Performance measures for CEOs

Performance measures for CEOs

Thoughts having read this...The Head of the Civil Service has no performance measures
https://www.bailiwickexpress.com/jsy/news/still-no-former-appraisal-process-gov-ceo/

Establishing performance measures for CEOs, regardless of the context, comes with its own set of advantages and challenges.

Here's a distilled look at the pros and cons:

Pros

Accountability: Performance measures ensure CEOs are accountable to stakeholders, including shareholders, employees, and customers, by aligning their actions and decisions with the organization's strategic goals.
Clarity and Direction: Setting clear performance metrics provides CEOs with a clear direction on what is expected of them, helping to align their efforts with the organization’s priorities and objectives.
Motivation and Incentives: Well-defined performance measures can motivate CEOs to perform at their best. Often tied to compensation packages, these measures can act as incentives for achieving or exceeding targets.
Performance Evaluation: They allow for a systematic evaluation of a CEO’s performance, facilitating fair and objective assessments based on predefined criteria rather than subjective judgments.
Strategic Alignment: Performance measures can ensure that the CEO's actions are closely aligned with the organization's strategic vision, driving cohesive efforts across all levels of the organization.

Cons

Short-Term Focus: There's a risk that CEOs may prioritize short-term gains to meet performance targets at the expense of the organization’s long-term health and sustainability.
Overemphasis on Quantitative Metrics: Reliance on quantitative measures might overlook qualitative aspects of leadership, such as team building, innovation, and corporate culture, which are harder to measure but critical for long-term success.
Pressure and Risk-Taking: The pressure to meet performance targets might encourage risky behavior or unethical practices, especially if the measures are overly aggressive or misaligned with ethical standards.
Complexity and Relevance: Establishing relevant and fair performance measures can be complex. Inappropriate metrics might lead to misaligned priorities or overlook critical areas of performance.
Adaptability Issues: In a rapidly changing business environment, fixed performance measures may become outdated quickly, potentially misguiding the CEO’s focus or efforts.

In essence, while performance measures for CEOs can drive accountability, motivation, and strategic alignment, they must be designed carefully to avoid incentivizing short-term gains over long-term value, encourage a balanced approach to both quantitative and qualitative aspects of leadership, and remain adaptable to changing business landscapes.

STRATEGY V IMPLEMENTATION (THINKING V DOING)

In today's world, the emphasis often falls on advice rather than execution. There's a premium placed on those who dispense guidance, while the act of putting plans into action is often regarded as menial or secondary. We often speak of leaders occupying the upper echelons, managers in the middle, and workers below them, yet implementation seems to fall by the wayside. We excel at generating brilliant ideas, crafting compelling narratives, and delineating visions and values. However, when it comes to executing these plans, we falter. Instead of acknowledging this failure as a shortfall in our strategy, we attribute it to resistance to change, insufficient resources, or time constraints, as if the strategy itself were flawless and destined for success if not for these external barriers. In reality, this is naive. A truly effective strategy is one that can be carried out, and the ultimate measure of success lies in its implementation. Thus, implementation reigns supreme.

Cultural Fit versus Performance Management

 

Cultural fit and performance are distinct aspects within the realm of human resource management. While cultural fit pertains to how well an individual aligns with the values, norms, and behaviors of an organization, performance refers to how effectively an individual meets the established standards and expectations in their role.

It's crucial to differentiate between the two because they address different dimensions of an employee's contribution to the organization. Cultural fit ensures that an employee's attitudes, beliefs, and work style are in harmony with the company's culture, fostering cohesion and alignment within the team. On the other hand, performance management deals with assessing and improving an employee's ability to meet job requirements and achieve desired outcomes.

When an employee performs poorly against agreed-upon standards and expectations, it's primarily a performance management issue rather than a cultural one. In such cases, the focus should be on identifying the root causes of the performance deficiency, providing necessary support and resources for improvement, and implementing appropriate measures to address the issue. While cultural fit may influence aspects of an employee's performance, it should not be conflated with performance management, as addressing performance issues requires a distinct set of strategies and interventions.

