Organizational Effectiveness

Organizational Effectiveness

“All organizations are perfectly designed to get the results they get.”

Most organizations face stiff challenges in today’s marketplace. Changing demographics, new technologies, aggressive competition and sophisticated consumers demand that organizations constantly improve the way they do business or face extinction.

Too many organizations respond to these challenges by trying to do what they have done in the past. Those that thrive welcome change and renew themselves by aligning with current and future realities.

At Triangle Performance, we believe the words of Arthur W. Jones in the quote above illuminate the path to organizational effectiveness. Improving performance requires transforming your organization. It’s not simply improving results, no matter how significant. Organizational Transformation is about becoming a different organization, not just a better one. It’s change on steroids… that “step-change” that leapfrogs an organization into an entirely different—and better—place.

To fundamentally transform an organization, new leadership performance must be embraced in order to better understand and address challenges and interpret business movements.

How do you get there?

At Triangle Performance, we have found transformation needs three key elements to succeed:

1. A clear direction – With equally clear expectations and specific goals. If you don’t know—or can’t clearly articulate—where you’re going, don’t expect to achieve lasting results.

2. An engaged workforce – Massive quantities of discretionary effort will be required, and the ability to discern positive directions without incessant oversight. That only comes from a workforce willing and able to do the right thing for the organization, with or without your immediate presence. This includes culture, structure, and processes working congruently in support of the “clear direction” mentioned above.

3. Changed leadership – Changing a culture must start with its leaders. That’s just the reality. Leaders capable of moving the proverbial needle closer to transformation must first transform themselves, focusing less on operational leadership and more on focusing on flexibility, collaboration, and “collective” leadership.

Triangle Performance works with its clients to bring about the transformation and results necessary to compete and win in today’s economy. To learn how we can help you, call 281.257.4442 or click here.

Connect With Us

On Organizational Effectiveness...

Pay Raise: I’m Thinking of a Number between 1 and 10

—  Yours may be “0” Picture the Amazing Kreskin with an envelope pressed against his forehead (if you’re wondering “who the hell…” ask someone old). We’ve all seen the surveys. “3.0% pay increases again this year.” Even we at Triangle Performance used to do one annually; we quit out of sheer boredom. An exciting year was when the data moved .1% in any direction. Like watching paint dry. Slow-drying paint. I’ve been asked by several leaders and managers, “How in the heck do I reward today’s performance, motivate future performance and retain those same performers with a meager 3.0%?? My answer…? “You don’t.” Here’s a recent WSJ article that speaks to this in a small degree. Sorry, you are probably not getting a raise next year. My favorite line: “40% said they would reduce or eliminate raises for low performers.” Somehow, this is cutting edge thinking. Are you freakin’ kidding me?? Listen up: if you’re still giving raises to low performers while wondering how to budget money for high performers… well, that’s an I.Q. test, and you’re not doing well. No one – and certainly not higher performers – will feel very rewarded or motivated by receiving a 2-4% increase in base salary. What…? Then why, Kevin, did you tell me to increase by 3.0%?? Short answer – I didn’t. I told you that payroll would increase by 3.0%. How you allocate that increase is an entirely different matter. Let me make a bit of an unusual suggestion… Average performers should receive slightly less than the 3%, unless the market range for their position has truly moved. And that...

Diversity in Tech: Dudes, you’re failing!

Warning: Fairly lengthy article, something of a rant, and I’m going to say “bullshit” quite a few times. Buckle up, buttercup… In Guy Kawasaki’s book, Reality Check, he claims “Silicon Valley is a meritocracy like nowhere else.” Bullshit. Look at the lack of women, minorities, over-40. If it’s a meritocracy, then explain statistically impossible under-representation. Tech companies aren’t examples, they’re poster-children for how not to “do” diversity. Diversity. Inclusion. As important as these words are, Tech just doesn’t get it. Even while company leaders tout the need to increase diversity for both business and social justice reasons and trip over each other trying to hire the biggest, baddest diversity guru, the better roles and big bucks are reserved for keepers of the bro culture. Considering that most of the industry is nearly evangelical about progressive change, it’s downright hypocritical. Tech (Silicon Valley and other) needs to stop with the PR eyewash and public pronouncements of “We’ll do better, starting now!” It’s bullshit, and it’s growing tiresome. And it can’t simply be accidental or even anecdotal anymore; no metric-driven problem that mattered would be allowed to go on this long in the measure-everything world of technology, particularly that in the investor-or-VC-backed space. Let’s start with some representative facts: The U.S. population is approximately 51% female; Silicon Valley employs just 20% of women in technical positions. African Americans make up 13.2% of the U.S. population; Silicon Valley employs less than 4% African Americans in technical positions. Hispanics make up 17% of the U.S. population; Silicon Valley employs just over 4% Hispanics in technical positions. Asians make up just over 6% of...

Delegate Your Way Out of the Trenches!

