The world needs good people managers. People with good people management and teambuilding skills. A lot of what we focus on for team leader and manager roles is what might be referred to as the technical skill. Are they qualified in Finance, Systems Management, Service Delivery, Governance etc… In most cases these people are leading […]
READ MOREHow to get started with PuMP
This article discusses four options about how get started with your implementation of PuMP. Also, some ways to help you get buy-in for deeper work to move away from those useless activity based KPIs to a new understanding of how to use performance measurement to improve your outcomes. Firstly, what is PuMP? PuMP is […]
READ MOREWhy we use Methods
We use methods in our businesses and organisations to build capability within our teams. The value that comes from this skill set, the outcomes and results we seek become more predictable. In this article we will define what a method is. How methods fit together and we will also identify the method for performance measurement. […]
READ MOREHow to Close the Strategic Gap
Strategy is often developed backwards. I say backwards because, delivering the actions become the aim. Not making progress towards an overarching aim. The Strategic Gap is the difference between: Where we are today, on prioritised outcomes and the baseline of the related performance measures; And where we want to be in the future. Described as […]
READ MORECustomer Centric Leadership
Organisations need leaders, people who can make the complex clearer. People who can unwrap the interdependencies across the organisation and make the pathway towards improved performance seem like a ray of light. Customer centric leadership unlocks this potential. Organisations need leaders because the organisation is full of organisms – people – who are looking for […]
READ MOREThe Four Key Focus Areas for Leaders and Managers
Leaders and managers are often challenged with the complexity of their role and competing priorities. Let’s consider what their key focus areas should (or could) be for leaders and managers. Academics have painstakingly analysed the difference in the roles between Leaders and Managers – and yet most of us spend most of our time being […]
READ MORETough times ahead? What Harvard Business School says about a customer centric resilient business.
Research shows customer centric businesses are more resilient in tough economic times. Let’s understand the three phases of becoming a customer centric resilient business. The global pandemic that started early in 2020 seems to have triggered a series of impacts that is changing the world. Dividing opinions from health policy, to an individuals rights, to how […]
READ MOREHow to make sure your goals are S.M.A.R.T.
How to make sure your goals are S.M.A.R.T. The typical approach to setting SMART goals (or sometimes a definition for KPIs) is that the goal has to be: Specific, Measurable, Achievable, Realistic and Timely, or Timebound. And that is the problem. With this proven goal setting approach the T originally stood for TIMELINE, not timely […]
READ MOREUnpack complexity for performance improvement
This article examines why we need to unpack complexity to unlock performance improvement learnings. Then we look at two techniques that can help us unpack complexity. When the complexity of what we are aiming to achieve is unpacked, only then can we use performance improvement tactics to progress towards the results and outcomes we seek. Success […]
READ MOREJudgement prevents learning
The goal of organisations is to improve performance. A key enabler of this is to become a learning organisation. By developing the organisational skill (or culture) of learning and applying this knowledge will improve the outcomes we realise. Over time we will learn how to get better at what we do, we will understand our […]
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