Operational Excellence Reviews Pay for Themselves

OER logoIf you’ve found yourself asking, “why do we do that?” and no one seems to have an answer, your organization may benefit from an Operational Excellence Review.

An Operational Effectiveness Review (OER) is an intensive audit of processes, systems, and structures that aims to reduce waste, increase productivity, and positively impact the efficiency and effectiveness in an organization. OER’s can be done within a specific function, at the business unit level, or for the entire company.

Through a combination of job shadowing, data analysis, interviews, and focus groups, an OER uncovers roadblocks to performance and unleashes creativity and innovative solutions that don’t get attention during the routine of everyday work. Using lean six sigma methodologies, proven job design models, and systems thinking, an OER pays off big by freeing employees to do their jobs the best possible way.

An OER is an investment in your organization that has a high rate of return. Invariably, an operational audit leads to work simplification through elimination of non-value-adding tasks and activities. Additionally, an OER gives focus to process improvements by the people who perform the work, leading to sustained efficiencies over time.

OER’s done within human resource, training, and OD functions guarantee that business partners are getting what they need without a lot of fluff. The OER process forces functional areas to look in the mirror and ask, “are we doing our best?” Legacy programs, non-value add processes, and misaligned objectives are evaluated and replaced, tweaked, or enhanced through an OER, allowing for lean operation and better alignment with the organization’s strategy.

Because of the savings from streamlined processes, OERs pay for themselves and are a morale boost to your staff as they participate in making sense of the work they do.

Cornerstone Global Training & Performance Solutions provides experience and expertise to conduct an OER at the department, division or enterprise level. Find out more by email us at info@cornerstoneglobaltps.com.

Self-Solving Dynamics: No More Superhero Managers

super-managerDependence-Based Management

My office in the lower level of the department store was the first one in the executive office suite and I kept my door open most of the time because I had no windows. And as the head of HR, I was the one everyone came to with all kinds of issues, from advice on how to deal with an underperforming employee, to where to access keys to the storeroom. At the time, I was one of the most proficient with the new computers that were slowly taking traction, so I was also the Help Desk and printer-unjammer. I admit, there was a part of me that enjoyed being so important! They say knowledge is power, and as the one who interacted with virtually everyone and every aspect of the store, I knew a lot!

But I was finding myself working long hours to get all of my work done due to the constant interruptions. I’d shut my door for a while to have a few minutes of focus, but it wasn’t long before I heard a knock on my door, or sometimes a full-fledged barge-in, and I’d find myself shifting gears to help the person in front of me.

Often I would try to schedule time with the interrupter so that I could finish the task at hand, but that wasn’t always an easy solution, especially in a multi-shift, 7-days-a week retail environment. Something had to be done or I was always going to find myself behind on my work and resentful for the interruptions.

I began to switch my approach from giving the answer immediately and spending time explaining the details to asking questions to make the other person think through the options and the best course of action, or to discover their own solution. When employees came to me to complain about each other, I pushed the resolution back on them rather than solving things for them. I had to let go of that feeling of being “in charge” and pack up my superman cape (or at least hide it under my suit jacket!) and allow folks to think things through on their own.

At first it’s very difficult to resist the temptation to be the hero with a fix, or at least a scapegoat for those who don’t want the accountability of making a decision. I had to get used to making it their problem, not mine. And they had to get used to coming up with their own solutions.

Empowerment & Accountability

There is a need for empowerment and accountability in the way we lead staff. These are not new concepts, yet are often weakly applied by well-meaning or, sometimes, controlling managers who step in to direct the behaviors of their employees. Empowerment – putting the power to handle situations on another – means I have to release that power so that the other person can pick it up.

Accountability shifts the responsibility for outcomes to the right person(s). If a manager holds themselves accountable for solving interpersonal issues on the team, or directing day-to-day activities (a la micromanaging), then employees will never hold themselves accountable. So it requires that I, as a manager, change my mindset to place accountability with the individuals involved, whether the issue is communication, task performance, or tactical decision-making.

