Business Development Metrics

Leadership Performance means:
1. The capability to assess an overall situation inside and outside the organization
2. Selecting the appropriate leadership style/qualities/type
3. Consistently following that style

We can assess leadership performance by the following attributes:
1. Capability to assess the rate and direction of external changes
2. Capability to assess the rate and direction of internal changes
3. Capability to assess the gap between the above
4. Capability to assess the requirements to reduce the gap
5. Capability to mobilize different resources for the above
6. Capability to measure, analyze and control the changes
7. Capability to continuously improve the management system consisting the above processes

In my experience, I have seen leaders with the above qualities taking the organization on the growth path and those without them dragging the organization to extinction.

Everyone has to bother about assessing leadership performance if he or she has a stake in that organization. By measuring the leadership performance, one can know the status of the organization with respect to global trends. People can change the leader if required. People can identify the right type of leader and empower them. In short assessing leadership performance decides whether the organization will survive and grow or extinct.

For me high performance leadership means, a leadership that produces always better results on all fronts of stakeholders? interest.

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1. Leadership perfomance can almost exclusively measured by identifying differences in teamperformance. Teamperformance has two major aspect, results and proces. Good leadership will show impovements in both aspect.

2. I have used methods when training Netherlands Navy battleofficers. Although the method was still under development is was divided into 4 major area’s, in increasing importancy: Objective performance, Practical knowledge, teamcommunication skills and decisionmaking skills. The method was usefull both in assesment as in student feedback. Both improved during the development of the method. At the end of my assignment (almost 4 years) scientific research was started to further investigate.

3. Without measuring leadership the only way to identify leaders is thru peer review or opinions of higher authority. This proves to be very unreliable. Good leaders will identify and educate new good leaders, but in generally a proces known as “cloning” takes place. Mediocre leaders will, for various reasons, select the less able of even bad leaders.

4. High performance leaders means that they are able to make any team function better, whatever the individual skills and potentials of the different teammembers. The only way to develop “high performance leaders” is to ensure continuous feedback in relative safe conditions for the leader. Or easier said: ‘ praise in public, punish in private” Opinions of subordinates are just as important as those of superiours, or even more so.

5. A number of methods are succesfull, generally in combination. I would mention 360 degree evaluations, crisis training, peer intervision and personal coaching by a subordinate or a relative stranger.

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I would just add a few things to those who have already responded. I believe many have touched on the specifics of leadership assessment. This is a quite well developed field. The element that I beleive is missing is the organizational focus. Speaking of leadership performance has to consider what the organization requires. High performance leadrship will be acheived when the individual leader’s leadership style aligns closely to the organizations leadership needs. To take an old question out of context “If a leader leads in a forest and there is no organization for him to focus on, has he truly led?” I would strongly suggest that absent an organization there is no leadership performance.

I strongly belive that without assessing where you are, you cannot develop plans on how to improve. If our goal is continuous improvement than this requires assessment.

The tools for assessment are abundant, the choice of the correct tool depends on what specificially is being assessed. 360 tools are very powerful. Psychometrics such as the Hogan assessments can be used to help you understand how your leaders approach issues, and what motivates them, finally there are specific instruments such as change style indicators or conflict mode assessments that help you understand group dynamics. Before delving too deep into these tools I would caution that the tools not requiring a certified individual to administer them may be the most dangerous as far as being misused. A little caution upfront can avoid a lot of pain down the road. Websites below link some of the tools I have mentioned

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Leadership Performance: The function of a leader is to ensure that he/she has followers willing to go toward the expressed vision. That means engaging the hearts and minds of others, not just their bodies, to willingly and enthusiastically execute their part which contributes to the desired outcome.

Measuring Performance: Certainly input from the circle of people who are impacted by the leader would shed light on the quality of his performance. A 360 instrument, if administered well, assesses the current opinion of his abilities and qualities setting a that leader’s baseline contributions, identifies areas for growth, and can offer tips and strategies to help him develop. People who work with and for the leader: peers, direct reports, customers, managers, for example, can provide anonymous feedback both numerically and with comments. It’s important that this instrument be for development only and not for performance review. The performance review focuses on results. The 360 focuses on personal development to achieve those results.

