adminDr Rudo Grace Gwata-Charamba
Correspondent
Performance relates to continuously achieving the set goals and objectives with emphasis on effectiveness and efficiency, elements that signify the delivery of real value to stakeholders, using a minimum amount of resources.
Within organisations, the performance of both individuals and teams contribute to the accomplishment of overall strategic goals.
As discussed in an earlier instalment, such goals are closely associated with problem-solving implying that sound performance connotes effective problem solving.
The success or failure of an entity is largely determined by its level of performance, making the latter a key determinant of competitive advantage which ought to be incessantly improved.
This is mainly because continuous performance improvement is fundamental for the growth of entities and is a typical ultimate goal for the same.
Consequently, entities, in all sectors and environments, endlessly search for ways to continually improve their performance.
The Results Based Management (RBM) approach has proved to be one of the best tools to drive such improvement.
With an underlying assumption that there is always potential to improve the quality of people’s lives, regardless of the contemporary standard, the approach essentially stipulates that undertaking an action can only be justified by the improvement in people’s lives that it either contributes to or generates in full.
That is, if an activity or initiative does not at least contribute to development, then it is not worth implementing.
Accordingly, the principles of RBM encompass a focus on making a difference, maximum stakeholder participation, continuous monitoring and reporting, decision-making strictly informed by evaluative evidence as well as learning for continuous improvement.
The associated systems involve driving important changes in work and management practices, notably how results are defined and tracked plus how well the associated tasks are performed, thus strengthening performance in all business processes.
Literature shows that individuals who are good at problem solving ordinarily make reference to solutions and measurable results, particularly their impact on the target population, rather than tools and frameworks; a clear embodiment of the RBM philosophy.
By primarily focussing on making a difference in people’s lives, RBM facilitates the creation of the maximum possible value from initiatives and, in this way, precisely meets the very first criterion for successful performance.
In the same context, goal setting involves collaborative identification of clearly defined target changes in people’s lives, with the target population being central to the process.
This entails furthering the interests of society ahead of those of the entity implementing an initiative, hence signifying the essence of a benevolence disposition, an element that often drives commitment plus sound performance.
Indicators for progress are also collectively and clearly identified to facilitate sound performance measurement.
All associated decisions are informed by evaluative evidence either from research, or the experience of stakeholders, enhancing their soundness.
This phase ensures accuracy in spelling out the need to be met plus the most desirable and effective means to meet the same.
Successful performance is also promoted through accurate measurement facilitated by the use of clearly defined indicators.
The primary focus, in all processes, is on the achievement of defined target changes (results).
All activities and resource requirements are closely in line with the achievement of these changes, thus boosting efficiency of the processes, as well as the mutual accountability of stakeholders.
Many successful individuals and organisations, in both the private and public sectors, espouse, deliberately or instinctively, the principles of RBM in their lifetime endeavours.
Typical examples include the governments of Malaysia and Rwanda, that aimed at radically changing the socio-economic conditions of their citizens.
They adopted RBM systems and successfully implement their transformation programmes.
Within the private sector, Steve Jobs, deemed one of the greatest CEOs that ever lived, consistently focused on his ultimate ambition, “to change the world” through people’s experiences with technology.
He intimated that the goal of his organisation was to make the best devices in the world, underlining the essence of simplicity; an element which made the gadgets elegant and user friendly leading to customer enjoyment.
Explicitly, he fully applied himself to improve the experiences of society, rather than profitability, merely creating gadgets, building a global corporation or transforming an industry as is characteristically the case with most business entities.
Similarly, Mother Theresa, the humble, selfless and wise woman who is fondly remembered for her radical love for every human being and outstanding work, clearly demonstrated the application of RBM principles.
Her primary goal in life was to change the world through helping the poor. Accordingly, her work, throughout her life, changed the lives of millions of people.
RBM also emphasises the high-level participation of stakeholders, notably end-users or beneficiaries, from the identification of the problem right up to the continuous assessment of performance.
This promotes inclusivity, fosters ownership, commitment and buy-in of initiatives and their products among stakeholders, again promoting the potential for success.
In addition, stakeholders readily assume their measures of responsibility and accountability for results; further promoting the potential for successful performance.
Again, Mother Theresa, fully embodied the notions of inclusivity as she devoted her life to caring for those left behind by society encompassing the dying, orphans, refugees, the homeless, lepers, AIDS/HIV victims as well as the unborn child.
To her, all people deserved improved lives regardless of characteristics or traits.
Likewise, Nelson Mandela, one of Africa’s icons, dedicated his life to the struggle of the African people with participation and inclusivity as the primary causes.
The RBM implementation phase encompasses continuous, participatory monitoring, reporting, learning and adjustment, as necessary.
The associated rigorous performance measurement and reporting, to assess the quality of work and efficiency, helps to identify as well as prevent wastage as well as expensive implementation errors while also promoting the timeliness of delivery.
Besides, the significant input from beneficiaries promotes accuracy, transparency and accountability for the use of resources.
Moreover, the assessment of assumptions and risks, within the environment, enables the adaptation of strategies and work plans to deal with any relevant changes as appropriate.
Mother Theresa also used this principle as she habitually obtained and shared feedback, particularly from end-users of her services, giving an indication that she valued it in for purposes of monitoring progress in the implementation of initiatives.
The monitoring information, typified by the reduction in the number of babies born, following the implementation of the natural family planning education initiative, was clearly quantified for each area within specified periods.
In addition, she valued the comments from the population she served and shared the information with her staff.
All comments from stakeholders, together with data from observation were used to assess the quality of service, gauge progress and guide decision-making in efforts to continuously improve performance within her organisation.
Furthermore, within RBM systems, information derived from results based performance measurement, comprising both best practices and lessons learned, is used for continuous learning and adjustment.
Such learning from both successes and failure facilitates the timely redefinition of strategies, when necessary, plus the enhancement of decision-making; elements that effectively drive improved performance.
A typical example of an individual who engaged in such learning is, Michael Jordan, the athlete-turned-billionaire who revolutionised basketball and regarded the Greatest of All Time (GOAT) athlete and businessperson.
He consistently endeavoured to fail forward as demonstrated when he did not make it into the university basketball team during high school trials.
He decided to channel his embarrassment and anger into motivation and practiced harder towards success.
This is also confirmed by one of his popular quotes, “In my career, I missed more than 9 000 shots. I lost more than 300 games. I missed 26 potential game-winners. I kept failing over and over. And that’s why I succeed.”
RBM is, therefore, a worthwhile strategy for improving the service delivery and successful performance, of both individuals and organisations, in all sectors.
This is mainly because it promotes good governance, productivity as well as the growth of stakeholders. Its effective implementation calls for a benevolence disposition demonstrated through commitment to contribute towards causing changes in their lives.
Dr Rudo Grace Gwata-Charamba is an Author, development Project/ Programme Management Consultant and Researcher with a special interest in Results Based Management (RBM), Governance and Leadership. She can be contacted via email: [email protected]m
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