The IPMS Performance Matrix: Integrated Business Leadership Development
The matrix works to provide each level of leader with what they need to operate successfully, yet without binding them to one methodology. This isn’t software, this is systems thinking which allows for all good methodologies to work with a common architecture. The tools within the matrix are generic and always compliment, not conflict, with existing methodologies.
There are three dimensions at play in every business and organisation:
- The Core Business Model and it’s 8 Stages of Business Readiness
- Integrated Leadership through Key Areas of Management Performance
- An Enabling Organisational Design with Scoped Levels of Manager
Critically our approach addresses the need to develop leaders dynamically: Connecting every leader to their core business through a high performing organisation. One cannot ‘learn and develop’ one dimensionally when each dimension is part of one system. This is explained in a little more detail below:
- The Core Business Model and it’s 8 Stages of Business Readiness – a core business model must achieve a line of sight from vision to every individual. It is the design of this business blueprint everyone understands and works from. Complex does not mean making it complicated, and while running a business is complex and needs to be understood for people to operate, it just takes time and commitment and one cannot be effective without it.
- Integrated Leadership through Key Areas of Management Performance – with a core business model it is now possible to identify the necessary behaviours of any and all leaders. There are six necessary behaviours relevant to any and every level of leader/manager called Key Areas of Management Performance (KAMPs). These behaviours relate to fundamental areas of performance a leader manager (at their relevant level) needs to display to discharge their responsibilities and to a point at which you can measure a return on management. Each of these six Key Areas of Management Performance is fully described and then supported by a competency framework with five levels of competency depending on the level of leader/manager.
- An Enabling Organisational Design with Scoped Levels of Manager – with a core business model and key areas of management performance identified, we can now look at organisational structure and objectively plan the roles of each level of leader/manager. Regardless of how light or complex your leader/manager structure, all must be familiar and understand the core business model and key areas of management performance. Each level’s range of role and span of control in terms of people, is determined by their part in designing and / or delivering one or more of the 8 Stages of the core business model.
Organisational design and structure is the final step because form must always follow function, or the tail will be wagging the dog. You are not ‘in business’ to run an organisation, your are ‘in business’ to deliver products and services to clients through your organisation. In 100% of cases, when clients implement the performance matrix correctly 100% of all issues relating to role confusion, role definition, skills/competency level comprehension, resource demand planning, resource availability and allocation, attendance, retention, recruitment and talent development ……. become manageable.
Developing the Business Model, Organisational Design and Levels of Leader
One can certainly focus on one dimension but it must be sympathetic to all three dimensions. All leaders at their level need to be aware and familiar with all three dimensions and the whole matrix. Driving, influencing, coaching and supporting those responsible for each part. Together they can systematically, over time, enable the business, the organisation and themselves leader/managers.It is vital to explore the benefits and dis-benefits of approaching leadership development in this systems-thinking manner, including the personal, organisational and business outcomes.