Monthly Archives: February 2014
Performance: You get what you expect and accept
I will start with a fitting quote:
“Don’t lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”
author – Ralph Marston
Undoubtedly we have all seen this in action and experienced it in different areas of our lives. Parents that fail to hold their child accountable for poor grades, and bad behaviors. Bosses or managers that do not provide feedback and guidance on not achieving goals (or worse not setting goals/ objectives). The examples are widespread.
In regards to quality management and operational excellence, the same applies. If we as management do not set the bar high enough to provide challenging objectives, performance may actually decrease to the expected levels. If management “settles” and accepts product quality, personnel performance, operational performance (example – productivity, delivery, scrap, rework, etc…) and even personal performance that is low, that is precisely what we may get. If we provide objectives and goals that are challenging, yet achievable we stimulate the interest. Most people in my experience like a challenge. If we do not provide this in the work environment, people may just “get through the day” to get home to do the “mentally stimulating” things that they enjoy.
Having said this however, we as management need to make sure that we also provide the following to employees and staff:
– Clear objectives/ goals that are a stretch yet achievable
– Clear explanation/ communication and understanding of the objectives
– Resources to be able to achieve the objectives (tools, equipment, data, personnel, time, etc…)
– Competency (knowledge, training, experiences) to achieve the objectives
– Feedback. We need to make sure that employees know that there is a process to evaluate progress and to provide positive and
negative feedback on how the process is going.
– An action plan/ process and or resources if there are roadblocks or progress is stalling
One problem that I have seen in the past is that the objectives/ goals are lowered to meet the performance. An example might be increasing plant scrap levels to match that of the current performance level instead of developing a plan or project to improve this.
Another example occurs on the personal side as well. People that do not like to exercise or monitor what they eat, accept their current health levels as “that’s just the way I am”, instead of devising an action plan to change it.
Establishment of the targets
I would like to elaborate on the setting of these objectives. Many times these expectations are set from the management team. Other times they are set by department managers, or leaders. In my experience we achieve the best scenario when we involve the employees, staff, etc… in developing and understanding the process and the objectives. Not only does this help reduce resistance and obtain “buy in” from employees but it makes them part of the process and creates ownership of the objective. To reiterate: the objectives must be challenging and achievable.
Clear Communication of expectations and specific feedback
As managers we must ensure that we have clearly stated the objectives in language that the targeted employees will understand as well. Posting objectives in the plant or work areas in a terminology not used or understood is a surefire way to set them up to fail. We must also make sure that we talk about the process, objectives with the employees so that it is known that these objectives are important. For example – Hanging a trend chart on the wall with results of scrap levels is great but if there is no interaction or discussion of what the results mean and what is to be done to change then not much will happen many times. These results and actions should be discussed in meetings, even written about in company newsletters, or websites/ blogs. If we do not show that the objectives are important then the excitement of the initial discussions will wear down and everyone will go back to business as usual.
In short – if we are not getting better we are falling behind the competition. In order to get better we must understand the processes, measure the processes and hold people accountable to the results and goals. If we do not involve our employees in the planning, and setting of goals they become bystanders and do not “own” the process or objectives. It is management’s job to clearly communicate these and provide for removing of roadblocks beyond the employees control.
Here is to improvement!