Notes on performance improvement in business
Reading the performance manifesto and reflecting on what I do as a business advisor: making change happen and making change stick.
I came across the Performance Manifesto the other day. I like it for two reasons. First, it's grounded in running. I love running and I am also a huge geek about all aspects of running. (Full disclosure, I run for pleasure not performance so don’t think I actually do any of this stuff).
More relevant to this post, the whole thing seems grounded full stop. Its rooted in the fundamentals, offers no shortcuts, and majors on the need for consistency and commitment to get results.
Plus the authors call themselves the growth equation - what’s not to like.
Reading this made me reflect on what I do. Describing myself as a business advisor or a consultant is pretty woolly. Performance improvement neatly captures the type of work that I have always found rewarding and engaging.
I have a simple framework for thinking about how to improve business performance:
Customers
People
Product
That is still pretty broad. It makes things clear in my mind because it reminds me what performance improvement is NOT. It is not cost reduction and it is not compliance. I have done plenty of work in those areas over the years. They are important and most businesses need both from time to time. But they are not performance improvement.
Identifying the components of performance is helpful, but it still doesn’t answer the most common question posed to business advisors: What do you actually do?
My answer to that is even simpler: Making change happen and making change stick. Change is the only thing that generates value in business. If nothing changes, you are not delivering for your client.
This mindset is one reason I enjoy working with B2B Tech businesses so much. The job of B2B software is the same as the role of a business advisor. Generate change which improves performance and delivers value for your customer.
That brings me back round to the performance manifesto. The manifesto is not about defining performance (the customers, people, product framework). Its about all the principles and methods required to improve performance and achieve excellence.
Seeing such a well structured and founded approach started me thinking more deeply about performance improvement. So I plan to develop a series of articles working through some thinking on the subject. I will take some loose inspiration from the performance manifesto. And try to translate that into my experience of what works in the business world.
Before I get too far down this rabbit hole, I would love to hear from you. Does this sound like it would be useful or interesting? Are there specific aspects of performance improvement you would like to hear more about?
Drop me a line or respond in the comments.
Thanks.
Reading:
10 New Ideas to help you perform your best by Brad Stulberg, The Growth Equation. A regular blog post from the authors of the Performance Manifesto. Two great ideas stick out in this list: Do less to do more and Understand the idea of “value capture”.
ROI is the wrong way to sell your product by Jason Cohen. Good article on a known but usually ignored fundamental. People hate buying ROI or “cost saving”. They want a positive reason to buy. “Make your team more productive” is much better.
The Pocket Guide of Essential Early Stage Sales Advice by Jen Abel, JJellyfish. This is top quality - early stage sales advice for a startup going to enterprise - so many ring true and especially love “A startup should never have a VP of sales” coupled with “0-1 sales talent does not exist. Founders, this is you.” Read this before you start trying to sell your SaaS.
What to do if your product isn’t taking off by Lenny Rachitsky. What to do if your product isn’t working (or before you build a product). All the most important stuff is in the free section.
Hester Peirce on the SEC by Alex Tabarrok in Marginal Revolution. A truly remarkable piece of commentary from a member of a Governing Board. When did you last see an “independent” non-executive or similar speak out in this candid and insightful manner?