Exploring the Dynamics of Trust

 🌟 Exploring the Dynamics of Trust 🌟

Navigating the intricacies of trust is vital in fostering meaningful connections and driving success. From predictability to shared experiences, understanding its multifaceted nature is key.

✔️ Trust serves as the cornerstone of collaboration, enhancing productivity and innovation within individuals and organizations.

❗️ However, blind trust poses significant risks, necessitating a critical evaluation of information and a commitment to transparency.

Here are some reflections on what trust entails:

1️⃣ Predictability: Trust in consistency is valuable but must adapt to changing circumstances.

2️⃣ Friendship: Loyalty in friendship enhances collaboration but may cloud judgment.

3️⃣ Shared Values: Alignment fosters unity but should not stifle diversity of thought.

4️⃣ Agreement: Harmony promotes understanding but risks overlooking dissenting voices.

5️⃣ Supportive Disagreement: Open dialogue encourages growth but requires genuine acceptance of diverse perspectives.

6️⃣ Psychological Safety: Comfort fosters innovation but must not discourage accountability.

7️⃣ Shared Goals: Collaboration towards common objectives must consider ethical implications.

8️⃣ Rights: Trust ensures fairness but requires vigilance to prevent exploitation.

9️⃣ Rituals: Tradition builds identity but should not hinder progress.

🔟 Shared Experiences: Camaraderie strengthens bonds but demands inclusivity.

In fostering trust, authenticity and continuous growth are paramount. Let's unlock potential and drive success together!

See also longer discussion

Should we trust, or be trusted?
https://thinkingfeelingbeing.com/2024/03/26/should-we-trust-or-be-trusted/

Tim HJ Rogers
Consult | CoCreate | Deliver

#Trust #Collaboration #Leadership #Authenticity #Growth #Success #Consulting #Coaching #ChangeManagement #ProjectManagement #ChannelIslands

Are we evolving beyond human?

 

Our thinking is shaped by our past, whether it's influenced by nature or nurture, or our life experiences. At a deeper level, our thinking is influenced by our chemistry - what we consume, be it food or drink, and our DNA. These are all vital components that affect how we think, feel, and exist. Without these elements, we wouldn't be the same individuals. It's widely understood that the brain isn't the sole center of our thinking; rather, the nervous system extends throughout our bodies. This nervous system can inform or misinform us, as evidenced by phenomena like phantom limbs, gut reactions, uncomfortable anxiety, and heart-wrenching indecision. These functions highlight aspects of the human condition beyond the brain itself.

So, what happens to us as human beings when we no longer need to physically exercise or mentally stimulate ourselves? What if we no longer need to exert effort in learning new skills or providing for ourselves and our families? What if technology, biopharmaceuticals, and AI take care of these tasks for us?

If all these aspects of being human are replaced by technology, what defines our humanity? If these things become unnecessary or less essential in the future, are we evolving into something else, something beyond human, akin to how we evolved beyond apes? How comfortable are we with the notion of no longer being purely human, and what are the consequences of such a transformation?

Furthermore, if we aren't actively shaping the future but rather outsourcing decision-making to artificial intelligence and others, are we truly evolving or merely relinquishing control? Instead of transcending and expanding humanity, we risk regression, becoming less than what we once were. History provides examples; evidence suggests that Neanderthals were potentially stronger and more ingenious than Homo sapiens but ultimately succumbed to the collaborative power and ingenuity of our species.

In contemplating these questions, we must consider the trajectory of our evolution and the implications of our choices as we navigate an increasingly technologically driven world.

I'm excited about Dr. Eve Poole's talk. Can't wait to hear what she has to say!

DR EVE POOLE ROBOTS SOULS
Challenging Conventional Thinking on AI and the Human Element
https://www.leadershipjersey.je/robot-souls

Some thoughts on testing, test plans and test cases

Phase 1 – Testing if It's Ready for Testing

When conducting testing of a new product or system, it's important to recognize that there will be many different levels of testing. There will be the initial testing that needs to be done by a small cohort of people who are actively involved in the product. They will understand what the product is supposed to do and will be able to identify minor or major faults. These individuals understand the requirements and the system, enabling them to design suitable tests, identify any shortcomings, and determine necessary remedial actions. They are also responsible for assessing the importance of the problems and deciding whether the product is acceptable or not.