High Performance leadership indicates someone who masters both the task and relationship side of leadership; achieves the results through his influence, vision, and abilities and has a cadre of loyal empowered followers.

I recommend 20/20 Insight 360 tool. You can purchase the instrument and administer it yourself or you can work with a consultant (me and others like me) to guide you through the process, tailor and set up those items that idenitfy desired abilities and behaviors. It’s the best I’ve seen It stands up to and often excels many familiar assessments out there.

The tool also helps identify what leadership training would help create a more effective workforce. You can ensure that the training is relevant and needed and who would benefit from attending. Put your training $$ where the need is greatest. You could follow with a survey some time after the participants have had time to implement new strategies to see what impact the program had.

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?High Performance Leadership? is often stated as a critical contributor to organisational success. However, it seems that leadership performance can mean many things to many people.

What does leadership performance mean to you? Is it about financial targets, the individual leader, the means, the ends, or something else?

Can you measure / assess leadership performance? What are the fundamental elements? What is your experience of measuring / assessing leadership performance?

Why bother? What real difference does measuring / assessing leadership performance make?

What does ?High Performance Leadership? mean to you? How do you (or would you) develop ?High Performance Leadership??

?a manager tells you what to do, a leader teaches you how to do it.
?a manager will admonish the team for failure, a leader will praise the progress made despite failure.
?a manager praises privately, a leader praises publicly.
?a manager admonishes publicly, a leader admonishes privately.
?a manager ?commands from the rear?, a leader ?commands from the front?.
?a manager will tell you to do something that that either haven?t or won?t do, a leader will never ask you to do something they either haven?t already done, or aren?t willing to do themselves.
?a manager says ?go there, i?ll stay here?, a leader says ?lead me, follow me, or get of my way?.
?a manager sacrifices the team, a leader sacrifices for the team.

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Retention strategies you can follow:

Retention is the biggest challenge with the new age companies. It is about creating loyalty. Lets understand the word loyalty first. It is the consequence of a trust based committed relationship.

Employee relations are most critical for any retention drive to succeed. These days it has become so critical to answer “Whats in it for ME?” It is only because, a wider choice is available to good talent.

1. Hiring decision is very critical. Hire the right talent and not always the best talent on the market. Develop a niche for the employees right from day one. The word RIGHT has a lot of meaning. Don’t show a pseudo pictures. Show reality. Commit less and deliver more. A wrong hiring decision is known to be more expensive than re-hiring due to attrition, simply because it dents the organization terribly. Especially, if such a decision goes wrong for a senior level mandate.

2. Provide empowerment on the job along with continuous training. A right balance of accountability and autonomy can be created to make the work environment conducive. Expose them to new skill sets. Like having an informal quality circle which gives them added skills and responsibility, both. Or a mentoring program.

3. Recognition more than just reward makes a big difference. This is a leadership decision. If possible, have a recognition scale for every quarter. And let the CEO do the thanks giving at a luncheon. (Like the famous HP Banana Award) Recognize individual and team success very strongly.

4. Commit yourself to developing leaders for tomorrow. Rather than just managers. This should be conveyed by the employer branding in open.

5. Provide them with ample internal opportunities to grow vertically as well as laterally. (Like sending your mid manager on an international assignment for a short term, which will add value to him/her as well as the company)

6. Higher education for upgrading relevant skill sets. Provide for a well established career development program.

7. Offer practical and genuine benefits (I mean tangible fringe benefits). At the same time offer compensation on par with industry standards. You don’t have to pay any extra to retain them.

8. Follow a strong value system which is human and based on respect for all. Employee satisfaction is measurable. Just doing surveys won’t make any sense. Go a step beyond that. Have a good listeners in the grievance cell.

