THE ART OF COMBINING KNOW-HOW AND INTERPERSONAL SKILLS IS ESSENTIAL TO OUTSTANDING BUSINESS PERFORMANCE
ARTICLE BY JEAN-PHILIPPE RAICHE
Partner, Analysis and Development, Proaction International
Are the managers in your organization supporting their team to help achieve their full potential and maximizing your company’s performance in an optimal way? If not, it is time to discover the power of Key Behavioural Indicators (KBIs).
MASTERING “GOOD BEHAVIOURS”
Even in this era of technology, human beings are still essential in delivering performance excellence. Most enterprises tend to focus primarily on processes and technology—but it is important to remember in any era, people manage, support, and benefit from innovation, and are the engines of change. Using KBIs enables us to build on what is really at the heart of an organization: people. They are what generate performance.
Great performance within an enterprise means making sure you are using good “behaviours,” as in the case of an athlete training to win at the Olympics. KBIs allow you to measure the different facets of the knowledge and behaviours of a proactive, effective manager. Combined, these indicators show the best management practices to adopt on a daily basis.
A FIRST STEP TOWARDS IMPROVEMENT
As a manager, you always need to ask yourself if you are adopting best practices for optimal management in your industry (whether it is “4.0” or not). KBI measurements allow you to create a profile of the technical and human capacities of your organization’s managers. This evaluation will be the starting point of an improvement process that seeks to perfect managerial abilities, which will in turn enhance the managers’ added value, and create the required level of operational performance.
Let’s look one more time at the analogy of the athlete whose starting physical performance is measured with the help of different indicators. This top-tier athlete will need to re-evaluate these indicators as training progresses to achieve the desired results. KBIs measure good behaviours, and so they also offer the possibility of creating improvement. It is important to keep in mind that what you don’t measure now, you will forget later.
GROWING THE ROLE OF THE MANAGER
These behavioural indicators (the indices of Management Skills, Personal Satisfaction, Decisional Capacity, Active Supervision, etc.) allow your managers, and by extension, your organization, to develop in a sustainable way.
As a general rule, a manager is more comfortable with the technical side of his/her role. A manager in who wants to evolve has to incorporate the human element into his/her management routines to find a balance between technical expertise and the mobilization of the people. It is this mobilization that will reduce the gap between the organization’s potential and its actual performance.
The role of the leader or manager is not held in very high regard in some organizations. The model of the “critical” boss, who seeks to catch people, has to be transformed into a leader who is there for his/her team and wants to help it evolve. This coach needs to be able to support, motivate, and guide the team, taking into account the strengths and weaknesses of each team member.
To achieve high performance in an organization, you need to master the art of combining know-how and interpersonal skills. To adopt best practices, in tandem with training, an individualized coaching approach allows for a personalized, dedicated support in changing behaviours, in a way that lasts.
RESULTS OF IMPROVEMENT TO PERFORMANCE MANAGEMENT
With the aid of coaching and KBIs, the best managerial practices will have a significant impact when they are first implemented:
- Improvement in KPIs (Key Performance Indicators) and KFIs (Key Financial Indicators), which will allow for the economic growth of the organization;
- Mobilization of employees, who will feel involved and engaged, which will be a part of the solution in the day-to-day;
- Increased efficiency in the organizational structure. When employees perform their roles better at all levels of the company, managers no longer have to “compensate.” Everyone performs their tasks better—which improves productivity.
What are you doing to improve the managerial abilities of your organization, and to help it achieve its fullest potential?