Driving Government Performance: Leadership Strategies that Produce Results Sanchal Bilgrami Director Finance, NAIP
May 06, 2015
Driving Government Performance:
Leadership Strategies that Produce Results
Sanchal Bilgrami
Director Finance, NAIP
What questions should I ask myself to
improve my performance?
Question Zero
1. “What exactly are we trying to accomplish?”
Performance Deficit
1. “What are my organization’s performance
deficit?”
2. “Which performance deficits should I try to
eliminate or mitigate first?”
Value Chain
1. “Where along the value chain are my
organization’s most significant performance
deficits?”
2. “Where along the value chain should I and my
organization concentrate our efforts?”
Opportunities
1. “How can I practice JIU – JITSU Management?”
The Responsibility of the Performance Executive
• Good intentions are not good enough
• Good decisions are not good enough
• Good planning is not good enough
• Good ethics are not good enough
• Results are what really count
Eleven “Better Practices”
That Can Help
“Ratchet Up” Performance
Creating the performance framework (I)
Practice 1: Articulate the organization mission
Practice 2 : Identify the organization’s most
consequential performance
Practice 3 : Establish a specific performance
Practice 4 : Clarify your theoretical linkage between
Target & Mission
Driving Performance Improvement (II)
Practice 5 : Monitor & report progress frequently, personally & publically
Practice 6 : Build Operational Capacity
Provide your teams with what they need to achieve the target.
Practice 7 : Create “esteem opportunities”
Ensure that people can earn a sense of accomplishment & thus gain both self esteem & esteem of their peers.
Practice 8 : Reward success
Learning to enhance Performance (III)
Practice 9 : Check for cheating, distractions &
mission accomplishment
Practice 10 : Analyze a large number & under
variety of indicators
Practice 11 : Adjust mission, target, theory,
monitoring, operational capacity, rewards, esteem
opportunities and/ or analysis.
HKS Case Study Teaching Method• Professors used real life examples from the public offices tohighlight and analyze the principles of public governance. Atypical HKS style case study is a short narrative (less than 25pages) most often told from the point of view of managerembroiled in a dilemma.
• Professors assign questions prior to class to focus studentson the particular issues they plan to address in the classsession. A class session can include student-led presentations,exercises, role plays, debates, guest speakers, andsummarizing lectures.
• Professors lead students to experience an “aha” momentduring which conventional wisdom is trumped by deeper, moreseasoned insights.
Team Preparation
Yellow Team :
“HAIKU”
Case Studies : The Six Curriculum
Models1. The Performance orientation
“How will we know if our organization improves its
performance?”
Case : Park Plaza
2. Motivating & Measuring organizational & systemic change
“How can public executives use performance measures both to
learn how to produce better results and to motivate their
organizations to do so?”
Case : “NYPD New” The ladder & the Scale; Oklahoma
Milestones
3. Meaningful Measurement of Performance
“What kind of performance measures might, can and should
public executives use and to accomplish what purpose?”
Case : Paul H O Neil
4. Risk Control, Problem solving and performance accounts
“When faced with the challenge of controlling risks, what
problem-solving strategies might public executives find effective?”
Case : “The Coast Guard GPRA Pilot”
5. Motivating Individual & Team Performance
“What specific strategies can public executives use to both
individual & teams?
Case : “Baines Electronics” & Division of Water Resources
6. Creating a Performance Driven Culture
“How can public executive infuse a performance orientation
into the culture & day to day operations of their agencies.”
Case : “Lead Poisoning”, Homestead Air Force Base”, What’s
my Agency sortie.”
Pedagogy
at HKS
Pedagogy
at HKS
1. Class in HKS.mp4
2. Harvard Post Class.mpg
Management Concepts
STRETCH TARGET :
A “stretch target” is one that the organization cannot achieve
simply by working a little harder or a little smarter. To achieve a
stretch target people have to invent new strategies, new incentives –
entirely new ways achieving their purpose.
Whenever an organization sets out to accomplish a big tasks,
it breaks it down into small tasks and starts with the easiest ones.
Such a strategy of small wins makes a perfect sense. With each
small win, the organization demonstrates progress. With each small
win, it develops the confidence that it can accomplish something
significant. Moreover, through a series of small wins, it leaves what
works, what doesn’t – and in what circumstances.
LAMDALICPA
L : LEADING
A : AIMING (the work of Organization)
M : MOTIVATING
D : DELEGATING
A : ANALYSING
L : LEARNING
I : INNOVATING
C : COLLABORATING
P : PERFORMING
A : ACCOUNTING
JIU – JITSU
Management
• Almost anything that we can think of has a defining
moments : a point when person has shine the brightest
and cemented his existence for everyone to notice and
for everyone to remember
• Effective public executives convert problems into
opportunities
• Effective public executives use political momentum to
accomplish their purpose.
CAMPBELL’S LAW
When pressure becomes personal – when a person’s job and income
are on the live – some people resort to cheating.
“The more any quantitative social indicators is used for social
decision making, the more subject it will be corruption pressure
and the more apt it will be to distort & corrupt the social processes
it is intended to monitor”
So get over it. Don’t go looking for the perfect performance measure.
It doesn’t exist. Don’t waste countless meetings debating whose
measure is without defects. All measures have them. Don’t hire
expensive consultants to create the penultimate measure. It
doesn’t exist.
Instead, start with a good measure or two.
THANK YOU