Leading Ways: Evolving Yield and Effectiveness

by HS Lim

Overview

We do not live to work. We work to live. We ought not to spend so much time working that we have no time left to live. No one while drawing his last breath ever wishes to complete an uncompleted project. We need to work effectively and generate abundant yield so we can live a fulfilling life!

In Leading Ways, author HS Lim explains his vision of the three leading ways to work effectively. He has integrated them into an easy-to-remember acronym: Evolving Yield and Effectiveness, or EYE©. The three leading ways to create EYE© are:

• Leading Self;
• Leading Others; and
• Leading Change.

When we meet all of these challenges well, we can experience self-mastery, team mastery, and organisational mastery in our daily work. The author also shares seven insights on each of these topics designed to help us succeed at work while savouring the fragrance of life.

Leading Ways uses the author's real-life experiences to illustrate the essence of the insights he shares for balancing work and life. In today's challenging workplace, it is essential to insure that we have time enough to work and to enjoy our lives.

Product Details

ISBN-13:	9781482896282
Publisher:	Partridge Singapore
Publication date:	04/14/2014
Pages:	166
Product dimensions:	5.50(w) x 8.50(h) x 0.38(d)

Read an Excerpt

Leading Ways

Evolving Yield and Effectiveness

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By HS Lim

Trafford Publishing

Copyright © 2012 AuWorth Pte Ltd, Singapore
All right reserved.
ISBN: 978-1-4669-3081-0

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Chapter One

Measurement of Outcome

Output vs Outcome

"Not everything that can be counted counts, and not everything that counts can be counted." ~ Albert Einstein

We can draw parallels between measurements of an organisation (a corporate body) and that of the human body. The human body offers us an appreciation of the complexity of performance measurement. The human body is a complex network of vital organs interconnected and interrelated to one another. They function as an integrated whole under normal conditions. The parameters of the body functions conform to "norms" usually expressed as a range. When these parameters are within acceptable range the body is considered to be normal. When they are not within "norm", it is a signal some intervention may be necessary.

A doctor monitors the health condition of a person through a range of vital signs and measurements of the function of the body. One parameter that is challenging to measure directly and accurately is the blood pressure. This is usually taken from the upper arm with the aid of a mercury manometer. The heart is far off from the arm. The reading of the mercury manometer at the upper arm is only an approximation of the aortic pressure. A new device is now available. Instead of checking blood pressure using a cuff around the arm, the device measures the pressure close to the heart and brain—called the central aortic systolic pressure. Though this is more accurate, it is still not a direct measure of blood pressure. It is only a proxy measure.

While medicine has acquired an understanding of the human body to ascertain that the body is functioning normally, the same cannot be said of the corporate body. A good understanding of the cultural make-up of the organisation, the mission, and the internal workings are critical to determine if an organisation is functioning normally. No two organisations are alike. A set of measures designed for one organisation cannot be applied to another. Unlike the human body, there are no standard "norms" for a corporate body. Each is unique. Each has its own "norms".

The chief executive assesses the condition of the corporate body through a battery of key performance measures. One such measure is the Key Performance Indicators (KPIs). KPIs are not direct measures of the conditions of the organisation. KPIs, like blood pressure, are proxy measures.

KPIs may be regarded as "point targets". In the hands of skillful and wise users, a handful of KPIs could track and measure the performance of the organisation. However, inappropriate or poorly defined KPIs will not be able to give the true conditions of the organisation. KPIs may give false "safe" signals. I am not impressed with the quantity of KPIs. It is the quality that counts. Where the number of KPIs run into the hundreds, I would regard their value and usefulness with some suspicion.

KPIs are used primarily as a measure of output of an activity. Measures of output of an activity working in isolation are not as useful as measures of outcome of a few related activities working together. A few related KPIs could be integrated into a measure of OUTCOME.

What is the difference between OUTPUT and OUTCOME? We may judge a press officer's performance by the number of press releases she writes. We may judge a training officer's performance by the number of people who attends his training sessions. Both are measures of output!

When we measure "outcome", the press officer's performance would be measured by how her press activities change the knowledge and attitudes of her audiences. The training officer would be measured by how the people he trains use what they have learnt. Such are measures of outcome!

If we consider KPI as "Point Target", then "Outcome" can be likened to "Area Target". There may be a few "Point Targets" within an "Area Target".

KPIs are usually defined at the time when a corporation is constructing its Balanced Scorecard and charting its Strategy Map. This is a crucial part of the organisation's journey towards its destiny. The Strategy Map sets its Vision, Mission and Values of the organisation. It expresses its strategic priorities going forward.

It fires up its people with one sight, one mind and one spirit in its journey towards its vision.

"Measurement is the first step that leads to control and eventually to improvement. If you can't measure something, you can't understand it. If you can't understand it, you can't control it. If you can't control it, you can't improve it." ~ H. James Harrington

"Outcome is NOT a point target. It is an area target with a number of point targets." ~ HS Lim

"What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated." ~ John E. Jones

Map to Outcome

Strategy Map3

I have worked with Andersen Consulting and Arthur D'Little in developing Strategy Maps; first in MediaCorp (the national broadcasting company) in years 1999-2000 and then in the Defence Management Group (DMG) of Ministry of Defence between 2002-2005. I have also worked with a number of agencies in MINDEF on their Strategy Map.