We know, logically, that empowerment and accountability make sense, but between our need to control, a mistrust of our staff, and a mindset that says, “it’s easier to do it myself,” we build dependence that is both time-consuming and debilitating to our direct reports.

Self-Solving Dynamics

The idea behind self-solving dynamics is to shift responsibility to the people impacted by the outcomes. Instead of the boss fixing problems from operational setbacks to interpersonal challenges, self-solving dynamics places the burden of a solution on the shoulders of those who identified the problem (or opportunity) in the first place.

Self-solving dynamics takes a commitment by management to resist the temptation to be a fixer and instead be an enabler. I don’t mean enabling in the negative sense of allowing codependent behaviors, but in the opposite sense of allowing independent behaviors that lead to self-efficacy. If we want a workplace in which individuals at all levels are cognitively engaged, applying their whole being to not only attain organizational objectives, but achieve personal fulfillment as well, we have got to let go and trust that people will figure it out.

Students of leadership will remember the Theory X and Theory Y models presented by Douglas McGregor. Theory X managers see followers as disliking work, avoiding responsibility, and need constant supervision. Theory Y managers, on the other hand, view followers as individuals who seek and accept responsibility and want to solve work problems imaginatively.

It requires a Theory Y leadership mindset to allow self-solving dynamics to flourish. But with a workforce that has been victimized by poor leadership and mistrust, it takes intentional commitment to training, coach, and developing followers to gain confidence and skill. It also requires managers to reflect on their management style and asking for feedback from colleagues and direct reports.

 

Self-Solving Dynamics Defined

Self-Solving Dynamics is the practice of shifting responsibility for solving problems in from the manager to those impacted.

Moving Toward Self-Solving Dynamics

To make the shift to self-solving dynamics requires a realization that followers have been conditioned to ask the boss to solve problems, especially interpersonal or inter-team problems, and that bosses, for a variety of reasons, have obliged. To make the shift…

  • Be aware of your tendency to solve problems for others, and the motivations behind those tendencies (power, self-importance, expediency).
  • Practice asking questions when people come to you for solutions, rather than jumping in immediately.
  • Be comfortable with mistakes; allow followers to learn by doing (just like you probably did!).
  • Be available for consultation, but leave the burden with the one(s) with a problem. Allow them to own the solution. Coach, but don’t solve for them!
  • Ask them to prepare a “lessons learned” summary, which will help them hone their self-solving skills and allow you to celebrate and coach more specifically.

So the next time an employee knocks on your door and wants you to solve a problem for them, tuck your superhero cape back inside your shirt and use the principles of self-solving dynamics to make them a superhero that can soar on their own!

 

Lean Performance Management: Moving Toward Peak Performance

What is lean?

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.  -Lean Enterprise Institute (lean.org)

 

Lean manufacturing is a process improvement methodology based upon the highly acclaimed Toyota Production System (TPS).  The main focus in lean manufacturing is the removal of waste from a value stream. leanprocess.net

So, “lean” has to do with trimming away things that get in the way of optimal performance. Processes and practices often take on a life of their own over time, and before you know it you have a monster on your hands. Normally lean consultants (six sigma/process improvement) are brought in when performance has devolved to a state of crisis, but smart organizations engage lean principles as part of their business-as-usual operating culture.

Lean manufacturing is underpinned by 5 principles:

  • Specify what creates value from the customer’s perspective
  • Identify all the steps along the process chain
  • Make those processes flow
  • Make/offer only what is pulled by the customer
  • Strive for perfection by continually removing wastes

(http://www.leaningforward.co.uk/principles.htm)

Applying these lean processes to human performance creates a focus on productivity, quality, and customer satisfaction. Practicing lean in performance management enables peak performance and allows employees to focus on value-adding tasks.

