In an article like this, the left side of your brain normally goes on high alert when you see the terms “Performance” and “improvement” sitting next to each other. This is due to the fact that talks about how to improve performance have typically favored facts, figures, and data.
Determine where you are in relation to the rest of the world by setting a baseline. The next step is to use some sort of predictive analysis to determine your ultimate destination. Then you begin a persistent measurement regimen that allows you to incrementally quantify your improvement in the future.
Few thoughts on this method to improve performance
- Fundamentally : This is still valid! The gap between the “here and now” and an aspirational “what good could look like” generates actionable performance goals. It’s difficult to believe that will not continue to be the case in some form or another throughout the remainder of the time.
- Operative : Has been enormously enhanced as a result of recent technology advancements. Real-time measurements that were inconceivable only a few years ago now inform performance feedback and feedforward. There is no reason to believe this trend will slow down or lose pace in the near future to better performance.
- Effectively : There are numerous examples to support the idea that a genuine, other-centered, human connection is increasingly becoming a factor in performance enhancement (right-brain stuff). Personalized approaches to the dynamic of continuous improvement are becoming increasingly common among creative leaders.
As we all know, leaders are primarily judged on their ability to influence three things
- Efficiency: Achieved or surpassed objectives?
- Engagement: When it comes to accomplishing the firm’s mission, do workers feel connected to one another and to the organization as a whole? Do employees understand how their work can help them achieve the personal goals that are most important to them?
- Retention: Is the company’s top talent staying?
In this context, which parameter do you think is the most significant one? All of them are, of course! If you had to pick one, which would it be? “Engagement!” would be a legendary leader’s immediate and confident response to the inquiry. Guess what, you don’t have to worry about as much if your team members are “all in”? Productivity, performance improvement, and retention are all examples of these. It sounds simple, but it’s not.
To achieve “all-in involvement” leaders must be “all in” themselves, as well. Consistently engaging in self-reflection, real transparency and collaborative courage is essential. They discover what really important to the people they work with as a result of the process. “I’m curious,” they’ll say, as they probe them further. Is there a connection between what you do here and what is most important to you?”
Before anything else, these leaders take time to listen to their employees’ concerns and do everything they can to help them realize how their work and the personal pursuit of excellence may help them achieve their most important personal goals in life.
We conclude that the ability of a leader to develop and maintain an empowering connection powered by personal engagement will continue to be a key component of continual, tangible performance improvement, which is structured and surrounded by objective analysis tools.
The top companies are able to use both techniques to their advantage (Inside-out & Outside-in). In order to identify opportunities or threats, they keep an eye on their own strengths and weaknesses. The most effective business plans of these organizations take into account both internal practicality and external movements that are loosely linked.
*Sincere human connection is increasingly being recognized as an important factor in enhancing one’s performance (right-brain stuff).*
*Leaders who place an emphasis on “all-in engagement” must also put their own interests first.*