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Michael Lawson, Principal Performance Management, Organizational Metrics & Public Policy

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  1. The Key Role of Performance Measurement in Leading Your Local Government, Department, Agency or Organization Michael Lawson, Principal Performance Management, Organizational Metrics & Public Policy Washington, DC mlawson2003@gmail.com

  2. Overview of Webinar Agenda • Section 1: The two schools of performance measurement/management (Exercise 1) • Section 2: Presentation of key management tools for performance management & organizational leadership (Exercise 2) • Section 3: Application of tools presented in section 2 to the strategic plan of your community (Exercise 3) Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  3. Section 1: The Two Schools of Performance Measurement What is often stated when an organization starts performance measurement: “Embarking on performance measurement…Enthusiastic…help us explain to citizens what we do on their behalf…” What many in the audience are thinking… Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  4. Section 1: The Two Schools of Performance Measurement Top 10 List of What Employees are Thinking Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  5. The Two Schools of Performance Measurement/Management • The “gotcha” school • The “continuous learning” school • Leadership & management context: shape and profoundly affects the ultimate impact of PM Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  6. The Two Schools of Performance Measurement/Management [to video clip] The “gotcha” school (Theory X) Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  7. The “continuous learning” school (Theory Y) Presentation to council members… • Report from management and analyst types… • Perspective of a front-line employee… • “A park where I’m proud to bring my family…” • “I want this to spread like a virus throughout the organization…” • Culture of outcomes • From perspective of resident • Positive, internal motivation Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  8. Exercise 1 Theory X vs. Theory Y (and the “gotcha” vs. “continuous learning” schools of performance management) The ultimate impact of performance measurement will be profoundly affected by the leadership and management context into which it is placed Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  9. The Two Schools of Performance Measurement [Photos to be displayed] Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  10. Exercise in brief: • What management actions would you recommend: • Under the “gotcha” school? • Under the “continuous learning” school? Exercise 1

  11. Balance of this Workshop Section 2: Performance-Based Evidence as a Key Ingredient to Your Leadership & Management Section 3: Application of content in Section 2 to your organization’s strategic plan, board objectives and/or work-group goals Wrap Up: Making the Time for Performance Management: “So Easy a Cave Man Can Do It” (?!?)

  12. (2) Performance-Based Evidence as a Key Ingredient to Your Leadership & Management Great Leadership (Jim Collins; Pfeffer & Sutton*): • Establish “piercing clarity” of mission • “Rigorously assemble evidence” [performance measures] • Apply rigorous logic, thinking & questioning ________ *Jim Collins, Good to Great and the Social Sectors, 2005; “Evidence-based Management,” Pfeffer & Sutton, Harvard Business Review, January 2006. Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  13. Piercing Clarity of Mission “….You have to ‘architect the conditions’ for the right decision[s] to happen…” --Jim Collins Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  14. Exercise 2 How the lack of piercing clarity can (unintentionally) distort policymaking & management Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  15. (2) Performance-Based Evidence as a Key Ingredient to Governance & Management Seven Key Diagnostic Questions* A. Establish “piercing clarity” of mission: • Are we doing the right “what”? Who is “we”? • According to whom? • Why be high performance? What is at stake? …and, therefore, what outcomes and results do we need to achieve? _________ *Senior Executive Institute, University of Virginia, www. ccps.virginia.edu; Commonwealth Centers for High Performance Organizations, www. highperformanceorg.com. Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  16. Seven Key Diagnostic Questions B. Rigorously assemble evidence: 4. How do residents view our performance? …fellow employees? 5. Are we good at it? How good are we? 6. How would we know if we were? 7. What is the appropriate level of performance for us? Sidebar: The importance of methodologically rigorous surveys Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  17. (2) Performance-Based Evidence as a Key Ingredient to Your Leadership & Management …And one set of (disciplined) action steps: C. Apply rigorous logic & questioning: 8. How do we improve? What real or assumed constraints get in the way? • What can we learn and apply from high performers? [“Best” is not monolithic: (1) top overall, (2) best at leveraging, (3) best pct. improvement.] • How do we avoid “mindless mimicry?” • How do we get the flywheel to turn a 2nd time? Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  18. Section 3: Linking Strategic Plans and/or Annual Goals to Key Outcomes, Outputs and Other Performance Measures

  19. Exercise 3 • Using the material in the Exercise 3 document and a specific goal from your council: • Step 1: Fill out the tan and blue boxes in the fishbone diagram • Step 2: Complete the form as directed (using measures from the various service areas and citizen survey measures found later in the booklet). • Due to the nature of this workshop, you won’t be able to finish this during the webinar, but you’ll get a chance to begin this “real world” task. Goal: To gain practical experience in using tools from workshop (but probably not fill out entire fishbone) Key takeaways.

  20. Exercise 3: Sample work product • Outcome: Residents..are safe & feel safe (tan box) • UCR Part 1 crime per 1,000 (outcome) • Survey: How safe walking…at night, during day? (outcome) • Key Driver: Physical environment (blue box) Service/Program: Graffiti and weeded lots • Survey: To what degree…weeded lots a problem? (intermediate outcome) • Elapsed days from complaint to first inspection (output) • …days from first inspections to voluntary compliance (output) 3. Key Driver: Crime Service/Program: Policing • Pct. of crimes cleared (intermediate outcome) Response time (output)

  21. Exercise 3 Among the key takeaways: • Performance measurement in general—along with “Nutshell,” Fishbone , sample measures—encourage clearer thinking, analysis, possible cause-and-effect • NOT determinative—better, more-focused questioning (especially inputs & outputs) between mgr & dept head • Helps front-line worker better see how what they do on a daily basis fits into the larger goals of the local government. …motivation…and organizational leadership.

  22. Recommended Assignment: Applying to Your Organization What We’ve Discussed

  23. Wrapping Up: Making the Time for Performance Management • * “I’ve got a job to do; I don’t have time to think.” *Without it, Quadrant I activities will continue to grow & accelerate. Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  24. Change is hard… Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  25. Food for thought: How much time/resources currently devoted to: • Tracking dollars: • Developing and preparing budgets? • Monitoring month-to-month financials? • Preparing annual financial reports? • Audits? • …compared to tracking how well those dollars are spent? Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  26. In Closing: Reflect on Park Maintenance Story…. • Presentation to council members… • Report from management and analyst types… • Perspective of a front-line employee… • Front-line employee: “A park where I’m proud to bring my family…” • Council member: “I want this to spread like a virus throughout the organization…” • Culture of outcomes • From perspective of resident • Positive, internal motivation Leadership Michael Lawson, Principal, Performance Management, Organizational Metrics & Public Policy, mlawson2003@gmail.com

  27. Thank You!Questions? Michael Lawson, Principal Performance Management , Organizational Metrics and Public Policy Washington, DC 202/543-3437 mlawson2003@gmail.org