Performance management is a structured process for setting expectations, identifying key performance indicators (metrics), measuring outcomes, and improving performance through accountability and feedback. Performance management is both a science and an art. Performance technology provides the framework to structure and analyze human performance, while emotional intelligence and relational skills ensure a sensitivity and empathy. A solely scientific approach is dehumanizing and detrimental to lasting performance change.

Specify what creates value from the customer’s perspective.  Job descriptions and performance accountability should place a priority on customer- facing behaviors. Identify how the role supports customer satisfaction, identify how the customer is impacted when the job is (and isn’t) done well, and tie performance metrics and rewards to those behaviors.

Identify all the steps along the process chain. A job-specific SIPOC will do the trick here. A SIPOC is a picture of Suppliers – Inputs – Processes – Outputs – and Customers surrounding a specific role or task. Identify how performance is impacted along the way, from when work is handed off from one role to another, and the interdependencies that may create roadblocks and inefficiencies.

Make those processes flow. Remove barriers to performance and hold employees accountable for keeping things flowing smoothly. Reward process improvements and build expectations for internal customer service. Create a culture that challenges the status quo in pursuit of optimized performance.

Make/offer only what is pulled by the customer. This is somewhat of a repeat of the first principle, but an additional point when it comes to performance improvement is to be aware of processes, and even positions, that don’t add value. Just because a position has always existed, or a form is always used, or a handoff has always been a part of the process, doesn’t mean it adds value. Go back to the analysis of what supports customer experience, and eliminate everything that gets in the way. This streamlines performance management by simplifying the focus to one thing: the customer.

Strive for perfection and continually removing waste.Perfection is a lofty goal, and probably not realistic. But striving for perfection, as elusive as it may be, keeps us focused on continuous improvement. Waste is anything that hinders peak performance: tasks and deliverables that don’t add value to the customer; missed opportunities to leverage resources; and systems that create more work than they’re worth.

Using the principles of “lean” to manage human performance ensures an emphasis on quality work that ties to the customer experience. The benefit of applying lean to performance management is that “fluff” (waste) is removed on the front end, through better performance planning, and on the back end as performance is evaluated for efficiency and effectiveness.

In an age where “doing more with less” is standard, eliminating non-value-adding tasks, systems, and processes means you can still expect high quality work even if you’re running with a smaller staff. If the reports are correct that most of us work far below capacity (50-70% by some accounts), then applying lean will help us move toward better time management, stronger accountability for the things that matter, and continuous improvement across the organization.

   

Process Excellence Essential to Success

You can have great products and great people in your organization, but without great processes, you may be missing opportunities and squandering resources. Process excellence doesn’t just happen, though, it requires intentional focus on evaluating and building processes throughout the organization; across the supply chain.

How we get things done in our organizations warrants the same level of attention as developing and marketing products and services. We wish that developing methods and procedures was a “one and done” endeavor, but nothing could be further from the truth.

I’ve been working on an operational audit for a global financial services company that has been around for four decades. The pace is fast, change is constant, and competition is fierce.  In this environment, procedures and processes must be agile—there must be a constant review of how things are done, why they’re done, and who is doing them.

An Operational Effectiveness Review, whether conducted by internal or external resources, should be a regularly scheduled event in every organization. Trained experts in process improvement and organizational effectiveness can provide insight into the best way to perform a task, technology that can provide automation (and reduce human error), and organizational design that will ensure information and work flow smoothly up and down the supply chain.

The outcomes of an OER will vary depending on several factors, such as how well processes are currently documented; how many tasks are performed within each function, and what technologies are currently in use. There are, however, some outcomes that are common no matter the size or scope of the effort in your organization:

  1. A short list of process improvements that can be implemented quickly and easily (low hanging fruit).
  2. Significant cost-saving (or revenue-generating) improvements that may take longer to implement or require a budgetary commitment.
  3. Long-term solutions, such as implementing new technology to streamline a process, or adding a position to eliminate a bottle-neck to a process.

One of the greatest aspects of an Operational Effectiveness Review is that subject matter experts—those employees who do the job day-in and day-out—already have ideas for improvements. The OER resources help build on those ideas and provide the expertise to implement them well.

