I’m often accused of being a ‘tough nut’. I think I’m firm but fair. I’m frustrated by underperformers, people missing targets and sloppy work practices. Sometimes I feel I’m painted as some sort of ogre, and now finally, I know why. Apparently, nearly 50% of Australian organisations feel that ‘close enough is good enough’.
The Study of Australian Leadership by the Centre for Workplace Leadership at the University of Melbourne and funded by the Commonwealth Department of Employment paints a rather grim picture of our workplaces, particularly the rigour we apply to measuring and meeting performance targets. It reads as though the world @work in Australia could do with a rocket up the interior.
With one in three businesses not giving employees any key performance indicators to do their job, is it any surprise that as a nation we’re slipping in performance outcomes?
Let me pose some of the questions that arose from this study.
Do you have Key Performance Indicators for every person in every role in your organisation? Are those KPIs being measured? And are those people in those roles (remember, they’re our most valuable assets), being managed and developed to meet their KPIs?
Are you providing all the leadership and management training your future senior executives need to become brilliant leaders? Or are you hoping that because they’re good in the job they currently fill, they’ll be great a step or two up?
And can we also find better ways to spend the $56 billion a year, the estimated waste in completing non-essential administrative tasks? How often are conventions retained because ‘that’s how we’ve always done it’?
I’m finally having my day in the sun. Close enough is not good enough.
Geoff Slade has worked at the forefront of the Recruitment industry for 50 years. He is the Executive Chairman of Slade Group and was awarded a Centenary Medal for services to the industry.