Rob Oakland looks at the four essential practices needed when making evidence-based decisions and measuring performance. Rob is a Partner at Oakland Consulting.
We live in an age of great upheaval. Leaders are required to make decisions under extreme uncertainty and change. Solutions to problems have become more complex and must be found quicker with a greater array of stakeholders to involve and persuade. If quality professionals are to become highly valued members of their organisations they must help their leaders address these fundamental challenges.
This can be done by establishing a solid foundation of decision-making based on fact and performance for every business issue. However, simply making decisions based on data alone is not enough. It is an important balancing act with the emotional and political forces at work, empathising with the pressures that senior leaders are under, to deliver financial objectives and help the organisation handle the demands of conflicting objectives and targets.
If we are to continually add real value to the business there are four essential practices that need to be adopted:
- Relate data and information to the language of business and the issues stakeholders are facing
- Create a culture of constructive skepticism, persistently questioning and challenging the status quo
- Establish fact-based thinking across the whole organisation to improve decision-making
- Continually raise the performance bar, keep score and communicate success
This September we will be facilitating a Leadership Masterclass on fact-based thinking and performance measurement in partnership with the Chartered Quality Institute. The ambition of this course is to make a big change in the way data and information is owned, managed and used for more effective decision making and performance improvement.
For further information and booking details about this course or the CQI Leadership Masterclass series, please visit the CQI training page here.