Updated June 2, 2021
Several years ago, I got the opportunity to attend a workshop by Shane Yount of Process-Based Leadership. In that workshop, he taught about performance and accountability. His model is a terrific match for the strategy work I do – once you know where you want to go, then you need to activate the organization in a consistent, engaging, disciplined-but-flexible process.
I often talk with my clients about “strategic management,” which is the on-going ability of the organization to identify the right things to work on, and then to actually work on them – as opposed to getting consumed by day-to-day work that puts things off-track.
A culture of accountability
What powers Shane’s performance system is a “culture of accountability.”
Some examples of what that looks like:
There are clear priorities for each team – and the company as a whole – to focus on
There is a sense of urgency in each team – Shane is a strong proponent of a weekly cycle
The dialogue is about what people do, not how they feel
There are “non-negotiable rules” that people hold themselves, others, and the organization to. Some examples:
showing up for meetings on time
coming to meetings prepared
taking responsibility for “re-negotiating” commitments if they are not met
The performance of your company or team is driven by the force of the leader’s personality (and if that wasn’t there, who knows what would happen…)
The company or team focuses on whatever is in front of it at the moment
There is selective engagement – people are able to set their own level of effort and contribution
Your management toolbox
Many companies don’t need or want a complete structured performance system like what Shane offers. And whether you’re talking about my “strategic management,” or Shane’s “process-based leadership,” every company needs its own “management toolbox” to drive performance. Is your company’s performance saying you have the right tools? If it’s not, send an email to email@example.com and we can talk about your situation.