An accurate assessment of performance is an important foundation for success.   It is about confidence, clarity and good decision making.  It is also about what you can and cannot see. 

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In a fast changing competitive landscape an accurate assessment of performance is a business imperative.  Here we highlight the reasons why:

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Assessing Performance


Assessing performance is a key part of the managers job description.  So:

– How satisfied are you with performance?   

– How confident are you of success?

– What is working and what is not?

The pitstop assessment is a systematic way of comprehensively assessing performance.  

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Identifying Potential


Managers don’t just want to measure historical performance, they want to identify the future potential of their organizations and teams.  So:

– How much of the team/organization’s potential is being exploited?  

– What is the team/organization’s hidden potential?

– How to exploit more of the full potential for growth?

The Pitstop assessment scans an organization for hidden growth potential – typically identifying opportunities to accelerate growth by 12-25%.

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More Confident Decision Making

Important decisions are only as good as the information upon which they are based.  So, of you are faced with a decision on any growth-related project or initiative an assessment is the first step.  It can inform decisions in respect of:

 – A change of strategy  – New market entry
– Re-organization, Merger or Acquisition  – New sales or marketing drives
– Improving systems and structures  – New hiring decisions
– New product introductions  – The vision of the company

 

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The is the information age, yet managers don’t always have the information they need.  They want better visibility of what is happening ‘on the ground’.   

What aren’t they telling you?

Managers can find themselves detached from what is happening on the ground, or at the front lines.  They cannot rely on others telling them what they need to know.

What is waiting around the bend?

In times of turbulence and change we need to continually revise our information and assumptions.  Predicting what is going to happen requires not just more information, but a greater degree of insight or understanding.

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Effective alignment requires a broad consensus about how the organization is performing, where it is going and what the priorities are?  This is at the core of effective alignment.

Does Everybody Get It?

Arriving at a single shared view of reality is an imperative for teams that need to work more closely together.

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It can be a challenge to remain objective and unbiased in our interpretation of events.

Could we be fooling ourselves about anything?

For example teams can sometimes start believing their own PR when it comes to their organization and its achievements. Ensuring that the organization is honest in its appraisal of itself is important if complacency is to be avoided.

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There is no such thing as perfect information. Even where managers have a deluge of information they may still be over-looking something.

Is there anything you can’t see, or discuss?

The reality is that we often have a blinkered view of the world.  We tend to see the information that supports our existing attitudes and beliefs, while resisting the rest.  That leaves vulnerable to shocks and surprises.

Are there hidden opportunities or risks?

Sometimes the greatest opportunities and threats are not immediately obvious to us.  That is not until it is too late.

We often don’t know what we don’t know, or to put it another way there are ‘known un-knowns and there are un-known un-knowns.’