Driving Performance in Government Leadership Principles That Produce Results Presented by Neil Gunn

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Driving Performance in Government Leadership
Principles That Produce ResultsPresented by
Neil GunnOffice of the Governor, OMB, State of
Alaska
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Ponder this...

• The most powerful form of human intelligence is
  never forgetting what it is we are trying to
  accomplish
• -Neil Gunn

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Three Steps to Improved Results

• Create the Performance Framework
• What would it mean to do a good job?
• Drive Performance Improvement
• How can we mobilize our people?
• Learn From Your Actions
• How must we change to do even better?

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Create the Performance Framework

• Declare your organizations mission.
• Relentlessly and dramatically communicate what
  the organization is trying to accomplish.
• Identify your organizations most significant
  performance impediment.
• What key failure is keeping the organization from
  achieving its mission?
• Develop highly specific performance targets.
• What new level of success does your organization
  need to achieve next?
• Clarify the theoretical linkage between your
  targets and advancement of the mission.
• Define your mental model of how hitting the
  target will help accomplish the mission.

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Moment of Clarification!
The Organizational Wall
Outcomes Are External (Results)
Outputs Are Internal (Process)
Rates of Measles Drops
DHSS Immunizes Children
EFFECT
CAUSE
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Drive Performance Improvement

• Monitor progress frequently, personally, and
  publicly.
• Publish data so that every team knows that you
  know (and everyone else knows) how well every
  team is doing.
• Create operational capacity.
• Leaders are responsible for providing what the
  teams need to achieve their targets.
• Use small wins to reward success.
• Find many reasons to dramatize how you recognize
  and appreciate what teams have accomplished.
• Close the I make a difference human need gap.
• Ensure your employees can earn a sense of
  accomplishment and thus gain both self esteem and
  the esteem of their peers.

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Learn From Your Actions

• Audit for cheating, distortions, and mission
  accomplishment.
• Verify people are achieving their targets in a
  way that advances the mission, and that they are
  not just making the numbers.
• Analyze a diverse and balanced set of performance
  metrics.
• Study many forms of data, both quantitative and
  qualitative, to learn how your organization can
  improve.
• Adjust mission, target, theory, monitoring,
  capacity, esteem opportunities, rewards, and/or
  analysis.
• Act according to what your have learned, making
  the modifications necessary to continually
  improve results.

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Strategic Framework Elements

• What are we trying to accomplish?
• What is our mission?
• (Consistency of purpose)

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Strategic Framework Elements

• What public value should we deliver?
• What should our end results be?
• (Conditions external to our organization)

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Strategic Framework Elements

• How will we do it?
• What are our strategies?
• (Changes internal to our organization)

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Strategic Framework Elements

• How will we know we did?
• What are our performance measures?
• (Quantitative qualitative evidence)

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Strategic Framework Elements

• How will we motivate our employees?
• What are our explicit performance targets?
• (Highly public tied to reward systems)

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Strategic Framework
MISSION To protect the public by incarcerating
and supervising offenders
End Results
Strategies to Achieve End Results
Reduce the number of new crimes committed by
offenders Target Reduce the of new crimes
committed by 20 in FY05 Measure change in
of new crimes committed
Improve behavioral interventions/referrals and
employment of offenders Target 50 of offenders
without a High School Diploma or GED receive a
GED Measure of offenders who received a
GED Target Reduce cost per manday by 10 in
FY05 Measure change in cost per manday