The Strategy Map weaves the Vision, Mission, Values and Outcome of the corporation and integrates four strategic objectives (Financial, Customers, Processes and Learning & Growth) into a co-ordinated and integrated master plan. An illustrative Strategy Map is shown below.

"Vision sets the sight; mission points the way; values build the team; passion makes it happen." ~ HS Lim

The Strategy Map of an organisation is a living document at the initial stages of its formulation. It takes time to evolve. As a yardstick, it takes two years for a small organisation (with about 200 head-counts) to firm up its Strategy Map. If it remains unchanged during the formative years, it is strong indication that it has "died" on the wall where the Strategy Map hung!

A Strategy Map evolves and will continue to change as the strategic priorities of the organisation become clearer. As it evolves, the business processes may be refined and modified. Performance measures maybe revised. Some are dropped off and new performance measures created. Indeed, in the dialogues with the supervising headquarter and consultations with clients and interfacing organisations, new initiatives and priorities may surface. "checkpoints" the organisation needs to go through and affirm that it is on the right track.

The CEO plays a vital role. He sets the tone and context for the evolution of the team's "culture". He needs to demonstrate and live by the shared values. This cannot be simply prescribed or mandated! As the leader, the CEO has to walk the talk and point the way.

This is all the more important where the organisation is made up of distinctly different departments working in "silos". Disparate groups of people will not have the benefit of shared experiences to draw on to tide over the difficulties they are likely to face along the way. Engaging people has the benefit of converting a task into a mission; a duty into a "calling" and work into a labour of love. Engagement is the cement that seals the bonding of people within the organisation. It can convert an acquaintance into a friend and a chance meeting into a lasting relationship.

I have seen this development taken place in places where they are well deployed. Organisations that succeeded are those that are led by inspiring CEOs with the commitment, tenacity and passion to make things happen.

The envisioning workshop that leads to the Strategy Map is an important part of the journey everyone in the organisation should be involved in. Each will take away as much as he puts in!

"A group becomes a team when each member is sure enough of himself and his contribution to praise the skill of the others." ~ Norman S Hidle

"Success is the process of having a wonderful experience going for, getting, and having what you want." ~ Michael Neill

"Whatever course you decide upon, there is always someone to tell you that you are wrong. There are always difficulties arising which tempt you to believe that your critics are right. To map out a course of action and follow it to an end requires courage." ~ Ralph Waldo Emerson

Terrain vs Outcome Work with the Terrain

It takes time to uncover the philosophical underpinnings in the workplace. The commercial sector has its culture. The public service has its own. Within the wider public service setting, there are sub-cultures. Thus, the Ministry of Health has a sub-culture shaped probably by the key constituents within the ministry (the doctors). The same can be said of the Ministry of Defence (the Colonels and Generals). Without an appreciation of the culture and the underlying philosophy, it will be difficult for people working within to understand why things are done in the way they are.

I have seen the migration of accomplished private sector people into the Singapore Public Service. Most underwent major personal transformation to fit in. Some made it; most did not. The few that finally made it did well and moved on to greater things. Success in one regime is no guarantee of success in another. We should not underestimate the challenges of assimilating new cultures and the risks of failure.

"PGO" is a term used in the Police Force for the faithful compliance to order. It has its roots in the Police General Order (therefore the acronym PGO). It is actually a euphemism for "blind, unthinking compliance to orders". In the early days of MINDEF and SAF, there was an influx of police officers into the SAF to get the SAF started. The infusion of Police officers led to the adoption of "PGO" in the SAF. After MINDEF had its own MINDEF General Orders, "PGO" continues to be used to refer to servicemen who blindly follow orders to the letter! The usage of "PGO" persists until today. Cultural roots tend to be deeply embedded. This simple example illustrates the assimilation of culture and the influence they have on the psyche of the people operating within the domain.

I spent the first 14 years of my working life in MINDEF. I returned to MINDEF in the year 2000 after a 10-year sojourn in other ministries. I recalled being asked then if MINDEF has changed since I left in 1990. I had commented that the "players" were different but the "terrain" remained unchanged. The fundamental imperatives of MINDEF were the same! Generals came, generals went. The way of new generals was not different from that of the old!

This is the insight: Terrain sets the scene, actors play out their roles relevant to the backdrop of the scene they are placed in. So long as the terrain remains unchanged, the ways of the generals will remain the same.

The culture and underpinning philosophy are best picked up though a deep immersion. When the unspoken and undefined "codes" are unconsciously written into one's DNA, one's sensitivity to what is acceptable and what is not becomes ingrained. Once immersed, one is driven by the undercurrents of cultural forces.

In the Public Service the emphasis on "zero defect" is prevalent. Expressed in another way: An intolerance for error! This drives people to extremes to avoid making mistakes. In the public service, doing the right thing in the established way is an end in itself. This explains the common complain that the public service is slow and inefficient. I must say the same is largely true in public services all over the world. The Singapore public service tries to do better but is not exempt from it.

