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Human Performance Management Best Practice 4 – Stop When Uncertain
“Do I go to the left or do I go to the right?” A common question asked when one reaches an intersection. Unless one is familiar with the area or has a map, the question may be answered with a nagging ‘gut feel’ rather than with certainty. Sometimes proceeding on the chosen course results in a successful outcome. At other times, it requires backtracking and results in a great deal of frustration, lost time, and unnecessarily spent resources.
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Business plans are more than just words on an otherwise blank piece of paper; it is a statement of the company’s future. The business plan is meant to provide direction and inspire action among executives in the C-suite and employees on the shop floor. Subsequently, these plans are often elegant design and creative in their layout; being fully illustrated and capturing through pictures the essence of the workforce. Consequently, it takes time to develop this creative publication.
Performance standards and expectations drive managerial decisions and personal actions within an organization and serve to align an organization’s members to its vision, mission, and values. Such requirements necessarily demand an exertion of resources to perform the mandated actions.
Humans make mistakes, whether the result of carelessness or unintended misfortune. And no set of performance standards can fully alleviate all errors and their associated adverse outcomes.
It’s difficult enough for a manager to align, streamline, and make efficient those business operations under his or her direct control; adding one or more other work groups to a process’s execution exponentially increases this challenge. Consequently, organizations stand to gain substantial productivity benefits through better cross-functional process execution.
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