Process excellence leads to better efficiency and effectiveness, key ingredients to overall organizational success. And an OER ensures excellent processes and addresses the need to evolve the way things are done within your company as internal and external circumstances change and new technologies are made available.

   

 

The Superhighway System of Organizational Reality: A Metaphor for Systems Thinking in Organizations

highwayMerging on to the interstate, blinker flashing and speed accelerating, I glide into my lane, becoming one with my fellow travelers. Some of us are headed toward the same event and will exit in a line, one after the other. Some will keep going and still others will realize they’ve missed their exit and have to reroute. Thanks, President Eisenhower, for championing America’s interstate highway system!

I’ve traveled to cities that seem to consider traffic laws as optional, and lanes are mere suggestions as drivers blare their horns as they dodge through intersections. When we first arrived in Tehran when I was in high school, our taxi driver even took “shortcuts” through parking lots and down alleys. He felt a sense of urgency we hadn’t communicated, almost as if he couldn’t deposit us to our front door fast enough!

Interstate and road design is meant to get us from one place to another in a somewhat orderly and efficient fashion. On ramps and off ramps, connections to and from other arteries, construction zones and speed traps, and changing rates of speed describe the transportation system, and also serve as a fitting metaphor for our workplace systems.

A key principle in human performance technology is systems thinking – an acknowledgement of the multifaceted and simultaneous activities within an organization that turn inputs into outputs through processes and channels. When looking for ways to close performance gaps it’s essential to think about the whole system, expanding the focus to see what might be a symptom of a larger issue.

The London Underground (Tube) system was introduced in the 1860s as a solution to the city’s overly congested streets. Hailing the first underground railway system (1863), greater London now has 270 stations that move travelers to all parts of the city with relative ease. But it wasn’t always this way.

For decades, competing rail companies dug their lines underground, moving people on a fairly straight path from one end of the city to another. Commuters would often have to exit one station from Line A and walk to another line to continue their journey. This made the underground experience almost as inconvenient as the above-ground transport.

Then, in 1933, a new entity was created that merged all of the competitors into a single organization. With this coordinated effort, Tube travel became much more efficient and consistent. The subterranean, geographical map of the Tube system was very difficult to read, until Harry Beck created a simplified (although geographically interpretive) map that was easy to follow.

Having a roadmap to explain and simplify the system is essential. Following the system is also required – from everyone…until a better system is discovered and adopted!

When I visited Beijing in 2012, one of my contacts told me about a traffic jam that lasted for 10 days in August, 2010 (check out the story on Wikipedia). Because of the vast number of automobiles and trucks trying to get in and out of Beijing every day, a schedule is required to avoid snarls. Commuters are allowed to enter the city on specific days, and delivery vehicles cannot enter the city before certain times, usually during the night.

As the story goes, some delivery truck drivers grew impatient and decided to make their way toward the inner city through construction. This caused such a wide-spread pandemonium that some drivers were stuck for up to five days, only able to move .6 miles per day.

We experience similar snarls in our organizations when we don’t follow our own processes. Our systems are only as good as our willingness and ability to follow them, and when individuals or departments insist on forging ahead without consideration for the consequences, the system breaks down completely and we get stuck for long periods of time.

Peter Senge, a thought leader in organizational systems and learning says,

Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved.

To avoid organizational traffic jams, leaders need to keep the whole system in mind and commit to designing and following processes that keep things running smoothly. One department, and one leader, can’t make a decision without considering the impact on up- and down-stream stakeholders. Retrofitting new processes into old systems also causes inefficiency and mayhem. There must be a collaborative effort to co-create and co-repair the system.

When performance falls short of expectations, at the individual, workgroup or organizational levels, there must be a systems approach for discovering the gaps and contributors to those gaps. I often use the example from a call center client, who was addressing a serious problem with average handle time (AHT) for one of its products. Why were employees from one site able to meet the AHT goal while another site chronically fell short?

