Good morning, everyone. My name is Hugh Blane, and this is the Monday Morning Minute. This is the third video in a six-video series that I am doing on creating breakthrough teams and creating breakthrough performance.
Today I want to talk about clarifying your desired results and the expectations. This follows the two previous videos – number one where we talked about clarifying your desired future; and number two, checking for alignment. Let’s talk about desired results and expectations.
Ladies and gentlemen, my belief is that at its core the work you’re doing needs to help create additional value for your team, for your organization, and for the constituents you serve. And in turn, there must be a way of measuring it. We’ve all heard the admonition that what gets measured does get done. We have to be clear about what we’re going to measure, how we’re going to measure it, and what the expectation of each individual is. Here are my three steps for getting clear about your desired results and expectations:
(1) State all desired results in value creation terms. For example, if you want to increase patient care and safety for my friends in health care, if you want to increase student enrollment for my university friends, if you want to increase the adoption of a particular technological advancement for my IT friends, the question must be answered, “Where are we currently with this particular metric? Where do we want to be, and what is at stake? Why is it important for us to achieve this?” That’s number one.
(2) How are we going to measure this? What tools are we going to use? How frequently are we going to measure this? Every person has to know this is the particular tool for measuring value creation, this is how it works, this is why we’re using the tool, and this is how frequently we’re going to check on our progress.
(3) Clarify the expectations/contribution each team member makes to the results. What I mean by that is that you actually have to sit down with each employee and say, “This is the result we’re striving for, this is why it’s important, this is how we’re going to measure it, and this is your contribution. This is how you’re going to help us do this.” Your contribution leads to this result, and you must make a direct line-of-sight connection between what the employee does and achieving the result. If they know what their contribution is, if they can have their fingerprints on it, then all of the sudden, the metrics, results, and expectations completely align with the first two videos which were about:
1. Defining your desired future
2. Checking for alignment
3. And now, clarifying your desired results and expectations.
Ladies and gentlemen, do you those three things, and you will be golden. It will also position you perfectly for when you come back next week and we talk about crafting and clarifying a team agreement.
That’s it, ladies and gentlemen. As always, I look forward to your thoughts. Please put them on the blog, and I’ll respond. I’ll see you here again next week.
Take care, everyone.