9. Have a very fluid communication system so that anyone at any level in the organization is easily accessible and approachable. Also implement an honest 360 degree feedback system. It could also include providing clearly articulated KRAs.

10. remove all negative factors from the system. It could also mean unfit people even if they are most skilled. Attitudes go a long way into achieving success.

11. Most often I have seen organization default on being realistic. It’s a good thing to be aggressive on goals. However, if they are not realistic, they can prove detrimental to organizational success.

12. Rather than just focusing on cost cutting, profit making, top line, bottom line etc., it is worthy enough if the leaders follow a wealth sharing practice.

13. Add more value to employee relations. Doing small things can go a long way. Simply, sending a small gift for an employee’s birthday/anniversary/etc. can mean a lot. It’s only human to do that. I think it is a part of organization’s responsibility to create an extended family.

14. This suggestion can go a long way if honestly implemented. Support employees in their crisis. It could just mean an emotional chat or a small financial help, if that is required. In one of my earlier companies, we had such a case. A colleague had to undertake an open heart surgery but din’t have enough financial aid for that. The company didn’t do anything about it. And the consequence was hard hitting. The whole team put in a mass resignation. Hope this is useful. Gaurav.

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Surely you’re not living up to your billing. (You’re supposedly “Creative Problem Solver”)

This is a problem that can be solved like any other problem. You just need to ask the right questions.

First, during the acquisition, did the acquiring firm extend any sort of “golden handcuffs” to key employees outside of senior management? Back loaded comp packages keeps the key employees tied to the company and will help settle some fears.

Second. You mention poor morale and a lack of management confidence.
This usually comes from a combination of FUD and observations made by the staff. You counter the FUD by opening up the flow of information and communication. You find out the instances of what caused the employees to question management.

The morale issue could also come from friction where there are difference in corporate culture and agendas. (Fighting for position and inter-office politics as an example.)

As to the increased workload, do the employees view this as temporary or a permanent situation. If the workload becomes a “quality of life” issue and there are other opportunities elsewhere without the headaches, then you’re going to lose staff.

The point of what I’m trying to say is that you need to do a structural decomposition of the problem in to smaller,. solvable units. By breaking the problem down, you can tackle issues that you can solve and if you solve enough of them, the over-all solution will become visible.

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Well from what you wrote: poor morale, lack of management confidence and lack of vision says the communication system was broken.

Some people think an email and a page on the lunchroom board is all that is needed. If you want these people, a face to face chat does wonders. They know there is going to be big changes and they know people are going to get tossed. Don’t use nice platitudes as they tend to annoy and make them stop listening to the message. Don’t tell them it is going to be great for the company; tell them how they are going to improve the company. Tell them what is expected of them.

Listen to them. Listen to their concerns. Smashing their corporate culture will greatly sink morale. Slowly changing it will help in the long run especially with little things that don’t affect you directly. I remember where one company had candy boxes while we had machines. The boxes had to go! It was small but it was the final straw for many people.

One pet peeve of mine. Don’t use the word synergy. It’s been done to death and I have a habit of tuning things out if it’s used all the time.

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Innovation is an art and if it is given a shape and look of science then the products or services start suffering from both internal and external barriers at organisational and individual level, as it is a question of Positioning the product and services.

Many innovative products or services are well accepted due the need fullfillment capability (Demand & Supply). If the market is mature ( External Influencer) , then innovation is a boon or else the product and service will perish due to internal and external barriers.

Many successful firms or organisation who always believe on the above principals are 3M,P&G,HUL/Unilever, Intel,Appel,IBM, Tata etc.They were able to over come the barriers from generation to generation.

These barriers can not be standardised or measured, but sometimes they can be preconceived due to internal and external turbalance in organisational and external changes of market scenario.

The R&D capability of the firm depends on the Budget & Revenue, but in certain cases the innovative methodologies, remain as a thought and may not be able to take a form of Product or Service.