The assumption was that it came down to employee training and behavior (attitude). A refresher class was needed to remind employees of the steps that would ensure AHT goals were achieved. As employees sat through the refresher, however, my trainer noticed something…the employees were following the steps, but the system had a critical lag that slowed them down.

We can train, coach, and discipline employees when they don’t perform as expected, but we are being unfair when we hold them to impossible performance goals. We have to get a wider frame of reference before we jump in with solutions and make sure we’ve considered all possible contributions to the issue. Yes, training may be needed, but why else is possible? A technology issue? A supervisory problem? A policy that doesn’t make sense?

To understand and benefit from organizational systems we must learn to see through lenses other than our own. As processes are created and revised, decisions are made, or technology implemented, a consideration for the whole system is crucial to success. What impact will a course of action have on…

  • Marketing?
  • Sales?
  • Human resources?
  • Customer service?
  • Information Technology?
  • The community?

Systems thinking doesn’t mean we have to become experts in every area or learn to think like every possible stakeholder, but it does require an awareness that these entities and individuals exist. And we must learn to build social networks outside of our own areas of expertise to leverage the insights and factors bearing on the organization.

Managers are the engineers of workplace systems, creating the traffic flow, the signage, and rest stops that keep organizational drivers safe, focused, and able to navigate to their destination. Peak performance happens in our organizations when we think about the best routes to get our enterprise from Point A to Point B, and consider the many possible scenarios that could interfere with the flow.

As the saying goes, knowledge is power. Peter Drucker said, Knowledge has to be improved, challenged, and increased constantly, or it vanishes. The knowledge within any system is only as powerful as the attention it is given. Pay attention to your systems as you would a map on an unknown interstate before GPS!

   

Powers of Observation, Maybe Not So Elementary…But Essential!

‘You see, but you do not observe. The distinction is clear.’ Sherlock Holmes -A Scandal in Bohemia

I was in line at Starbucks one morning and witnessed a team of Starbucks execs talking about the store. My guess is that it was a regional manager working with a couple of new store managers. The leader asked his colleagues “what do you see?” Over the next several minutes his colleagues identified several things that stood out as either positive or negative. One saw display racks that were in need of attention, another noticed the rapport of the drive-thru attendant. Over the course of about 5 minutes a whole list was generated.

I am a huge fan of Sherlock Holmes, and especially enjoy the BBC’s modern-day adaptations of familiar Holmes & Watson cases and the new CBS series Elementary. Although fictional, Sherlock Holmes makes me think. I wonder what clues are right in front of me that I miss for lack of keen observation. Short of carrying around a magnifying glass and a handy side-kick, what can I do to hone my powers of observation to solve perplexing riddles in my workplace?

Our powers of observation seem a bit rusty these days. With smartphones stuck in our palms we barely look up to see where we are going, much less what is really happening around us. We enter the workplace and often go straight to another screen. In meetings we multitask and doodle, missing the world of emotions, thoughts, and behaviors that could unleash piles of possibility.

We need to learn to look beyond the headline, below the surface, behind the curtain. We need to develop our powers of observation and become active participants in the world around us. We need to become performance sleuths, investigators of management mysteries, and hounds on the trail of opportunity.

Here are a few ideas to prime the pump of observation:

