Managing for Performance  (adapted from The Daily Drucker)

Keith Starcher
DayStar Consulting

Peter Drucker states that “the first requirement of organizational health is a high demand on performance.”  You, as a manager, must set a high standard of performance for yourself and for everyone that reports to you.  Drucker defines performance as “the consistent ability to produce results over prolonged periods of time and in a variety of assignments.”  He’s not talking perfection here.  A performance record will also include failures that demonstrate a person’s limitations—but as a manager, you will build performance on strengths.

Think about your own performance over the past 12 months.  Where and how have you produced results that have really made a difference?  Ask yourself, “How can I make the greatest contribution to what needs to be done with my strengths, my way of performing, and my values?  Of course, one also has to know “what needs to be done” that will result in meaningful progress for the organization.

Identifying Your Strengths

If you are to play from your strengths, you need to identify your strengths.  Drucker suggests that you write down each of your key decisions and key actions along with the results that you expect them to achieve.  About a year later, check the actual results against your expectations.  After two or three cycles of doing this, you will see your strengths (where results met or exceeded your expectations). 

Using Your Strengths

Once you have determined your strengths, concentrate on using and improving them.  As you are figuring out what to do (play to your strengths), be sure to include some analysis that tells you what not to do as well.

Recognize “disabling habits” and “bad manners.”  The latter can make cooperation and teamwork almost impossible.

How Do You Perform Best?

Determine your learning style (auditory, visual, tactile, etc.).  Do you work best when cooperating with others or when going it along? 

When working with others, in which role do you perform best—peer, subordinate, or supervisor?  Do you need a predictable, structured work environment?  How do you respond to pressure?  Determine which work style suits you the best.

Begin with the End in Mind

Why should we work to improve our performance?  Do you and I have an end in mind? Or have we bought into the performance culture that lures us to perform better so that we can (fill in the blank) for ourselves and our family?

Alice: Oh, no, no. I was just wondering if you could help me find my way.

Cheshire Cat: Well that depends on where you want to get to.

Alice: Oh, it really doesn't matter, as long as...

Cheshire Cat: Then it really doesn't matter which way you go.

Sometimes each of us acts like Alice.  We seek help in improving our performance, but we have yet to settle “where we want to get to.”  This can even be an issue for Christ-followers.  This should not be. 

Where do I want “to get to” in life as a Christian?  The Scriptures reveal this answer again and again.  I want to get to where I consistently “love God and love people.”  I want to hear at my life’s end, “Well done, thou good and faithful servant.” 

Thus, although I live and breathe the same marketplace air as many others, my reasons for performing in the marketplace should flow from an eternal perspective—not a temporal one.  So I ask myself, “Why do I want to perform at my best in my job?”  Ask yourself that same question.  Don’t rush to an answer.  Think about it for awhile.

What About the Others?

Diversity should be a key asset of your team.  Thus, there are likely to be great differences between yourself and others on the team in regards to strengths, work styles, and values.

Now that you know your own strengths, work styles and values, it is imperative that you learn the strengths, work styles and values of the people around you. Everyone who depends on you and on whom you depend needs to know this information. Consistent group performance can only be achieved “if each person within the group is able to perform as an individual.” 

Wanting to improve your performance is a noteworthy ambition.  Peter Drucker counsels us on how to do just that.  But let us remember, that knowing “where you want to get to” will determine “which way you go.” 

May each of us build on His strengths and His values as we improve our performance in the marketplace.

Keith

Subscribe to these Weekly Insights at no cost at www.daystarconsulting.com

Weekly Insight answers to executive questions at http://www.daystarconsulting.com/faq.asp

If for any reason you would like to be removed from our email list, please email Remove@daystarConsulting.com