Most of the times innovation of products depends on the Vision and Mission of the Organisation, which is always a reflection of the Top Managements thought process.

Still the internal barriers play a bigger role than external influencer, so if the Innovater have self confidence then, they can easily overcome the external barriers. Do innovate as “failure is the first step to success”.

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If innovation, or any movement, is truly desired, it must be so unambiguously and unequivocally. The status quo (non-innovative) must be eviscerated, not merely tweaked, fine-tuned, or sent to a committee.

If not, the message is essentially “skilled incompetence,” a phrase describing mixed messages from management theorist Chris Argryris.

“Innovate, but be careful!” “Take risks, but don’t mess up what’s working!” “Be bold and be practical!”…these are several examples of self-defeating mandates, destined to fail, and sometimes, make matters worse.

The barrier is often the fear of reaching the goal itself in the climate of the existing organization, for many of the reason already listed in the answers. Those who hold power, control, and authority in the current state fear the loss of it if innovation (or re-engineering, or quality management, or balanced scorecard, etc) is different from status quo. Not wanting to be an overt obstacle, personnel and systems play along until the matter is worse or the matter is dropped, for whatever reasons.

So, really, the barrier is anticipating not wanting unknown aftereffects of such a change. While it won’t lead to innovation, those using skilled incompetence, can feel good, look good, sound good, by espousing the new program, while anticipating/knowing/expecting what will happen because of it - not much.

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I would like to focus on incremental and radical innovation. While it may also be considered as evolutionary or revolutionary. In all instances there’s a large consideration to inside-out or outside-in approaches, where the firm sets a new standard or a firm supplys to a large increasing demand.

I believe that there are both internal and external stifles to product innovation. Most of the time new ideas are being championed by an individual who sees the vision and marks the trend. However effectiveness of such a plan requires the influence of the key managers who would reasonate such influence within their organization, who would inturn, touch the hearts of the customers.

Evangelising buy-in at management level is critical but there is no one-best answer when dealing with perspectives of key sponsors who critically need to see the actual point of view. After all, how leadership of such innovation moves is mostly from top to bottom of the structure. So if new products are not addequately pushed, there will be weak influence.

Can the business really handle the new product? If we’ve good buy-in from the top, can the structure handle the implementation of this innovation? If it’s radical, there’s going to be more reasons needed to influence the organization. Afterall, product innovation is highly entreprenuertic. Everyone needs to share the same dream to ensure a high spirited implementation.

Market driver or market driven? So we’ve got a new product, is it an improvement to the current, or will it be a new technology/generation in the market space?

Then there is cost, which does not necessary equate to the idea. Simple innovations may require large amount of changes to the overall business structure. For reasons that while it may be a following environmental trend, the business lacks the supportive structure needed. Thus greater cost in making it possible. Also the cost required for the business cross the innovation chasm and onto a stable market performance.

Realistic or unrealistic. While we’re supportive or idea generation programs, we need to have indicators on the measurement of such ideas. I guess sometimes I do wonder if the idea is really a good one, or something out of this world.

These are some of my experience. I accept that failure rate is high but innovation is critical in sustaining a business for the future.

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The biggest barrier to innovating products and services is conventional corporate structure. Purely internal.

In typical corporate organizations, left-brain dominated people hold the purse strings. ?Left-brainers? are the loveable, but small-minded, niggling pinheads we all know who are skilled at command and control functions (e.g., conceiving rules, instituting policies, and issuing commands). ?Left-brainers? secretly harbor grudges against right-brain dominated people.

Right brain dominated people can also tend to minutia, but find it wholly unsatisfying. Right brain dominated folks are expansive in their thinking. ?Right-brainers? are motivated by the poetry of a good idea.

Most of the innovating products and services I have seen are born from small, cross-discipline teams that are - or behave like - startups. The teams are typical comprised of right-brain dominated “dreamers”.

If innovation is the goal, organizations must feed and nuture small, cross-disicpline teams. Organizatons must emmulate startups.

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