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Don’t confuse the scoreboard for the game
This article is designed as an early warning system to help you pre-empt production downfalls. It applies to both your best people and your business. It may also alert you to pending dangers concerning your own performance.
by Dave Anderson
It’s easy to become seduced by the great numbers people produce by failing to examine how they get them; to confuse the scoreboard for the game. This is dangerous, because the “how” points to where the performer is really headed. For instance, rather than reflexively applaud a manager breaking new records, take a closer look and determine the methods he or she uses to get those results.
1. Are they getting the job done on the backs of other people? Do they push, abuse or intimidate to get results? Are they a micromanager that gets over-involved with everyone and everything? Are they guilty of the leadership sin of relying too much on themselves, rather than building a team to help carry the load? If so, their success will be temporary, morale will diminish and good people will leave.
2. Do they hit their goals because they work double shifts and never take a day off? If so, you’re headed for trouble because they will eventually burn out, plateau and go into decline, taking their department with them.
3. Are they getting results because they’ve created a culture of discipline, or because they are a tyrant that disciplines? Do they impose their will on the team through the sheer force of his or her personality? If so, you’ll get an occasional adrenaline rush of results, but they won’t be consistent.
4. Do they get results because they’re in the right place at the right time? In other words, do they have a product or service so hot it literally sells itself? Situations like these can make a leader lazy, and before long they have an inflated sense of self-worth. All products are subject to business cycles and once the novelty wears off, the dip in demand will expose the sins of the good times. Help the person keep this in perspective and maintain his daily disciplines. Give credit where it’s due, but keep it in perspective. Don’t let him believe his own headlines.
5. Are market conditions so strong that the leader is “drafting” off economic helium? Don’t mistake a bull market for brains. When those conditions exist, maintain strict accountability for daily disciplines, and keep No. 4 in mind. This is mandatory if your business is to continue to fix the roof while the sun is shining.
On the other hand, if the manager gets results because he or she has built a solid team that sustains success, and doesn’t miss a beat when they’re absent, this is a trait of great value. It should be recognized and rewarded.
Most leaders care little for how someone attains results, just as long as they produce them. This is both neglectful and irresponsible. If you just look at the numbers, you’re not looking hard enough or far enough. The numbers are the lagging indicators. They show up too late to detect deficient performances that need to be corrected.
It is fine to be a student of numbers, but it’s more important to be a student of disciplines, behaviors and culture because that’s what your numbers depend on. This means fewer calluses on your backside, because you’ll spend less time poring over reports, and more time in the trenches discovering what’s really going on in your business.
Evaluate your managers today and determine how they’re getting results. If they get results by doing the right things, affirm and acclaim them. If they’re headed for trouble, right their course.
You can also use the same strategy to evaluate the performances of salespeople and other key employees.
1. Does the employee get great numbers because he burns through volumes of prospect, simply throwing enough against the wall so that what sticks makes for a good month? If so, the moment traffic dies down or his colleagues decide to freeze out this idiot, stick a fork in him, because he’s done.
2. Does the employee get great numbers because he lies to customers, saying anything necessary to get the job done with the thought that he (or the manager) will fade the heat when it arises? Fortunately, this trend usually doesn’t take much time to show up. That is, unless you have a manager who turns a blind eye to this madness, and sells out your standards in return for the numbers. If this is the case, fire the manager first; then the employee.
3. Does the employee produce great numbers because he lives at the business, working every available hour and all days off? If so, this person is headed for trouble at home with what’s left of his family and is jeopardizing his physical and mental health. Either way, it’s just a matter of time before this rising star becomes a meteor shower.
If any of the above describes the “how” for any of your employees, you are in for a roller-coaster ride. They will never achieve consistently spectacular results. On the other hand, if they get great results because they are disciplined, self-motivated and persistent you should sit down with them, and together rack your brains to determine what you can do as their leader to help them take their talents to an even higher level. Examine what barriers can you remove, what discretion can you give them, and what kind of extra logistical support you can provide.
As you read between the lines of your business and become a student of discipline, behaviors and cultures, keep the following at the forefront of your mind: We live in an instant gratification society. Morons from all walks want the prize without paying the price. If they spent as much time developing discipline (the how) as they did looking for shortcuts, they could all retire to Malibu Beach.
But since this isn’t the case, you’ll have to make it clear that the “just get results at any cost” mentality is not good enough for your organization.
Create a culture of discipline to do the right things day in and day out. To pull this off you’ll need people who think and act in disciplined ways. You need people who are ready, willing and able to work in line with the priorities you set and execute them consistently.
This doesn’t take brilliance but it does take tenacity. It constitutes a “how” that will take your business to higher levels. As for those who are willing to settle for short-term results, instead of long term consistency and growth? Let them take the roller coaster ride.
Dave Anderson is the author of Up Your Business (Wiley 2003). He built his reputation in leadership and management by leading a group of top national car dealerships to $300 million in sales. For more information, visit www.learntolead.com.
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