  1. Stop. When you enter a room or start on a task, pause for a minute and look around. What do you see? Who is there and what mood do you sense? What are the artifacts that define the space and set the tone? What clues, warnings, or heralds of hope are present in the room?
  2. Use your five senses. We initially take in information using the senses of taste, smell, sight, sound, and touch. Go through the senses and take note of things that come to mind. Maybe you can’t identify something for all five senses, but try. The process may unlock new ways of seeing things.
  3. Tap into intuition. Beyond our senses lies intuition, that internal feeling that is wrapped in emotion and potential. While our senses tell us what is, our intuition tells us what might be, what could be. As you observe your surroundings, relationships, and patterns of behavior, listen to your “sixth sense” that wants you to consider something more abstract.
  4. Look for patterns. As you go about your day, write down your routine. What habits are present? What do you do without thinking? What patterns exist in your interactions with others?
  5. Shift. Try doing something different and notice how you and those around you react. Is the shift embraced or resisted? Does it lead to further observations about how engrained behaviors and mindsets have led to particular outcomes?
  6. Ask Questions. Dig beneath the surface. Ask new questions – ones that haven’t been asked before. Think like a detective, but with a positive spin. Look for areas where things are better than expected and ask, “how did we get here? How did this great thing happen?”
  7. Lead others. As you gain experience in picking up clues, identifying limiting behaviors, and seeing new possibilities, teach others to do the same. See what happens when you start a meeting by asking everyone to identify what they see.

I secretly long to be like Sherlock Holmes, without the peculiarly irritating personality quirks. I want to solve cases that have perplexed and debilitated organizations. Professor Moriarty is Holmes’ nemesis – the equally smart mastermind who keeps the sleuth on his toes. Moriarty is the deviant to Holmes’ positive deviance. While not always personified, and typically not intentional, our workplaces are staffed with Moriarty’s and we must develop our powers of observation to expose and eradicate them.

Sherlock Holmes

Investment-Based Performance Improvement

I am a certified performance technologist (CPT). What in the world does that mean? According to the International Society for Performance Improvement, a CPT has proven the ability to apply the ten competencies of human performance improvement in a way that makes a positive performance difference to an organization. Don’t worry, this post is not going to be a shameless self-promotion. I want to focus on my approach to performance improvement and how I’ve shifted my focus from ambition to investment.

First, an overview of the competencies of human performance improvement (HPI):

The 10 Standards of Performance Technology, which are based on four principles and following a systematic process to improve performance, ensure that the Certified Performance Technologist has conducted his or her work in a manner that includes the following:

  • Focus on results and help clients focus on results.
  • Look at situations systemically taking into consideration the larger context including competing pressures, resource constraints, and anticipated change.
  • Add value in how you do the work and through the work itself.
  • Utilize partnerships or collaborate with clients and other experts as required.
  • Systematic assessment of the need or opportunity.
  • Systematic analysis of the work and workplace to identify the cause or factors that      limit performance.
  • Systematic design of the solution or specification of the requirements of the      solution.
  • Systematic development of all or some of the solution and its elements.
  • Systematic implementation of the solution.
  • Systematic evaluation of the process and the results.

Performance improvement, when done with these standards in mind, can be a powerful tool in any organization.  Any time an individual or work group applies a systematic, intentional process to making things better, the results can be like compounding interest in a savings account, leading to great gains over time. The practice of performance technology is a focused effort to innovate solutions to systemic challenges.

Why Your Approach to Performance Improvement Matters

I want to contrast ambition-based performance improvement and investment-based performance improvement.

The Merriam-Webster online dictionary gives three definitions for Ambition:

  1. an ardent desire for rank, fame, or power b: desire to achieve a particular end
  2. the object of ambition <her ambition is to start her own business>
  3. a desire for activity or exertion <felt sick and had no ambition>

All of these uses of the word ambition center around an individual trying to get his or her way. Ambition is self-promoting. The original usage applied to those going around town to solicit votes for election. So if I initiate a performance improvement effort from an ambitious mindset, I am first looking at my own rank, power, and ability to influence others to my way of thinking.

Investing, on the other hand, focuses on what I can give to another, making them the center of attention rather than myself. Here’s what Merriam-Webster provides as definitions for Invest:

  1. [Medieval Latin investire, from Latin, to clothe] a: to array in the symbols of office or honor b: to furnish with power or authority c: to grant someone control or authority over : vest
  2. to cover completely : envelop
  3. clothe, adorn
  4. [Middle French investir, from Old Italian investire, from Latin, to surround]: to surround with troops or ships so as to prevent escape or entry
  5. to endow with a quality : infuse

I like the picture that we get from the first usage above: to array in the symbols of office or honor. It ties to the idea of empowerment and equipping people with the tools and structures to succeed in their work. I am a strong believer in servant leadership, which fits perfectly with an investment-based performance improvement methodology.

