Key Areas of Management Performance

Over 20 years of research, experience and refinement has resulted in the development of six behaviours relevant to every level of leader. We call these behaviours the Key Areas of Management Performance (KAMPs). These behaviours relate to skills and competencies a leader manager, at their relevant level, needs to acquire to discharge their responsibilities to the point you can measure the return on management.

The KAMPs

1. Creating a Culture of Common Purpose

Emotional engagement is a critical success factor to all performance especially when tapping into discretionary effort. Any manager must be skilled in the methods of creating a culture of common purpose, ensuring every individual’s purpose is truly as important as that of the organisation. A culture of common purpose sets the platform for success.

2. Leadership within Diversity

All managers face very different types of characters and behaviours. Values based leadership is critical and an example shown through self-leadership. Any manager must be skilled in the methods of achieving business outcomes irrespective of the very different types of behaviour present in the organisation.

3. Systems Thinker and Process Master

Fundamental to the success of any manager is the ability to see the manager within the ‘bigger picture’. Any manager must be skilled in the methods of a systems thinker; consider the performance of the overall system (or organisation); learn to look upstream and downstream when assessing performance and use global not local optima.

4. Business Performance Manager

Through ‘values based leadership’, all managers must connect their people to service processes through clear, meaningful business plans. Connecting culture to purpose, harnessing diversity and driving inclusivity; ensuring all processes and polices are workable and key result areas are understood. In summary, setting up your business for success.

5. Expert Execution

Any manager must be skilled in the methods of execution, be it strategy, change or operational delivery. Managers must learn to work back from the goal and pull the result with the least effort and in the most sustainable manner possible. It is the sum of the first four behaviours and the ultimate business measure of success.

6. Innovation

A critical behaviour which places the ownership of change in the hands of the person most likely to make it successful – the person doing the job. Empowerment means responsible ownership, which stems from a culture in which everyone begins with a mindset of ‘innovate and thrive’.

Key areas of management performance

Evidence of behaviours and activities to enable this:-

  • Every KAMP pulls tools from the Stages of Business Readiness. These tools have clear performance standards and outcomes and the tools have clear activities to execute them and embed the value.
  • All performance standards are aligned to that level of leader’s performance scorecard.
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