Entries by Nathan Ives

Business Performance Assessment Program Warning Flag 6 – Massaging the Message for the Boss

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Constructively critical business performance assessments often present executives and managers with a difficult to accept performance message. While intended to improve overall organizational performance, leaders may take these assessments as an affront to their authority or condemnation of their performance and some leaders may even retaliate against assessors. Additionally, lead assessors and team members seeking to gain the approval of those executives and managers who may positively influence their careers might themselves be overly concerned about the evaluation’s messaging.

Business Performance Assessment Program Best Practice 11 – Identify Risk-based Business Performance Assessments

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Organizations expend significant personnel and financial resources on well-performed business performance assessments and the implementation of follow-up performance improvement actions. To reap the appropriate return on their investment, executives and managers must carefully select the self assessments to be performed such that they directly support achievement of organizational goals and values while mitigating its most significant risks.

Human Performance Management Best Practice 12 – Conservative Decision-Making

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Not all decisions are made in the boardroom. Employees make decisions that affect the organization, its reputation, and financial well-being every day. It is important that these decisions be well aligned with the organization’s values and mission goals. Thus, employees should embody a conservative decision-making approach; being adverse to incurring risks that would make their actions unaligned with the organization’s direction.

Business Performance Assessment Program – Combination Assessments

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Something is not right… performance seems okay but the organization is not moving forward, not learning, not developing, as it should. The spark of innovation, the passionate drive to excel is gone from the leadership team and workforce. Sales may be stagnate or declining. Or perhaps asset experience one too many failures to be considered normal.

Predictive Performance Indicators

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No one knows what will happen in the future. There are, however, observable behaviors and interim results that serve as precursor markers signaling probable organizational outcomes. Performance indicators monitoring these precursors therefore provide early insight to likely outcomes; enabling leaders to proactively take those actions necessary to capitalize on opportunities and avoid undesired events. Thus, precursor indicators, particularly those focused on critical performance attributes, are of great value to the organization.