Investment-based performance improvement has four distinct characteristics:

  1. Humility
  2. Humor
  3. Harmony
  4. Honor

These 4 H’s, when used in conjunction with the competencies of performance technology, create an environment where individuals work collectively for the good of the organization while building one another up.

Let’s take a look at each of the characteristics.

Humility.

We don’t talk much about humility in the workplace. Our western culture views humility as a weakness, something that gets in the way of ambition. Many view humility as unrealistic in the cut-throat world of the marketplace where it’s “eat or be eaten.” But humility is making a resurgence in the marketplace. Good guys (and gals) really can finish first.

Humility breaks down barriers of communication, disarms individuals from protecting their territory, and allows us to listen. When we are driven by ambition, we cannot hear what is being said because we are always looking to promote ourselves and our solutions. But with humility I can truly listen, truly desire to hear, and see where the insight emerges, even if it doesn’t originate with me.

Humor.

It may seem odd to make humor a characteristic of investing, but it makes such a big difference that it warrants an honored place as an essential element in working with others toward common goals. When I say humor, I am not talking about sarcasm, jokes, or laughing at the mistakes or shortcomings of others. Instead, humor as an investment gives us perspective. It is the ability to look at a ridiculous situation and see it as it is – a case of human reality at its finest and most sublime.

Many of us have lost our sense of humor in the workplace. We have become cynics or comics, but have no good humor that allows things to slide. We are quickly offended, proud of our fast retorts, and use humor to tear others down to make ourselves look better. But humor as an investment intentionally laughs at challenges, sees the irony and chooses to smile instead of lash out, and promotes light-heartedness over criticism or caustic remarks.

Harmony.

Harmony embraces diversity, especially cognitive diversity where we bring together different perspectives, unique insights, and approaches to situations that may be foreign to our own experience or preference. Harmony as a performance investment looks to blend ideas from multiple sources into one beautiful arrangement that is infinitely more than anyone single individual could accomplish.

To create a harmonious workplace requires that we look at each individual and learn to appreciate what they bring to the party. We have a tendency within our human nature to look for homogeneity – we immediately seek out those who are like us. It makes us feel comfortable, part of the group. But diversity is all around us, and we must promote harmony through building rapport with those who see things differently, looking for areas of agreement, but mostly striving to appreciate their point of view and working to integrate the best from all sources.

Honor.

The final characteristic of investment-based performance improvement is honor. Honor and harmony are kindred spirits, since honoring someone can lead to harmony. But I keep honor as a distinct characteristic because of its importance as a mindset toward other people. Honor has to do with “a showing of usually merited respect.” When we honor someone, we hold them in high regard. We see them as a person of value, worthy of investment.

In another sense of the word, we consider it an honor to work with certain people, or to be recognized by them. When it comes to investing in someone else, to make their ability to perform at their peak level, we should consider it an honor. That person may be on a different level in a corporate hierarchy, but if we choose to see it as a privilege to assist them in their success, our ambition takes a back seat.

Investment-based performance improvement, using the 4 H’s as the philosophical starting point, sparks a positive change in the workplace. Whether a certified performance technologist, a supervisor working with a team of customer service reps, or vice president of national sales, you are making an investment in the lives of others. Ambition has its place, but when our ambition centers on our own power, glory, and advancement we quickly become blind to how investing in the performance of others raises all of us to a higher level. When you raise others up, you go a little higher yourself, but then you realize that isn’t really what it’s all about after all.

For more about Human Performance Technology and the Certified Performance Technologist designation, visit the International Society for Performance Improvement (ISPI). If you decide to join, make sure you list me as the one who referred you!

Fundamentals of Performance Improvement: A Guide to Improving People, Process, and Performance