance Matters - Idea #22
Run the Practice like the business - because it is. Make no apologies for the need to make a fair and reasonable profit.
Profit is the reward for taking risks. Profit provides jobs for people and job security. Profit provides competitive wages and benefits. Profit provides continuing education. Profit produces skilled team members. Profit creates opportunities for professional advancement. Profit buys new equipment. Profit allows innovative programs. Profit allows community service and leadership. Profit contributes toward influence.
Even non-profits need a positive margin to remain healthy and relevant - "no money, no mission".
How much profit should one expect from a practice? Well it depends on the decisions you make - not just the big ones but all the little ones that add up over time.
Practices that I have benchmarked in recent years have margins that range from about -40% to +45%. WOW what a range. Too many Practices accept inadequate profits. Think about it... 75% of practices statistically do not perform in the the top quartile of performance. 50% of Practices perform below average.
Every Practice has opportunities for better profits.
The only things that hold them back are an understanding of the possibilities, the decisions they make and the actions they take. Every Practice represents unrealized potential and promise!
The way to earn a fair profit is not through budgeting but instead through profit planning. There is a difference - a big difference.
Be willing to take your reward for the risks you take, the service you provide, and the value you create. You deserve it. Your family deserves it. Your community deserves it.
Take your Profit and live generously! Need help... just ask.
Bob
(c) Copyright 2008
Performance Builders
Profit is the reward for taking risks. Profit provides jobs for people and job security. Profit provides competitive wages and benefits. Profit provides continuing education. Profit produces skilled team members. Profit creates opportunities for professional advancement. Profit buys new equipment. Profit allows innovative programs. Profit allows community service and leadership. Profit contributes toward influence.
Even non-profits need a positive margin to remain healthy and relevant - "no money, no mission".
How much profit should one expect from a practice? Well it depends on the decisions you make - not just the big ones but all the little ones that add up over time.
Practices that I have benchmarked in recent years have margins that range from about -40% to +45%. WOW what a range. Too many Practices accept inadequate profits. Think about it... 75% of practices statistically do not perform in the the top quartile of performance. 50% of Practices perform below average.
Every Practice has opportunities for better profits.
The only things that hold them back are an understanding of the possibilities, the decisions they make and the actions they take. Every Practice represents unrealized potential and promise!
The way to earn a fair profit is not through budgeting but instead through profit planning. There is a difference - a big difference.
Be willing to take your reward for the risks you take, the service you provide, and the value you create. You deserve it. Your family deserves it. Your community deserves it.
Take your Profit and live generously! Need help... just ask.
Bob
(c) Copyright 2008
Performance Builders
Sunday, July 20, 2008
Performance Matters - Idea #21
Do you have an early warning system in your Practice to let you know when performance isn't measuring up? The kind of system that lets you know when a decision needs to be made? The kind that lets you know so in a timely fashion? One that enables you to ask better questions and make better decision based on evidence. One that takes you by the hand and takes your Practice to where it needs to go? One that can do so reliably?
What kind of evidence is the right evidence? Like Goldilocks its important that performance evidence is not too big and not to small - but rather, JUST RIGHT. You want all and only the evidence that makes a difference. And, you need it to be simple, convenient, and strategic.
When you have such a system things get done. When you have such a system you Practice with confidence, worry less, and sleep better. When you have such a system your finanical reward grows!
I've had the privilege to work with many Practices over the past 3 decades - small, large, and super-sized. It seems they all shared a common problem - no good way to track critical performance data in real time such that all the information they needed to manage performance was always at hand and reliable. Most Practices even struggled to pull such critical data together. It frequently took them weeks or even months to gather such data together and then the data was rarely trustworthy. The truth was that they were essentially "flying blind".
That truth led me to create an Excel Workbook tool for performance management for my clients to use - PERFORMANCE MASTER. It sets up easily, requires just a few minutes to enter data, and provides self-interpreting reports and graphs. It is built around 13 essential Practice Performance Standards and tracks the 17 must-have performance metrics that determine the success of every Practice.
Clients using PERFORMANCE MASTER routinely comment that it has enabled them to fully understand and control their Practice for the first time. They also like to brag about how it has enabled them to grow the Practice and find more profit in it.
Master your Practice performance -Let's talk! Bob@PerformanceBuilders.com
Bob
What kind of evidence is the right evidence? Like Goldilocks its important that performance evidence is not too big and not to small - but rather, JUST RIGHT. You want all and only the evidence that makes a difference. And, you need it to be simple, convenient, and strategic.
When you have such a system things get done. When you have such a system you Practice with confidence, worry less, and sleep better. When you have such a system your finanical reward grows!