Leaders have got to get better at delegating. Intentional leadership takes time, and there are already plenty of demands on the 24 hours we have. Our jobs certainly aren’t getting easier, and I’m betting that most of your day isn’t consumed by core leadership tasks like motivating, developing and mentoring. So, how much of your job as a leader should you delegate? I would argue almost none of it, since leading more effectively will bring the most benefit to both your people and your organization. On the other hand, when it comes to management tasks, I think you should delegate virtually everything that someone else can do. This is how I learned it: Not long after 9-11, I was feeling a little overwhelmed juggling tasks as the commander of a little special operations flying outfit. Not only were we in near constant motion supporting the very young war effort, but we’d also just been told that our unit was closing in six months. The challenge: maintaining combat capability to the last day while working the not-very-responsive personnel management system to find everyone jobs. All while coordinating shut-down activities like asset disposition, facilities turnover, audits, ceremonies…you get the idea. One day, I caught my second-in-command re-typing (yes, typing) a flight authorization to correct some minor errors made by one of our young Airmen. I’m afraid I reacted poorly to his justification that he was just showing the troops he wasn’t afraid to get “in the trenches.” “Trenches, hell, get up here and help me lead!!” It was a watershed moment for both of us. When I started delegating tasks to...

Contact Center Leadership

The Unicorn of Continuous Improvement  — Two steps forward, two steps back…  Continuous Improvement… the unicorn of any contact center. Yeah, I know. Continuous Improvement is the wonder child of any measurement-driven organization. The Holy Grail. It’s how we make incremental improvements over time, increasing our productivity, effectiveness and profitability. “It’s what we do.” So, hear me out before you go all “what’s this unicorn crap?” on me. First, let’s define it. Continuous Improvement is best defined as: “An ongoing effort to improve products, services, or processes; incremental improvement over time. It is based upon a belief that continual improvement can be brought about by a never-ending series of small changes.” Now, let’s unpack that a bit… An ongoing effort means that this isn’t a finite project or ultimate destination; that some level of attention is continuously applied. Improvement over time means that, over an extended period of time, the delta between starting point and now is demonstrable improvement, that we are on a journey. Finally, a never-ending series of small changes means just that; it space implies that we continue to make the changes necessary—not necessarily do the same things over and over. So that’s Continuous Improvement, you say?? Yeah, well, that’s not us. Not in most—if not all—contact centers. It’s not that we don’t support, believe in and attempt to drive toward this mythical beast called Continuous Improvement. We do all of that. We just don’t consistently maintain it. And Continuous Improvement is absolutely grounded on maintaining a level of improvement and then building on it. It does not mean improving, deteriorating, then improving again (which we...

You’re Not Leading… If They’re not Following

Thought I’d keep it light this month. It’s possible someone told me I’d been a little preachy lately… but what do they know? How do you know you’re leading? What do you measure? What do you look for? Consulting the great Google oracle, it looks like 73,300,000 people already know and have written about it. (Heaven forbid the Google breaks; how will I ever conduct my research?) Since I didn’t see what I was looking for, I thought I’d share a couple of lessons I learned about a decade ago, shortly after I’d taken command of a few hundred motivated and talented Airmen and was voluntold at the last minute that I would be leading the entire wing on its monthly run. Disclaimer: I hate running. I protested that while I didn’t mind if our group was first in the formation, I didn’t know the route, so someone else should take point. I wasn’t exactly reassured when I was told to just follow the security police car, but that’s exactly what I did, leading a couple thousand men and women on a short mile-and-a-half “spirit run.” Or so I thought. Disclaimer #2: Because I was in training to go to the Army’s airborne training school the following month, I was quite possibly in the best shape of my life. All pumped up and motivated, “we” took off at a brisk pace and I followed the pace car closely, fancying myself the poster boy for part Airborne Ranger / part Navy SEAL / part Chuck Norris. We finished the short distance in near-record time, and that’s when I discovered that...

What’s Wrong With Me?

… never mind, I already know. I’m gonna try to keep this upbeat, but the underlying issue is sad… and oh so preventable. So many of your employees have these 8-track tapes running in their head that say things like “what’s wrong with me?” “I screwed it up, again” and “I’ll never get this right.” That’s because all they ever seem to hear about is what they messed up, what they’re doing wrong, and what they’re not doing fast enough. You might hear it fairly often, too, but this isn’t about you. Want proof that’s what they’re used to? Spend the day doing nothing but walking the building, paying your employees genuine, heartfelt appreciation, and watching their faces light up. If you don’t know why you’d do that, you need help. A recent exercise with a client highlighted a problem in their – and maybe your – company that people aren’t getting the recognition they deserve for the hard work their doing. This isn’t a rah-rah speech; it’s an indictment that management by exception seems to have become leadership by exception. The goal of the exercise mentioned above was to demonstrate that difficult conversations were, in fact… wait for it… difficult. We helped them understand that the more often we’re honest in our conversations – without allowing negative emotions to creep into the difficult ones – the more effective we become at genuine communication, especially when our real motivation is to help the other person grow and improve. Practice may not make perfect, but it sure makes us a lot better. By the way, we sometimes forget that the...

