by James Canada
In our previous segment on Results-Based Performance, The Performance Standards we’ve discussed — those based on the five Mega-Processes (People, Knowledge, Sales, Service, and Culture) — define performance at the most senior levels. For instance, “Senior Manager” means managers with four or five years of experience. Our highest expectations are usually reserved for the most senior people, but we also hope that Performance Standards will push less-tenured people to new levels of achievement. As we continually establish performance expectations, our definitions and benchmarks will solidify. For now, they are based on our best-educated assumptions.
Of the five Mega-Processes, none is more important than Culture. But it also is the only one that doesn’t have quantifiable measures. Instead, Culture is comprised of several elements, some of which cross into the other Mega-Processes. For instance:
- Service and Knowledge — Individuals at the Consultant level must achieve a rating of “meets expectations” or above in the Mega-Processes of Service and Knowledge in their annual performance reviews.
- Discipline — Culture cannot be maximized if management is unable to follow and enforce company methodologies and policies. Senior Managers, Managers, and Consultants will be required to complete 40 hours of CPE training each year.
- Personal Development — A positive culture is contingent on individuals maximizing their potential and realizing their goals. Employees at the Consultant level must hit the personal and professional development goals from their annual Performance Planning Document.
- Client Relationships — A company’s internal culture is only as good as its external or client-facing culture. Each person at the Consultant level will be expected to score a 4 or higher on client satisfaction surveys.
- Leadership — Culture comes from the top down. Senior Managers and Managers will be expected to mentor one staff member and manage staff relationships in a manner that achieves a “meets requirements” in a 360-degree review process.
Teamwork is also a critical part of culture. Consultants work in revenue teams, pursuit teams and engagement teams. They collaborate with colleagues throughout the firm and even with clients. The Performance Standards will consider the attributes necessary to be a team player — and compensation not only will reflect individual performance, but also the success of the team as a whole.
James H. Canada is managing partner/CEO for Alliance Technologies LLC, ITEN mentor and author of “Corporate to Entrepreneur: Strategies for Success.” Contact Jim at email@example.com, 636-734-2337 or www.alliancetechnologiesllc.com.