I've had the privilege to work with many Practices over the past 3 decades - small, large, and super-sized. It seems they all shared a common problem - no good way to track critical performance data in real time such that all the information they needed to manage performance was always at hand and reliable. Most Practices even struggled to pull such critical data together. It frequently took them weeks or even months to gather such data together and then the data was rarely trustworthy. The truth was that they were essentially "flying blind".
That truth led me to create an Excel Workbook tool for performance management for my clients to use - PERFORMANCE MASTER. It sets up easily, requires just a few minutes to enter data, and provides self-interpreting reports and graphs. It is built around 13 essential Practice Performance Standards and tracks the 17 must-have performance metrics that determine the success of every Practice.
Clients using PERFORMANCE MASTER routinely comment that it has enabled them to fully understand and control their Practice for the first time. They also like to brag about how it has enabled them to grow the Practice and find more profit in it.
Master your Practice performance -Let's talk! Bob@PerformanceBuilders.com
Bob
(c) Copyright 2008
Performance Builders
Wednesday, June 25, 2008
Performance Matters - #20
Problems are an inherent part of management. The question is who owns the problem. Too often managers take on problems that they don't own, and shouldn't own. Here are a few thoughts on problems and decisions pertaining to them.
First, don't make decisions that don't need to be made. It may not be your problem, it may not be your decision, it may not need a decision, or it may not need a decision now. Making a decision you do not need to make is always A WRONG DECISION!
Second, don't take on problems that are not yours. Those who report to you should not be allowed to bring problems to you that is in their area of responsibility. Instead, if they can not solve a problem on their own they should come to you with solution options they have considered and with questions pertaining to problem clarification and solution implications. After discussing those matters with you it is still their decision not yours.
If problems are yours and a decision is appropriate, always solve problems quickly and definitively, do not allow them to “brew”.
Be proactive!
Not deciding or deciding in a reactive manner is never as effective as being proactive. Being proactive builds motivation, trust, and loyalty.
LEAD!
Bob
Performance Builders
Copyright 2008 Performance Builders
First, don't make decisions that don't need to be made. It may not be your problem, it may not be your decision, it may not need a decision, or it may not need a decision now. Making a decision you do not need to make is always A WRONG DECISION!
Second, don't take on problems that are not yours. Those who report to you should not be allowed to bring problems to you that is in their area of responsibility. Instead, if they can not solve a problem on their own they should come to you with solution options they have considered and with questions pertaining to problem clarification and solution implications. After discussing those matters with you it is still their decision not yours.
If problems are yours and a decision is appropriate, always solve problems quickly and definitively, do not allow them to “brew”.
Be proactive!
Not deciding or deciding in a reactive manner is never as effective as being proactive. Being proactive builds motivation, trust, and loyalty.
LEAD!
Bob
Performance Builders
Copyright 2008 Performance Builders
Sunday, June 15, 2008
Performance Matters - Idea #19
Understand that most Practice managers and supervisors have have earned their titles by having been successful professionals with a technical/scientific training. Most have never received training in business and management; and if asked, most would acknowledge that they honestly receive more personal/professional satisfaction in the clinic than shouldering the burdens of management.
The litmus test is to ask them the question, "What gets you up eagerly on Monday mornings and what keeps you willingly after hours?" For most its not management issues.
Management requires a markedly different set of priorities and skill sets than clinical services.
Most who are in Practice management roles have had little training or mentoring to prepare them for success and satisfaction in a manager's role. Most have questions - lots of questions. Most have vulnerabilities that contribute significant unrecognized risk to the Practice.
Help managers and supervisors to acquire the skills and perspectives they need to optimize their value to the Practice. Provide them with competent training and mentoring support. Doing so will yield significant benefit to the Practice that will be measured in performance, retention, and return on investment.
Oh, and keep in mind that all mentors and training programs are not created equal.
We see a significant number of Practice managers return to school for long hours and at considerable cost to earn an MBA. We also see many of them return to the Practice with newly acquired MBA perspectives but not sure how to leverage their Practice for better performance, more reward, and less risk and worry.
Then there are professional association so called mentoring programs that engage those who want to be mentors but who more often than not lack the technical skills and breadth/depth of experience to make them truly valuable to those they would mentor. Such relationships are in fact too often dangerous to those being mentored.
The best advice is to secure mentoring and training support from those with proven ability to bring our the best in managers and the best in Practice performance.
Bob
(c) Copyright 2008
Performance Builders
The litmus test is to ask them the question, "What gets you up eagerly on Monday mornings and what keeps you willingly after hours?" For most its not management issues.