This initial testing may involve using dummy data or scenarios to isolate specific functions for testing. It ensures that the product is sufficiently prepared for wider user testing later on. Releasing a product for extensive testing with many users when it's not ready would be inefficient and costly.

During this phase, it's essential to document the tests accurately so that they can be repeated consistently by many users. Random testing can yield unreliable results, highlighting the importance of thorough, complete, robust, and consistent testing for ensuring product efficacy and confidence.

Phase 2 – Testing if Everything Works

The second stage of testing requires more coordinated efforts compared to the initial round. Testers need written test scripts to guide them through the testing process, outlining what tests to conduct and how to interpret the results. This phase not only evaluates the product's functionality but also assesses supporting processes, procedures, and policies, preparing for user acceptance.

Testing during this phase may involve using realistic data, either from previous records or redacted data, to simulate real-world scenarios accurately. It's crucial to compare the actual outcomes with expected results or with data from legacy systems to ensure consistency and accuracy.

Beyond functionality, testing in this phase also examines data quality. Even if the software functions correctly, errors in the data, such as poorly formatted addresses or names, can lead to failures. Developing policies and procedures surrounding product usage is also essential at this stage to ensure alignment with organizational protocols.

Phase 3 – Testing if We Are Ready to Accept and Use

The final round of testing occurs once there is complete confidence in the product, its functionality, data usage, processes, outcomes, and supporting documentation. This phase ensures that all criteria for go-live readiness are met, including data migration from legacy systems.

User acceptance testing in this phase validates the accuracy and completeness of data migration. Any problems encountered, whether cosmetic or functional, need to be addressed before proceeding. This phase serves as a final check to ensure readiness for full implementation.

Conclusion

By following this three-step approach or variations of it, organizations can iteratively build their knowledge, skills, and experience with products and data. Each step informs the next, enhancing the ability to use the system effectively and develop supportive policies and procedures. Additionally, it facilitates learning and training, enabling early-stage participants to support those involved in later stages effectively. Ultimately, this approach not only results in a well-tested product but also enhances the competence, capacity, and supportiveness of users throughout the implementation process.

Summary Guidance

Creating test plans and test cases is a critical aspect of software testing, ensuring that the software meets its requirements and functions correctly.

Test Plan:

1. Understand Requirements: Review the software requirements and specifications to understand what needs to be tested.
2. Define Test Objectives: Determine the goals and objectives of the testing process. What do you want to achieve through testing?
3. Identify Scope and Features: Determine the scope of testing, including which features or functionalities need to be tested.
4. Allocate Resources: Assign roles and responsibilities for testing. Identify the team members involved and the resources required.
5. Define Test Strategies: Determine the overall approach to testing, including types of testing (e.g., functional, non-functional, regression), test environment setup, and test data requirements.
6. Create Test Cases: Develop detailed test cases based on the requirements and specifications. Each test case should include a description, test steps, expected results, and any preconditions.
7. Set Test Schedule: Define the timeline for testing activities, including milestones, deadlines, and dependencies.
8. Identify Risks: Identify potential risks to the testing process and develop mitigation strategies.
9. Review and Approval: Review the test plan with stakeholders, obtain feedback, and make revisions as necessary. Once finalized, ensure it is approved by relevant parties.

Test Cases:

1. Identify Test Scenarios: Break down the requirements into testable scenarios that cover various aspects of the software's functionality.
2. Create Test Cases: For each test scenario, create detailed test cases that outline the steps to be executed, the input data, the expected results, and any preconditions or assumptions.
3. Prioritize Test Cases: Prioritize test cases based on factors such as criticality, complexity, and frequency of use.
4. Review and Refinement: Review the test cases to ensure clarity, completeness, and consistency. Refine them as needed based on feedback.
5. Organize Test Cases: Group related test cases into test suites or test scripts for efficient execution.
6. Prepare Test Data: Identify and prepare the necessary test data required for executing the test cases.
7. Execute Test Cases: Execute the test cases in the test environment according to the defined test plan.
8. Record Test Results: Record the outcomes of the test cases, including any deviations from expected results, defects found, and other observations.
9. Retest and Regression: Retest any failed test cases after fixing defects. Perform regression testing to ensure that changes or fixes have not introduced new issues.
10. Review and Reporting: Review the test results, analyze trends, and generate test reports to communicate the status and findings to stakeholders.
11. Closure: Once testing is complete and the software meets the acceptance criteria, obtain sign-off from stakeholders and finalize the testing process.

