When operational performance indicators is unclear, people default to protecting their own function. Teams read what their leaders tolerate on this aspect of organisational leadership far more accurately than what their leaders announce. Participants come from operational and oversight roles, and both perspectives on this part of organisational leadership are used deliberately. Participants develop a defensible line of reasoning for the choices they make about operational performance indicators. It treats the wider organisational leadership agenda as an operating discipline and equips participants to run it as one. The teaching approach is deliberately practical: participants build a leadership plan for this area of organisational leadership as they go. Improvement in operational performance indicators stalls when it depends on one capable individual rather than a defined method. Across sectors, teams that rehearse the organisational leadership capability outperform teams that only plan it. It ends with a prioritised list of changes to this area of organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
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Assign clear ownership for each element of operational performance indicators across the functions involved.
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Translate operational performance indicators into objectives each person can see themselves in.
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Build coalitions across functions to make operational performance indicators stick.
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Establish escalation routes for operational performance indicators that work outside normal hours.
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Handle the trade-offs in operational performance indicators between speed, cost and assurance explicitly rather than implicitly.
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Hold difficult conversations about operational performance indicators early, while they are still small.
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Delegate responsibility for operational performance indicators without losing sight of the outcome.
Who Should Attend
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Managers of geographically distributed teams handling operational performance indicators.
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Coordinators responsible for keeping records and documentation of operational performance indicators current.
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Public sector managers applying operational performance indicators within institutional constraints.
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Planning staff whose forecasts and budgets are affected by operational performance indicators.
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Executives leading multi-function programmes involving operational performance indicators.
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Team leaders responsible for daily delivery of operational performance indicators.
Course Modules
Open any module to see its sessions and topics.
01
Operational performance indicators: influence across functions you do not control
2 sessions · 8 points
Session 1Saying the thing about operational performance indicators that nobody wants to say
Agree the standard on operational performance indicators and confirm it applies to everyone.
Identify your successor for operational performance indicators and the gap they need to close.
Collect evidence on the present handling of operational performance indicators before proposing changes.
Test whether the team can explain operational performance indicators in their own words.
Session 2Applying the standard on operational performance indicators to your best performer
Define acceptance criteria for operational performance indicators in advance.
Write down the reasoning behind your position on operational performance indicators.
Identify which function can quietly block operational performance indicators and address it directly.
Prepare the response for the most likely failure in operational performance indicators.
02
Operational performance indicators: building the bench and letting go
2 sessions · 8 points
Session 1Who answers for operational performance indicators, and to whom
Give one piece of specific feedback on operational performance indicators within the week.
Confirm that the people affected by operational performance indicators heard it from you first.
Decide the point at which you would escalate operational performance indicators.
Decide what you will delegate on operational performance indicators and what you will not, and say why.
Session 2Getting other functions to support operational performance indicators
Verify six months later that changes to operational performance indicators have held.
Establish the boundary of operational performance indicators and record what sits outside it.
Review a past decision on operational performance indicators and state honestly what you would change.
Build the internal briefing that explains operational performance indicators to those affected.
03
Operational performance indicators: delegation, trust and accountability
2 sessions · 8 points
Session 1The paperwork for operational performance indicators that is actually needed
Prepare how you will respond when operational performance indicators is challenged publicly.
Identify the conversation about operational performance indicators you have been postponing, and schedule it.
Rank the weaknesses in operational performance indicators by consequence rather than by ease of fixing.
Record what was learned when operational performance indicators did not go as planned.
Session 2Recovering after a visible mistake on operational performance indicators
Distinguish symptoms from causes when operational performance indicators underperforms.
Close out actions on operational performance indicators rather than leaving them open indefinitely.
Review whether operational performance indicators is aligned with the objectives of the management team.
