Driving Government Performance: Leadership Strategies that Produce Results

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Driving Government Performance Leadership
Strategies that Produce Results

• Recap of the KSG program provided for the IQCs

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Leadership

• Not about charisma
• Results count results are outside the
  organization
• Strategic Triangle
• Have a clear purpose
• Build legitimacy and support
• Build capacity to perform
• Manage the symbols
• Commit your personal time
• Make performance visible

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Strategic Triangle
Value a compelling purpose
Support from authorizing environment
Capacity to do the work
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Performance Management

• Accept that there is no secret right way
• Use a combination of leadership actions
  management by groping along
• Say what better performance is
• Make current data available
• Act on the data quickly
• Experiment and learn
• Relentlessly follow up
• Decentralize with clear direction and
  accountability

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Basic Approach 12 better practices

• Create the Framework
• Drive Improvement
• Build Capacity to Perform

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• Create
• the
• Framework

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1. Mission, vision, values

• Provide guidance to users, external observers,
  overseers, participants
• Vision desired end state/destination
• Mission agency role in achieving end state
• Values two kinds
• professional/process
• outcome-oriented
• Proclaim clearly and frequently

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2. Focus on one issue

• Identify the most consequential performance
  deficit - what key failure is in the way of
  achieving the mission?
• Use the value to chain to link the deficit to the
  results that are important to citizens
• Push in all directions even when you cant
  control it.

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Value Chain
Results
Performance Mgt
Ultimate Outcomes
Intermediate Outcomes
Immediate Outcomes
Outputs
Activities
Inputs
Processes and Roles
Employees IT tools Equipment Facilities Statute
s

• Changes
• In Behavior
• Customer
• Client
• Staff
• System

Products and services delivered
Impact on recipient Technical quality
Societal impact
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3. Establish a specific target

• Specify the next level you expect from the
  organization
• Engage everyone
• Seek and insist on other relevant comparisons
  (benchmarks, even when not just like us)
• Use variation to learn and improve
• Keep pushing
• Authorize experimentation
• Use theory AND data to learn

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Incremental Change
Revolutionary Change
Complacency
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4. Link target to mission

• Decide where along the value chain to focus
• Show how meeting the target accomplishes the
  mission
• Make the mental model explicit
• Make a commitment
• Understand who the customer is adapt the
  balanced scorecard model

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Balance your scorecard adapt the model!
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• Drive
• Improvement

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5. Monitor progress

• Publish the data so that
• Everyone knows how they are doing
• Everyone knows how others are doing
• Everyone knows that everyone knows how everyone
  is doing
• Monitor data frequently, publicly, personally
• Push the data horizon out

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6. Build operational capacity

• Give your teams what they need
• Make it your business to know what they need
  manage by walking around

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7. Recognize small wins

• Find ways to dramatize accomplishments
• Publicly recognize accomplishments

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8. Create esteem opportunities

• Be careful about pay for performance
• Find out what would be meaningful to individuals
• Give everyone a chance to contribute toward the
  organizations success
• Give everyone a chance to build their own esteem
  and the esteem of others

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• Build
• Capacity
• to
• Perform

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Build Capacity to Perform9. Check for cheating

• Anticipate some form of cheating or goal
  distortion
• Verify that targets are being met in a way that
  does not undermine the mission
• Clarify the constraints measure them as well
  but keep the focus on the target
• Turn the energy into improving performance, not
  meeting targets
• Dont hesitate to call foul.

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10. Analyze many indicators

• Use qualitative and quantitative data
• Create a balanced scorecard, but fit the model to
  the organization
• Use analysis to triangulate on conclusions
• Continuous improvement needs continuous data
  collection
• Use data to link causes and effects
• Use variation to learn how to improve

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11. Act on the learning

• Adjust mission, target, monitoring, capacity
  building, esteem opportunities, rewards, analysis
  as needed

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12. Report successes

• Report back to authorizing environment
• Use success to obtain resources
• Use resources to build capacity