Executive’s Guide to the few acceleration measures that matter

Want to be a true Leader? Let employees be your guide…

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The key to successful workplace initiatives that create long-term change and impact is providing workers with the knowledge they need to do their best work. This is only possible when you “guide” employees rather than “grade” them.

While leaders—understandably—want high productivity from their teams, constantly checking in and monitoring their performance is not the way to get there. Rather, such a workplace is perceived as one where employees are graded – constantly watched and then judged. That environment offers no chance for building a high-trust culture, where innovation flourishes and everyone feels like they own the process and have a stake in the business.

Instead, the better way is to guide. Gallup research shows that only two in 10 employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.

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Measures are more like taxes than you realize

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As a leader, you can gain a new perspective on measures if you realize that measures are like taxes.

And like enlightened governments, we should be able to justify  the “individual cost” the way governments justify taxes: Take responsibility for your share, and you’ll reap the benefits every day.

First, like taxes, measures can be a burden.

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Guidepost statements – critical for creating modern measures that matter

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The best-run organizations not only have a strategy everyone understands, but they connect employee behaviors to achieving that strategy. This becomes very powerful when each and every employee is engaged by a compelling purpose and knows what to do in order to achieve that purpose.

While vision and mission statements are great for calm, contemplative moments, these are few and far between for most people in the thick of a busy workday, particularly in the interrupt-driven world of Support and Shared Services. Today, with volumes of information available to both customers and employees, deciding what to do in the absence of clear direction can become paralyzing. If your team is in the middle of raging seas in a life raft in pitch darkness, with winds howling all around and no way of knowing which way to go, how do they decide what to do next? The guidepost statement will guide their actions.

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Measures, Metrics & Madness

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Background
For a few years now, leaders at customer support organizations have talked about moving customers from a ‘transaction-based’ service and support model to a ‘relationship-based’ one. This involves changing customers’ perceptions, from contacting you only when there are break-fix or how do I questions, to one that understands their business, including the technical and business context of their queries.

With this new approach, you don’t just wait for customers to contact you and then react. Your teams embed knowledge sharing into their practices to reduce or eliminate the ‘known’ issues that customers call about, leaving time for ‘new’ issues or queries that need a personal touch to resolve. You help your customers’ business become more successful by improving the way they use your products and services. This evolution in turn is an important first step in moving from
an expert for hire to a trusted advisor.

After early successes in this journey, many organizations run into a seemingly impenetrable wall. Your senior team ‘gets it,’ but this understanding does not seem to trickle down to most mid-level managers and frontline teams. You are able to get people to share knowledge to tackle the proverbial low hanging fruit (answers to simple issues or frequently repeated questions), but you can’t seem to convince other groups to share knowledge around complex and rarely-repeated processes.

Do they just not get it? What exactly is going on?

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Executive’s Guide to the Few Acceleration Metrics that Matter

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This is the final post in a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.

OCMF suggests that executives should spend about 10% of their time on things that make a difference — the “Acceleration category”.

You know how crazy this sounds. We barely have enough time to deal with our day-to- day (and overnight) emergencies as it is.

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