Kudos to the Singapore Public Service for shifting from the paradigm of zero-defect to that of "statistical acceptance" in one process—administering transport claims. These are petty claims the officer makes when he self-drives for official duty. This shift to "statistical acceptance" is a monumental change in public service thinking! More of this in the chapter "Simply the Complex".

"Statistical acceptance" is the underlying principle for ammunition acceptance in every armed forces. If one has to subject every piece of ammunition to a functional test before they are accepted, one may verify that every piece works but will be left with no stock! This is a good application of mathematics and statistics to deal with real work issues. Unfortunately, this sort of technique has not been extended to other processes in the public service where they could be applied.

Philosophical underpinnings tend to be deeply embedded. It takes a big "sea state" change to revise it. For this reason, proposals to change the underlying philosophy often need the confluence of opportunity, time and circumstances. They occur only when "planets are aligned". For me, this is needed for major "terrestrial changes" to take place. We may not know when such opportunities arise again but we must be ready when it happens.

Philosophy drives policy, principle and rules. Without an understanding of the underlying philosophy it would not be possible to change prevailing rules and principles.

"Policies are many, Principles are few, Policies will change, Principles never do." ~ John C. Maxwell

A good understanding of underlying principles, policies and rules underpinning the system and order of work, gives us the confidence and courage to make changes to the rules when change is necessary.

Rules that are not set on clear principles or conform to policies have the least chance of being changed. The longer they are in existence, the more difficult to change. The underpinnings of such rules may have been forgotten. Where people do not know the origin of the rule, the default is to assume that there must be some profound wisdom behind it. People will err on the side of caution; choosing to leave things as they are instead of making a change!

In the late 70s I was on a return flight to Singapore. I was requested to fill up a form which asked if I had travelled to a list of countries in the middle east within the preceding six months. I obediently filled it up. A colleague travelling with me asked the air stewardess for the purpose of the form. She could not give a satisfactory reply. The colleague persisted and pursued the matter with a few public service agencies. He finally got to the nub of the matter. It was part of a survey commissioned by the then Singapore Tourist Promotion Board to study the travel pattern of Singaporeans. The objective was to promote leisure travel to the middle east region. The forms continued to be issued long after the survey was completed. Unsuspecting SIA passengers faithfully filled it up when requested to do so. As the air stewardesses did not know the purpose of the form they had no way of knowing when they should stop dishing it out.

A depth of understanding empowers us to make changes to rules and laws that are out of place in this day and age. With an understanding of the principles and the purpose, officials may help guide us to do the right thing "in the spirit" of the rule instead of being trapped by the "form" of the rule. Understanding the substance of the rule frees us to conform to the "spirit" where we cannot comply with the substance of the rule.

The diagram below draws a contrast between policy and the principle behind the rules. The "terrain" is a given—the underlying principle. It takes an earthquake to change that drastically. The "track" through the terrain sets the "rules". The "track" takes reference from the terrain. When we understand the lay of the land and, its features, we can consider cutting a tunnel through the hill to shorten the route to the destination. Knowing the terrain opens up possibilities. Lack of understanding constraints us and restricts our options and freedom to act.

In carpentry I learnt that cutting a plank WITH the grain of the wood is much easier than AGAINST it. It is the path of least resistance. At work, we have to work WITH the terrain. To be effective, we need to understand and have an appreciation of the people, culture and historical backdrop of the place we work in.

"You don't learn to walk by following rules. You learn by doing, and by falling over." ~ Richard Branson

"The young man knows the rules, but the old man knows the exceptions." ~ Oliver Wendell Holmes

"Although none of the rules for becoming more alive is valid, it is healthy to keep on formulating them." ~ Susan Sontag

(Continues...)

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Excerpted from Leading Ways by HS Lim Copyright © 2012 by AuWorth Pte Ltd, Singapore. Excerpted by permission of Trafford Publishing. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Contents

ABOUT THE AUTHOR....................vii
PREFACE....................xiii
TESTIMONIALS....................xix
INTRODUCTION....................1
Evolving Yield & Effectiveness....................3
FOCUS ON OUTCOME....................7
Measurement of Outcome....................9
Map to Outcome....................13
Terrain vs Outcome....................17
LEADING SELF....................23
Deliver Outcome....................25
Seek Clarity....................30
Esteem Your Leader....................36
Keep it Simple!....................40
Open to Learning....................44
Enlarge Your Space....................49
Keep up the Fire!....................53
LEADING OTHERS....................57
Define Desired Outcome....................59
Set Clarity....................65
Stand by Your Man!....................71
Simplify the Complex....................75
Coach Your People....................80
Give Space....................84
Inspire Your People....................88
LEADING CHANGE....................93
Law of the Seasons....................95
"Purrfect" is Good Enough!....................100
Be Understood....................105
One Chance for Success....................110
Taking Ownership....................114
Power of Leverage....................119
Putting up with Risks....................124
CONCLUSION....................131
Embedding Change....................133
APPENDIX....................137
Schematics—Enlarge Space-Give Space....................139
Schematic of EYE....................140