Management requires a markedly different set of priorities and skill sets than clinical services.
Most who are in Practice management roles have had little training or mentoring to prepare them for success and satisfaction in a manager's role. Most have questions - lots of questions. Most have vulnerabilities that contribute significant unrecognized risk to the Practice.
Help managers and supervisors to acquire the skills and perspectives they need to optimize their value to the Practice. Provide them with competent training and mentoring support. Doing so will yield significant benefit to the Practice that will be measured in performance, retention, and return on investment.
Oh, and keep in mind that all mentors and training programs are not created equal.
We see a significant number of Practice managers return to school for long hours and at considerable cost to earn an MBA. We also see many of them return to the Practice with newly acquired MBA perspectives but not sure how to leverage their Practice for better performance, more reward, and less risk and worry.
Then there are professional association so called mentoring programs that engage those who want to be mentors but who more often than not lack the technical skills and breadth/depth of experience to make them truly valuable to those they would mentor. Such relationships are in fact too often dangerous to those being mentored.
The best advice is to secure mentoring and training support from those with proven ability to bring our the best in managers and the best in Practice performance.
Bob
(c) Copyright 2008
Performance Builders
Saturday, May 31, 2008
Performance Matters - Idea #18
Marketing today results in tomorrows clients/customers/patients. Marketing is the life blood of every Practice. Unfortunately marketing is not a core competency of most Practices.
Marketing is both an art and a science. Marketing takes time. Marketing takes repetition. Marketing takes patience. Prioritization and persistence are keys to success.
All marketing initiatives are not of equal value. Many marketing initiatives are frankly wasted. Keep in mind the marketing is about creating awareness and interest. It is about securing mind-share. it is about building trust and relationships.
For clinically based Practices perhaps the best marketing is the contribution of time and expertise in the community that demonstrates the professionals knowledge, skill, and personality. Doing so creates value, appreciation, loyalty, and word of mouth endorsements.
Focus on meaningful community service activities that you and your team can participate in together at both company and personal expense. Pick events and activities that showcase what it is that will be attract the kind of clients you desire.
Market continuously - you are always on stage. Marketing materials are good. Personally stated marketing messages are better. Marketing actions are best. Market!
Need help with Practice growth strategies? Give Performance Builders a call - we have innovative solutions that get results!
Bob
Copyright 2008
Performance Builders
Marketing is both an art and a science. Marketing takes time. Marketing takes repetition. Marketing takes patience. Prioritization and persistence are keys to success.
All marketing initiatives are not of equal value. Many marketing initiatives are frankly wasted. Keep in mind the marketing is about creating awareness and interest. It is about securing mind-share. it is about building trust and relationships.
For clinically based Practices perhaps the best marketing is the contribution of time and expertise in the community that demonstrates the professionals knowledge, skill, and personality. Doing so creates value, appreciation, loyalty, and word of mouth endorsements.
Focus on meaningful community service activities that you and your team can participate in together at both company and personal expense. Pick events and activities that showcase what it is that will be attract the kind of clients you desire.
Market continuously - you are always on stage. Marketing materials are good. Personally stated marketing messages are better. Marketing actions are best. Market!
Need help with Practice growth strategies? Give Performance Builders a call - we have innovative solutions that get results!
Bob
Copyright 2008
Performance Builders
Saturday, May 17, 2008
Performanxce Matters - Idea #17
Conduct team building activities that will help people better understand their own and each other’s gifts and potential contributions. Use those activities to stimulate conversations that will bring people to greater levels of understanding, respect, and possibility. Use those conversations to encourage one another and to position each other for success.
Here are some ideas on where to start.
Read Leadership Above the Line by Sumner.
Read The Five Dysfunctions of a Team byLencioni.
Explore the powerful tools at www.Kolbe.com
Explore Strengths Finder by Rath / www.StrengthsFinder.com
Provoke the potential of those around you. Need help? Give us a call...
Bob
(c) Copyright 2008
Performance Builders
Here are some ideas on where to start.
Read Leadership Above the Line by Sumner.
Read The Five Dysfunctions of a Team byLencioni.
Explore the powerful tools at www.Kolbe.com
Explore Strengths Finder by Rath / www.StrengthsFinder.com
Provoke the potential of those around you. Need help? Give us a call...
Bob
(c) Copyright 2008
Performance Builders
Tuesday, May 6, 2008
Performance Matters - Idea #16
Encourage continually – Build on success. Work at the threshold of failure. But position people for for imminent success. Give the gift of courage by constantly encouraging.
A short story to illustrate the point...
