The third competency for our consideration is “Create an environment for performance improvement.”
Please see "Succession Planning from the Middle Up!" (above) for the context of Competency #3.
How do you facilitate this competency in your world? How have you been able to create this sort of environment--maybe without support from the top--or haven't you been able to create it yet? Do you think this is all about the numbers or the people? What best practice or success story could you share about this?
Please click on "Comments" below to share. Thank you for your thoughts!
At my current company, we strive to enable performance improving throughout the organization and engage multiple departments to be successful.
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What makes us successful is our governance system. Our sponsors govern our work: They review our performance analysis summaries, approve/modify/decline our recommendations, and prioritize our work. They often assign sponsors (at a lower-level in the organization - either VP or director) to specific projects. We then work with those sponsors to enlist various departments to achieve the project's solutions. In some cases, another department leads the projects while we function as a support/consultant role; this may be because other departments actually would own the solution's implementation and be responsible for sustainability.
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To help us with our analyses and evaluations, we established virtual advisory teams. These teams consist of representatives of those who actually do the work (and are the primary receivers of the performance improvement projects). They provide insight and validation as well as ultimately benefit from implemented solutions.
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Those are the two groups that make up our governing body and enable us to be successful. Our positive results have earn the respect and partnership that we need to continue these efforts.