Key roles and responsibilities in testing:

1. Testers: These individuals are responsible for conducting the actual testing of the product or system. They may include both internal team members and external users who represent the target audience.

2. Cohort of Active Users: A small group of individuals who are actively involved in the product and understand its requirements and functionality. They play a crucial role in conducting initial testing and identifying any faults or shortcomings.

3. Test Script Writers: These individuals are responsible for creating detailed test scripts that outline the specific tests to be conducted, the expected outcomes, and criteria for pass or fail.

4. Test Coordinators/Managers: Individuals who oversee and coordinate the testing process. They ensure that testing activities are well-planned, executed efficiently, and aligned with project timelines and objectives.

5. Policy and Procedure Developers: Responsible for developing policies and procedures surrounding the use of the product. They ensure alignment with organizational protocols and standards.

6. Data Experts: Individuals with expertise in data management and quality assurance. They ensure that the data used for testing is realistic, accurately represents real-world scenarios, and is of high quality.

7. User Acceptance Testers: Individuals who represent end-users and are responsible for validating the product's readiness for acceptance and use. They provide feedback on usability, functionality, and alignment with user expectations.

8. Documentation Specialists: Responsible for documenting test results, issues encountered, and remedial actions taken during the testing process. They ensure that all testing activities are well-documented for future reference.

9. Training Facilitators: Individuals responsible for training users on how to use the product effectively. They provide guidance and support to ensure that users understand the product's functionality and how to follow established protocols and procedures.

10. Project Stakeholders: Individuals with a vested interest in the project's success, such as project managers, product owners, and key decision-makers. They provide oversight, guidance, and support throughout the testing process to ensure that project objectives are met.

By following these steps, you can create comprehensive test plans and test cases to ensure thorough testing of your software product.


Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

I CAN DO THAT HERE – THE LINK BETWEEN IDENTITY AND ENVIRONMENT

There is considerable debate surrounding the influence individuals have on shaping cultures. For instance, we often rely on leaders to establish a cultural tone that aligns with the mission, vision, and values of their organization. When individuals within the organization fail to work towards these shared objectives, discord may arise.

Moreover, it's acknowledged that the environment also plays a significant role in shaping individuals. In a toxic environment, even highly capable individuals may struggle to thrive. Conversely, in a nurturing and supportive environment, individuals with varying levels of skills and talents can achieve remarkable feats. This underscores the mutual influence between people and their surroundings, where either can shape the other.

Recognizing this dynamic is crucial as we navigate the process of cultivating a culture and fostering a sense of identity within an organization.

Let's examine these steps systematically.


I – IDENTITY
CAN / CANNOT – BELIEFS AND VALUE
DO – CAPABILITY / CAPACITY/ PERMISSION
THAT – BEHAVIOUR
HERE – ENVIRONMENT


In the intricate ecosystem of organizational dynamics, every element plays a pivotal role in informing and shaping the next, forming a symbiotic relationship that influences the organization's culture and effectiveness. From individual identity to beliefs, values, behaviours, capabilities, and the surrounding environment, each component interconnects to create a cohesive and impactful organizational framework. Let's explore how each element informs and shapes the next in this intricate dance of organizational dynamics.

1. Identity (I):
At the heart of every organization lies the individual and collective identity of its members. Identity encompasses the unique traits, experiences, and aspirations that define who we are within the organizational context. Our identity shapes our perceptions, attitudes, and interactions with others, laying the foundation for our roles and contributions within the organization.