Jaime Escalante, the teacher on whom the movie Stand and Deliver was based, tells an amazing story about a mistaken identity and the difference it made in a young man’s life.
This teacher had two students in his class who were both named Johnny. One Johnny was an excellent student, a happy child, and always had his homework completed on time. The other Johnny was always in trouble, never had his work finished, and generally made the teacher’s life miserable.
The night of their first PTA Open House of the year a mother stayed after the meeting to ask about her son, Johnny, and how he was getting along in the class. Assuming it was the mother of the “good” Johnny, the teacher replied, “I can’t tell you how much I appreciate him. I am so glad he’s in my class.”
The next day, for the first time all year, the “problem” Johnny had all his work done, he spoke up in class, and never once caused a disruption. He even volunteered to help another student.
The teacher was astounded! At the end of the day when everyone else had left, “problem” Johnny came up to the teacher and said, “My Mom told me what you said about me last night. I haven’t ever had a teacher who wanted me in his class.”
That Johnny became one of the best students the teacher ever had – and all because of a mistaken dose of appreciation!
No matter who we are and what our situation in life is, we all want and need to be appreciated."
-Source Unknown
Be Strong, Be Strong, Make Each Other Strong! - Ancient Jewish Chant
Bob
(c) Copyright 2008
Performance Builders
A short story to illustrate the point...
Jaime Escalante, the teacher on whom the movie Stand and Deliver was based, tells an amazing story about a mistaken identity and the difference it made in a young man’s life.
This teacher had two students in his class who were both named Johnny. One Johnny was an excellent student, a happy child, and always had his homework completed on time. The other Johnny was always in trouble, never had his work finished, and generally made the teacher’s life miserable.
The night of their first PTA Open House of the year a mother stayed after the meeting to ask about her son, Johnny, and how he was getting along in the class. Assuming it was the mother of the “good” Johnny, the teacher replied, “I can’t tell you how much I appreciate him. I am so glad he’s in my class.”
The next day, for the first time all year, the “problem” Johnny had all his work done, he spoke up in class, and never once caused a disruption. He even volunteered to help another student.
The teacher was astounded! At the end of the day when everyone else had left, “problem” Johnny came up to the teacher and said, “My Mom told me what you said about me last night. I haven’t ever had a teacher who wanted me in his class.”
That Johnny became one of the best students the teacher ever had – and all because of a mistaken dose of appreciation!
No matter who we are and what our situation in life is, we all want and need to be appreciated."
-Source Unknown
Be Strong, Be Strong, Make Each Other Strong! - Ancient Jewish Chant
Bob
(c) Copyright 2008
Performance Builders
Monday, April 28, 2008
Performance Matters - Idea #15
Celebrate frequently and authentically.
Job satisfaction, loyalty, and performance has much to do with friendship, purpose and recognition. Celebration is evidence of all three.
How often do you celebrate with your team? How many ways do you know how to celebrate? Perhaps a chief celebration officer (CCO) is needed.
Celebration begins with something to celebrate... achievement, anniversary, opportunity, loyalty, or even just having "time to" celebrate. Celebration always acknowledges the something that is being celebrated in words written or spoken from the heart.
Celebration can be time spent together or time spent apart - try a celebration that allows employees unexpected time with family. Celebration is more about opportunities to bond than it is about money or time.
Celebration takes practice. Practice frequently. Celebration builds and defines community!
Bob
(c) copyright 2008
Performance Builders
Job satisfaction, loyalty, and performance has much to do with friendship, purpose and recognition. Celebration is evidence of all three.
How often do you celebrate with your team? How many ways do you know how to celebrate? Perhaps a chief celebration officer (CCO) is needed.
Celebration begins with something to celebrate... achievement, anniversary, opportunity, loyalty, or even just having "time to" celebrate. Celebration always acknowledges the something that is being celebrated in words written or spoken from the heart.
Celebration can be time spent together or time spent apart - try a celebration that allows employees unexpected time with family. Celebration is more about opportunities to bond than it is about money or time.
Celebration takes practice. Practice frequently. Celebration builds and defines community!
Bob
(c) copyright 2008
Performance Builders
Wednesday, April 23, 2008
Performance Matters - Idea #14
Have you ever wondered why so much emphasis is placed in the work place on people improving their "weaknesses"? Why isn't more focus placed on understanding peoples strengths and then using them to their maximum potential. It comes back to what I've written about before, "Do more of what you do best and less of all of the rest."
Think how much happier and satisfied people would be if that was a core strategy of the business. Think how much more successful the business could be if that were a core business strategy!
Play to people’s strengths rather than trying to make them into someone they are not. Each person has a unique combination of gifts and experience unlike any other person. Managers need to get to know their people - what makes them tick? What is their unique knowledge, experience, skills? What stirs their passion? What do they aspire to?
For many manager's their greatest weakness is not knowing the answer to the above question for all of their people.
There are some great tools out there for helping a person or a team discover their strengths and to start the conversations that will help them better utilize them. Are you in conversation with your team? Are you engaging the tools to leverage the talent you have?
When people play to their strengths they actually increase their energy and loyalty. When they are working in their weaknesses they consume energy and and burn loyalty.
Get more out of each person by playing to their strengths.
Bob
(c) copyright 2008
Performance Builders
Think how much happier and satisfied people would be if that was a core strategy of the business. Think how much more successful the business could be if that were a core business strategy!
Play to people’s strengths rather than trying to make them into someone they are not. Each person has a unique combination of gifts and experience unlike any other person. Managers need to get to know their people - what makes them tick? What is their unique knowledge, experience, skills? What stirs their passion? What do they aspire to?
For many manager's their greatest weakness is not knowing the answer to the above question for all of their people.
There are some great tools out there for helping a person or a team discover their strengths and to start the conversations that will help them better utilize them. Are you in conversation with your team? Are you engaging the tools to leverage the talent you have?
When people play to their strengths they actually increase their energy and loyalty. When they are working in their weaknesses they consume energy and and burn loyalty.
Get more out of each person by playing to their strengths.
Bob
(c) copyright 2008
Performance Builders
Sunday, April 20, 2008
Performance Matters - Idea #13
Recognize that about 5 % of any team are positive leaders who are fully committed to the organization’s performance and success – they are passionate about it. They lead by example.
Another 15% are negative leaders who undermine the organization’s performance and success. These are equally passionate people who very often operate in a passive aggressive mode. They lead by words usually spoken in private.
Both groups are opinion leaders! Both groups contribute to defining the culture, attitudes, and behaviors of the team. Both represent the team / organization to the community.
The remaining 80% of a team / organization are followers who can be effectively influenced by either the positive or negative leaders.
Management’s job is to effectively keep negative leaders in check or better eliminating them from the team quickly and decisively. Who you keep on your team says much about how you and your team will be perceived. Your team culture is worth protecting. There are no excuses for keeping negative leaders on your team. You are always better without them and so is the rest of your team!
Bob
(c) Copyright 2008
Performance Builders
Another 15% are negative leaders who undermine the organization’s performance and success. These are equally passionate people who very often operate in a passive aggressive mode. They lead by words usually spoken in private.
Both groups are opinion leaders! Both groups contribute to defining the culture, attitudes, and behaviors of the team. Both represent the team / organization to the community.
The remaining 80% of a team / organization are followers who can be effectively influenced by either the positive or negative leaders.
Management’s job is to effectively keep negative leaders in check or better eliminating them from the team quickly and decisively. Who you keep on your team says much about how you and your team will be perceived. Your team culture is worth protecting. There are no excuses for keeping negative leaders on your team. You are always better without them and so is the rest of your team!
Bob
(c) Copyright 2008
Performance Builders
Tuesday, April 15, 2008
Performance Matters - Idea #12
A portion of every professional’s compensation should be variable. Doing so provides professionals with feedback as to how well they are performing and contributing to the enterprize. Doing so also provides important financial management to practice managers. Variable expense can be managed to respond to changing conditions. Fixed expense means managers can only go along for the ride - even if it means damage to the practice.
Use incentive compensation to discriminate between high value and low value contributors. There are differences in the contribution of team members that deserve to be recognized. There are differences in individual contributions over time. There are differences in what the practice and its patients need as various times. Incentive compensation provides a mechanism for constant fairness, challenge, and accountability.
The matter of incentive compensation will be come ever more important in the coming years. Changes are occurring fast and will occur even faster as the clock continues to tick.
Those who will be best able to weather the impending financial challenges of change will be those who start now to reorder their priorities and their practices. Now would be a great time to start...
Bob
(c) Copyright 2008
Performance Builders
Use incentive compensation to discriminate between high value and low value contributors. There are differences in the contribution of team members that deserve to be recognized. There are differences in individual contributions over time. There are differences in what the practice and its patients need as various times. Incentive compensation provides a mechanism for constant fairness, challenge, and accountability.
The matter of incentive compensation will be come ever more important in the coming years. Changes are occurring fast and will occur even faster as the clock continues to tick.
Those who will be best able to weather the impending financial challenges of change will be those who start now to reorder their priorities and their practices. Now would be a great time to start...
Bob
(c) Copyright 2008
Performance Builders
