One of the primary roles of the Executive Coach is to deal with the apparent problems of performance management. I use the word 'apparent' deliberately since the majority of cases are not performance issues but rather relationship problems - especially in volatile markets, start-ups and entrepreneurial organizations.

Imagine what the level of satisfaction would be in playing, or even watching a game of Baseball or Hockey in which there were no rules, few conventions and only short-term strategies. There'd be a very high degree of frustration, more penalties than you'd be prepared to tolerate, and a very controversial outcome to say the least.

In any pivotal role there has to be both discipline and freedom to act. Also, progress would not be possible if there are too many restraints, protective devices or other interventions imposed while the game was underway. The important role of pre-game strategy and practice is to resolve such matters prior to the game itself. In short, to assess the performance of any player we need to know the precise contribution expected - the player's Mandate.

Clear objectives / deliverables are defined within the agreed-upon scope of the position, and resources / restraints are allocated for their accomplishment. Then time lines and reporting signals are set, and every one fully understands just how he/she contributes to the broader game strategy and result. This is a Mandate - the 'tram-lines' within which the player can exercise a reasonable degree of autonomy without disrupting the team's efforts as a whole.

Putting the Mandate to work requires a contractual context. Given that the Mandate is clear, a general strategy must be agreed. In business this is most often documented as a Business Plan, Budgets and sometimes (regrettably rarely) as Key Person Development Plans. The next vital component is the fixing of selected Critical Measurement Indices (CMIs), the 'pulse points' of the operation which signal its state of health. Lastly, a Status / Variance reporting system, including corrective Action Plans, must be designed and implemented.

This is not a remote nor unilateral exercise. It's hammered out like any other contract, item by item, building agreement / consensus as it proceeds. The work is shared equally among those affected by its provisions and impact, and it is accomplished one step at a time. If it needs lots of effort and/or time to create, so be it! The process cannot be rushed without sacrificing quality or integrity.

As it is 'rolled out', just as in the championship game, it needs minor adjustments, refinements and clarifications. The joy is apparent though in experiencing and seeing the intention made reality, and the benefits, both tangible and intangible, are shared. A Performance Management contract is not a luxury option for business unit mangers, it is essential. For all other mangers and supervisors it's one of the most powerful developmental devices known, a proven morale builder and a team-building tool 'par excellence'. Why? Because it manages performance through managing relationships.

Would this concept work for you? Consider this example and make your own decision. We'd be happy to assist you adapt it to your precise needs. Please contact us.