2. Beliefs and Values (CAN/CANNOT):
Beliefs and values serve as guiding principles that inform our decisions, actions, and priorities within the organization. They reflect what we stand for and what we aspire to achieve collectively. Our beliefs and values shape the organizational culture, influencing the norms, rituals, and traditions that govern behaviour and interactions among members.

3. Capability/Capacity/Permission (DO):
Our capabilities, capacities, and permissions determine the extent to which we can enact our beliefs and values within the organizational context. Capabilities refer to the skills, knowledge, and resources we possess to fulfil our roles and responsibilities. Capacity relates to our ability to effectively utilize these resources. Permissions encompass the authority and autonomy granted to us by organizational structures and leaders to act upon our beliefs and values.

4. Behaviour (THAT):
Behaviours are the observable manifestations of our beliefs, values, capabilities, and permissions within the organizational environment. Our actions, interactions, and decisions influence the dynamics of the organization, shaping its culture and collective identity. Behaviours can reinforce existing norms or challenge them, driving change and evolution within the organization.

5. Environment (HERE):
The organizational environment provides the context within which identity, beliefs, values, capabilities, and behaviours unfold. It encompasses the physical workspace, cultural climate, social dynamics, and external factors that impact organizational life. The environment shapes and is shaped by the interactions among individuals and the collective identity of the organization.

Understanding the interconnectedness of these elements is essential for leaders and members alike as they navigate the complexities of organizational life. By recognizing how each element informs and shapes the next, organizations can cultivate a culture of purpose, collaboration, and innovation. Leaders can leverage this understanding to design environments that empower individuals, align behaviours with values, and foster a sense of belonging and fulfilment.

Now The Reverse

How Environment Affects Behaviour

It is abundantly clear that the environment, whether it pertains to the physical surroundings or the emotional atmosphere, exerts a significant influence on people's behaviour. Whether individuals find themselves in a crowded room or in a spacious setting, whether they are subjected to extreme temperatures or enjoy comfort, and whether they experience psychological safety or feelings of anxiety and distress, all of these environmental variables impact their behaviour. These factors shape individuals' thoughts, emotions, and actions, ultimately determining their behaviour.

How Behaviour Affects Capability/Capacity/Permission

Behaviour, in turn, plays a crucial role in shaping individuals' capacity, capability, and willingness to engage in various activities. The behaviours exhibited by individuals inform their ability to perform tasks, their skills, and their readiness to take on challenges. In environments where individuals are encouraged to question, explore, and take ownership of their actions, their behaviour fosters a sense of empowerment and capability. Conversely, in environments where compliance and obedience are prioritized over autonomy and initiative, behaviour is constrained, limiting individuals' capacity and capability to act.

How Capability/Capacity/Permission Affects Beliefs And Values

The capacity, capability, and permissions afforded to individuals within their environment significantly influence their beliefs and values. People's sense of agency, control, and their perception of themselves as either protagonists, victims, or antagonists are deeply rooted in their beliefs and values. When individuals feel empowered and in control of their circumstances, their beliefs may align with notions of self-efficacy and resilience. However, when individuals perceive a loss of control or experience situations that challenge their beliefs, feelings of victimhood, marginalization, anxiety, or fear may arise. This incongruence between what individuals believe should happen and what actually occurs leads to cognitive dissonance and uncertainty, shaping their beliefs and values accordingly.

How Beliefs And Values Affects Identity

Moreover, the impact of beliefs and values extends to individuals' sense of identity. The uncertainty generated by conflicting narratives between external influences and internal convictions can profoundly affect how individuals perceive themselves and their place in the world. Instances of gaslighting, where individuals begin to doubt their own perceptions and adopt external narratives, exemplify the complex interplay between beliefs, values, and identity. As individuals grapple with existential questions of morality, ethics, and belonging, their sense of identity becomes intertwined with their beliefs and values, presenting profound psychological and existential dilemmas.

In essence, the relationship between environment, behaviour, capability, capacity, permission, beliefs, values, and identity is intricate and multifaceted. Understanding these interconnected dynamics is crucial for creating environments that foster empowerment, resilience, and well-being, where individuals can thrive and realize their full potential.



Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager. Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands