In my last post, we discussed the first of three principles for improving performance and productivity, the Principle of Developing Perspective. This week, we’ll look at the second principle, Defining Performance, as a time-tested methodology for improving performance and productivity.
Remember, we use principles because they represent basic, fundamental truth. When fads, trends and techniques fail, principles remain. In this case, the principle we’re relying on is: “Belief manifests itself in behavior.” What we say we believe should be seen in what we actually do.
If developing perspective is all about clarifying our belief system, then defining performance is about linking our behavior with our beliefs. It’s about taking three simple – not necessarily easy – steps to put skin on the skeleton of our vision, mission and values.
Defining Performance – Starts with Strategy
We define our performance by developing strategies. The difference between vision and strategy is best described in the three-letter word “how?” Vision describes what we intend to accomplish, strategies describe how we’ll bring our vision to fruition. Developing strategies requires outcome thinking. As Stephen Covey said: “Begin with the end in mind.”
Both vision casting and strategic planning are admittedly intuitive. In both instances, we’re looking into the future and seeing what could or should be. This is the way of change, seeing what could be, then taking appropriate steps to make it happen.
Strategy + Measurable Objectives + Action = Change
Strategic thinking forces us to look beyond the present, beyond the current crisis, and identify those things we need to change, or at least do differently, to get the results we desire. Without strategic thinking, we’re left to the tyranny of the urgent, or worse, stuck in the status quo.
Developing strategy starts by developing strategic categories. Identify areas of your life or your business you need to change? Individual categories might include income, education, relationships or health. Business categories would be sales, marketing, process improvement or professional development.
Remember, your strategies do not have to be measurable and could, in fact, be viable for years. Here are examples of a strategy statements relating to specific categories:
- Improve my health through nutrition and exercise;
- Become a Project Manager in XYZ division by the end of this year;
- Develop a marketing plan for our customer service initiatives;
- Increase pretax profits by 5 percent company-wide.
At this point, don’t worry about how you’ll measure or make the strategy a reality. That’s the role for your objectives and action plans. For now, just identify a few personal or organizational categories where you want to see improvement or change.
Write three strategy statements for areas of your life you want to improve personally, and three statements for improving your business or your professional skills. Next time, we’ll move from just wanting things to change to actually making it happen.
