stages of development - International Business Growth Radio Network

SHOW & CHAPTER 36: THE POWER OF PERSONAL SCORING - WILLIAM EASTMAN

2/6/2022

Employees need to own the numbers, by posting their scores daily creates the required ownership. Every person is responsible for maintaining their own metrics and sharing the information by using a centralized dashboard and personally posting their metrics daily within the team.

Show Objective
Given Shows 20, 24, 28, and 32, create a plan for bringing personal scoring of performance to your work group.

EPISODE 161: Summary
If you reviewed the topics within this show note it might seem a little heavy in psychology, but that is not the point. Visual Management has two objectives, first is for the management of performance and the second is a commitment to performance by owning the numbers.

This is a secret that is missing in most organizations and size doesn't matter. Most of the places I have worked, and hopefully avoided in my own businesses, are people trading time for money. This relationship to work in small businesses is deadly.

Topics:

Don't Make Yourself Look Stupid
If This Is A Management Tool - What is Required?
How to Chart Personal Performance

EPISODE 162: Cognitive Dissonance or Preventing Public Ridicule
"Cognitive dissonance is a term for the state of discomfort felt when two or more modes of thought contradict each other. The clashing cognitions may include ideas, beliefs, or the knowledge that one has behaved in a certain way." Psychology Today

Now for the definition in English. All 'normal' people hold the following beliefs about themselves: they are good, honest, and competent people. This is not only what they feel about themselves but more importantly this is how they want others to perceive them.

Taking this further, we will do what it takes to avoid embarrassing ourselves in front of others. I have used this concept during many years in a leadership role. If this is true, and my experience is it is close to being an absolute, it drives techniques that place people in the following bind: they are either carry out their assignments to the best of their ability or show themselves up as either incompetent or liars. This is a situation we work hard to avoid.

Topics:

Ensure Goals, Objectives, and Standards are clear
Use the participatory tools of Vertical (Line of Sight to Business Goals) and Horizontal Alignment (Processes Based on Customer Value)
Gain commitment for doing what is needed to support the tasks assigned
Hold them accountable for their stated commitments

EPISODE 163: Getting People to Own Their Behavior

If necessary review the following Shows/Chapters: 20, 24, 28, and 32. During these shows we put into place everything you need to create an environment, a culture of personal responsibility.

We have shared with them the Vision, Mission, and Values of the company. We taught them the company's financials and had them participate in creating this year's Goals, Objectives, Metrics, and Standards.

Now we have them develop personal game plans for how they will affect the company's performance. It is this commitment we will hold them accountable.

Topics:

Personal Goal Setting
Fairness
Feedback
Reward

EPISODE 164: Creating Charts
It all comes down to this. Everything has been set in place and now each individual, group, department, etc., will post their numbers daily. Here is where the concept of cognitive dissonance becomes invaluable. Every day they must post performance numbers that indicate whether commitments have been honored or make the two admissions all of us avoid - "I'm incompetent or a liar".

Topics:

Two Boards
- Scheduling
  - Actual vs Desired
- Backlog
  - Tasks Awaiting Action
Board Elements
- Task Status - numbers and color coding (Red, Yellow, Green)
- Indicate Areas in Need of Support
- Indicate Actions Taken
- Show Desired vs Abnormal
Management Needs
- Information that is Accurate and Current
- Goals & Targets are visible
- Metrics visible
- Reasons for 'Misses'