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There's a delicate balancing act in the effort
to be a high-performing organization.
On one side, you've got your plans, big plans.
In those plans might be standard operating procedures,
target earnings, scripts, and checklists
for employees to follow.
Everything would go perfectly if everyone would just
stick to the plan, right?
Well, not unless your plans exist in a vacuum,
unaffected by outside factors.
These factors insist that we constantly
improve, innovate, and adapt.
Authors Lindsay McGregor and Neel Doshi
frame this discussion in terms of two types of performance.
There's tactical performance, or how well you
stick to your strategy, and adaptive performance,
or how effectively you diverge from your strategy
and create an environment where new, better ideas can grow.
There's a time and place for the tactical side.
Rigidly adhering to procedures is
important for achieving goals of consistency or scale.
But we aren't robots, and when we make our employees act
like them, it can backfire, making
them less likely to be creative and raise problems.
To succeed, McGregor and Doshi suggest
that companies build balanced cultures,
and this often means reducing the pressure
on tactical performance while finding ways to increase
adaptive performance.
For example, when you're setting performance metrics,
avoid linking them to high-stakes bonuses,
promotions, and firing decisions.
Employees and executives are often
less innovative if they're afraid of missing the mark.
Instead, use metrics and data to set learning goals
for better performance.
Try turning precise scripts and manuals into helpful guides.
This gives employees more ownership and freedom
to experiment and create new solutions.
Consider hosting regular problem-solving sessions
to encourage brainstorming and troubleshooting as a team.
If you can balance out these two competing priorities,
your customers, employees, and your bottom line
will notice the difference.


The Explainer: Balancing Execution and Adaptation

94 タグ追加 保存
jbsatvtac1 2019 年 8 月 22 日 に公開
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