InsideOut Online

Highlighting the Houston District

Jan 2013

From the January 2013 edition of Houston InsideOut Publication: 

Why Measure Performance and What Do We Do Next

This question comes up a lot. People ask why do we become focused on performance indicators and push accountability. Well, performance measurement is a way of determining or progress toward achieving our organizational goals. In degrading economic conditions, it becomes imperative that we drive performance indicators to shield us from the effects of poor economic conditions. Performance Management builds upon performance measurement ensuring that we add communication and action to the equation. Communication and Action are essential to improve performance.


 How often do we communicate? Look at great teams. They communicate at the start of a game (talk about the challenge, fire up the team); they communicate during the game (talking while they play and calling time-outs) to adjust their actions, so they can better reach their goal; they communicate after the game (game films, debriefing, congratulatory comments). They don’t “Just Do It”, as some would propose we do. They do it with acknowledgement that every player has a key role and no one’s role is more important than the team’s success. Even the coach’s role is not more important than the team’s success. The coach’s primary role is to measure and manage performance through effective communication and action. The team’s role is to provide constructive feedback, and play their role effectively so they will contribute to the team’s chances of winning.

 Performance is the actual versus desired results. Whenever actual performance is less than desired, we have an opportunity for performance improvement. Taking from Wikipedia, performance management and improvement can be thought of as a cycle:

 1. Performance planning where goals and objectives are established

2. Performance coaching where a manager intervenes to give feedback and adjust performance

3. Performance appraisal where individual performance is formally documented and feedback delivered. This is done daily, weekly, monthly, quarterly, and annually. There must be recognition of individual and team accomplishment.

A performance problem is any gap between desired results and actual results. This is what we must communicate. Celebrating success and not always laying blame on the individual, when failure occurs, but instead, always examining the system to look for opportunities to improve our processes. Performance improvement is the effort we put forth to close the gap between actual results and desired results. This all starts with communication and ends with action.

You will read the many memos and letters from my office. My charge is to make our organization successful and secure each and everyone’s job. I start with communication. I ask that all of you do the same. Once we have talked about it, it is time to live it.  By doing this we take our place as best in the Area, best in the country, best in the industry.

1 Comment »

  1. Where we are going, how we’re going to get there, and what are the time requirements are questions related to performance. Performance measurement starts with communication and ends with the answers of feedback.

    With communication purpose can be defined, resources identified, and means articulated. Called a plan communication gives direction for performance to be ignited with motivation and effort unleash with initiative. Communication is the genesis for the rational of performance.

    Performance once started and engaged is not ballistically perfect and guaranteed to be behaviorally accurate. To stay on course, maintain the standards of quality, and perpetuate commitment performance depends on the communication feedback services of assessment and evaluation.

    It starts with questions and ends with answers. Communication is the key for performance to find catalyst, meaning, and valuation.

    Comment by Dennis Brinkley | April 10, 2013 | Reply

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