Anchors Aweigh

… what’s dragging your team down? Last week, I had a great conversation with an old boss (and friend) of mine who’s known me for 3+ decades. As I was standing in the lobby of his building, I read the press release about his being named as CEO of the Year by the local business journal. In the interview for the article, he was asked “What’s the biggest mistake you’ve made in business, and what can we learn from it?” His answer, “My biggest mistakes have been not to get rid of a few sub-standard employees fast enough — those who have a corrosive or detrimental effect on good employees,” got me to thinking about some of my clients who just can’t seem to bring themselves to let people go. It’s never fun to fire people – unless you’re kind of twisted – but waiting around until it’s a clean kill hurts the organization far more than any temporary discomfort you might feel. And it’s not what leaders do. Now, I’m not talking about getting rid of the folks who broad jump across the line and violate clearly understood non-negotiable organizational policies like stealing, selling drugs at work, or sexual misconduct. That’s easy, because they kinda brought that on themselves. No, I’m talking about the employee who’s dragging the team down, probably doing just enough to keep his job, but not pulling his weight. Nice enough, but would rather talk about plans for the weekend than plans to accomplish the week’s goals. And always more willing to listen to other people’s problems than find solutions for his own. The...

Let’s Talk

—aka: Communication for Dummies Sometimes, I just plain suck at communicating effectively. If you doubt me, ask my wife, my girls, my best friend Kevin, or any of the bosses I’ve worked for in the last 40 years. If you take a quick minute to reflect, you probably suck sometimes, too. This has been on my heart lately because I’ve run into a rash of people who believe their team is singing off the same page when they’re not even in the same hymnal. Or maybe it’s the Christmas Crazies, I don’t know, but I keep encountering messages sent that are definitely not the messages received. So, you ask, if I help clients communicate more effectively for a living, why do I suck at it so often? Same reason you do. I wasn’t a communications major in college – I’m the engineer type – but I know that with those we know best, we seem to suffer from a familiarity bias that causes us to assume how our close relationships perceive our message… with predictable results. Kevin and I laughed last week that we would never allow a client to communicate as ineffectively as he and I have lately. Thankfully we knew how to fix it. So, being the leadership Sherpas we are, I’d like to help you look inside your organization and come face-to-face with what keeps your team from communicating more effectively. First, let’s assume positive intentions and dismiss the obvious reason: knowledge is power, and people on your team withhold knowledge and intentionally keep secrets to manipulate their co-workers. That actually happens more often than you...

HELP!

— I hate to ask, but… “Can I do something to help?” “No thanks; I’ve got it.” Sound familiar? At the office? At home? Yes, that short conversation takes place millions of times every day across this country in the workplace, in stores, in the kitchen, between co-workers, bosses and employees (both directions), spouses, and parents and their children – basically anywhere there are two people interested in a particular outcome. Since this is part of a newsletter, let’s start in the workplace. We certainly don’t expect our employees to know everything, yet because many of them think and feel like we do, they’re hesitant to ask questions. As leaders, we get frustrated with team members who wait until the last minute to ask for help – or don’t ask for help at all – and things go to hell in a handbasket. What makes us think it’s any different for our boss? It’s not. Keep this in mind: you’re not a failure if you ask for help. You fail when you need it and don’t ask for it and the consequences create a crisis. If you don’t believe that applies to you, you might offer it as a piece of advice in your next coaching conversation. So, why is it so dammed hard to ask for help? Easy… we have egos. Successful people are helpers, not helpless, right? We think asking for help makes us look weak, undermining our credibility as a (insert self-description here). We may think that, but it’s not true! Pretending we don’t need help when it’s obvious that we do is what undermines our...

Competition vs. Collaboration

– “Can we all get along?” Rodney King III Late in my Air Force career, I had the great fortune to command a fantastic group of diverse, talented Airmen. The only downside was that we lacked sufficient personnel and resources to be fully capable of executing our assigned mission, which pitted me against my peers in a competition for more – more people, more money, more equipment, and more priority. I thought it was the perfect job for me, because I’d spent most of my career competing for more. Unfortunately (for me), my boss cared more about getting along and collaborating with each other. After a little attitude adjustment, I found that working with the other commanders, cross-training and developing people, and sharing the awards and recognition when their folks were involved made us all more effective and successful. Not surprisingly, I was raised in a performance review system that encouraged competition, not collaboration. After all, we only want the best to be the leaders of our military forces, right? And you probably want the best to lead your employees. Who doesn’t? But are you and your performance review system identifying the best leaders or the best doers? Are they being rewarded for their individual performance, or are they being recognized for how successful they’re making their team – or your organization – even if they’re not the leader? When the rewards system keeps them focused on what they do and not why they do it, they become more competitive than collaborative. They put a priority on accomplishments and technical competence and miss out on the people skills development...

Executive Improvement

Learn More

Leadership Development

Learn More

At C-Level

nletter

  • This field is for validation purposes and should be left unchanged.