The 2nd Step to Improving Performance: Design

When called on to improve performance by a friend, family member, or community organization to help solve a problem or improve a situation, designing a unique plan is critical and vital for success. This is the second part of a five part series for Improving Performance.  After a thorough review of gathered data, we are able to move on to the next step of designing a performance improvement plan in order to add positive value. Over the next four days, I will share with you the steps I go through when I am called on as a consultant to improve performance. These steps are useful for Individuals, Families, Communities, and Organizations.

The 2nd Step to Improving Performance

Design is the second step to achieving improved performance.  After collecting research and analyzing information we have an idea of what the problem is and how to address it within the learning characteristics of the unique individual organization.  In order to set up a winning design for a successful performance improvement plan, I must explain two critical and vital components to the performers and organization: what is the desired outcome and how will this desired outcome be evaluated.   Without these two critical and vital components, false expectations can derail the best improvement performance design plans and lead to disaster.  In order for plans to be successful we have to create a plan and clearly communicate specific, measurable, attainable, realistic, and timely goals with a combined effort of self-evaluation against desired goals along the way.

After gathering vital signs of the organization through questionnaires, interviews, focus groups and formal discussions and thorough analysis, I have insights to design a successful performance improvement plan.

Designing learning objectives and evaluation plans that satisfy specific needs will create and easily identify areas of quick wins in order to build momentum quickly and keep performers and organizations engaged.  A dull plan does not work well and too challenging of a program will disengage performers.  So understanding your learner characteristics and learning style is critical in moving closer to the desired maximum performance.

During design, I have to gently instruct and remind performers and participants this plan is to move their performance and their organization closer to their decided results.  Every person is valuable and is an asset.  I have to identify the unique and individual asset to learn how to use it properly by sharing it with the performer and organization.  As an example, if a person has a great personality and has a good sales history but is not a morning person, we have to put this information to use in the most practical winning way for the performer and organization to succeed.  Do not have this person on the morning shift greeting and selling to customers—they are not in their winning position to add positive value and are self defeating in the process.

I have to design with the performer’s ideal situation to perform and decided maximum performance in mind, along with the organization’s available resources.  I have to decide where to disrupt and stop a bad pattern to begin creating a new pattern of success.  Sometimes all it takes is a gentle reminder, a little better communicating the process of existing programs. Other times we may have to purchase a new performer or create a new design to satisfy the needs of the performers of the current organizational systems.

We can’t just get rid of people; I feel and believe it is a waste of resources—time and money.  Designing a successful performance improvement plan identifies ways to use existing assets and resources to move them to desired outcomes—to maximize investments.  The designing process can be smooth with willing participants wanting to make improvements. So, in the beginning the analysis is critical and vital to a successful design phase of an overall improvement plan. When designing, I often times simply have to re-boot and re-organize the information so the performer can identify the potential of the equipment and supplies required to meet the goals and evaluation of those goals to see the improved performance and maximum results.

Designing a performance improvement program is essential for improved organizational performance to increase and improve the desired goals and improved performance of individuals, families, communities, and organizations.

Stay tuned to tomorrow’s topic on improving performance: Development.

Decide, Commit, Succeed!

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About Byron Watson

I am President and Founder of LifePro Benefits Group, a Training a Development Firm specializing in serving the needs of the community through strategic partnerships that adds value by creating and delivering stimulating training and development seminars and classes in Health & Wellness and many other value add needs for the lives of others to include Business Development, Leadership Development, Personal Development and Patient Care service related courses.

Posted on July 26, 2011, in Health, Leadership, Personal Development and tagged , , , , , , , , , . Bookmark the permalink. Leave a comment.

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