Alignment Solutions Newsletter: Navigating Organizational Politics: No Bragging or Begging Required

March 12th, 2014


Navigating Organizational Politics:
No Bragging or Begging Required

Alignment solution: Successfully navigating your organization’s political environment does not require bragging or begging.

As a leader, how often do you feel that you are expected to brag and beg to get the resources needed to be successful in achieving your organization’s mission? How often do your employees feel the same way about their careers and professional success?

Regardless of their type, organizations inherently are political entities. While some, such as those in the public sector, are more overtly political than others, internal and external politics seldom are far from the surface. Consider the politics intrinsic in these common scenarios:

  • A manager can promote only one of several excellent candidates for a job.
  • A local school system wants voters to approve a bond issue to fund repairs.
  • A non-profit organization aspires to operate a halfway house in a residential area.
  • Managers at a service company are at odds with union members over an unpopular work rule.

Despite the fact that success depends heavily on their adeptness at navigating internal and external political processes, few leaders are willing or feel able to embrace that aspect of their jobs. One reason might be that politics in general have a bad reputation. For example, in a recent article, Washington Post columnist George Will quoted an individual who explained his reluctance to run for public office by saying, “Your parents warn you not to brag about yourself or beg, and what you do in politics is brag and beg.”

The fact is that while negotiating the relevant political system(s) effectively is part of an organizational leader’s job, bragging and begging are not necessary. Those who have been successful in navigating their political white waters engage effectively in at least four activities: (1) assiduously cultivating relationships, (2) learning and following the relevant political process(es), (3) demonstrating the value of the anticipated outcome to those affected, and (4) allowing stakeholders to make decisions along the way. Most notably, leaders who can show positive results communicate a powerful message. As St. Louis Cardinals pitcher Dizzy Dean famously proclaimed early in 1934 when he predicted that his team would win the World Series that year, “It ain’t bragging if you can back it up.” It turns out he wasn’t bragging.

Navigating the political process successfully without bragging or begging is a skill that can be learned and improved. To read about some time-tested, universal lessons in political acumen accumulated over the years by a fire chief who has been successful in guiding stakeholders through their political white waters, take a look at our article How to Succeed in Public Safety Politics without Bragging or Begging.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2014 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter: U.S. Olympian Shares Teamwork Gold

February 26th, 2014


U.S. Olympian Shares Teamwork Gold

Alignment solution: The best team members know that for the good of the team, sometimes they must give less than 100% of their individual efforts.

Recently I spoke with an athlete who is a veteran of three U.S. Olympic water polo teams, including the 2008 silver medalist team. While reflecting on the years spent practicing and competing with his fellow elite athletes, he shared a key insight. Early in his career, he gave 100% of his effort in every practice and competition. In fact, he believed it was his duty always to do his absolute best, no matter the situation. What he came to realize, however, is that sometimes his all-out efforts actually hurt the team, such as when they prevented others from honing their skills or trying new techniques because he was always there to assist or to do it for them. His biggest “aha” moment, he said, came when he realized that for the team to be successful, sometimes he had to step back so that others could step forward.

To see the wisdom of this insight, one need only consider the very different experiences of the U.S. Olympic men’s basketball teams in 2004 and 2008. During the 2004 Games, team members played as individuals, going all out as they showcased the things they did best. As a result, the team, which on paper had the best talent in the world including young NBA stars, went home with the bronze medal. In contrast, the 2008 Games saw the athletes play as a team, holding back on their individual efforts when doing so was in their collective best interest. They earned the gold medal that year.

When people are passionate about what they do, their inclination is to give 100% all the time. Below are eight ways to help them internalize the reality that going all out sometimes may be counterproductive. The intended outcome is to enable them to optimize the team’s results by determining accurately when greater success requires the timely easing of individual efforts.

  1. Keep the big picture in mind. It’s about the best outcome for the customer, not about which team member exerts the most effort.
  2. Evaluate current approaches to see where there could be opportunities for team improvement by a strategic lessening of individual efforts.
  3. Show team members what’s in it for them to optimize their collective performance by engaging in compare and contrast scenarios.
  4. Teach your employees to hold back when necessary, and highlight the difference when the team’s outcome improves as a result.
  5. Allow new employees to learn by doing. Take the time to get to know the strengths and weaknesses of those who are new to your teams.
  6. Recognize that others will do things differently than you would, and that’s okay as long as the methods are legal and ethical.
  7. Take pride in your team members’ progress and accomplishments. Their success is your success.
  8. Set a powerful example for others by holding back when it’s appropriate for the good of the team.

Especially when employees are committed to achieving the best for their team or organization, they tend to want to give 100% of their individual efforts. Before doing so, they would be well advised to consider whether that decision will optimize the team’s or the organization’s success.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2014 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter: Alignment through Enlightened Self-interest

February 12th, 2014


Alignment through Enlightened Self-interest

Alignment solution: To align others’ interests with your own, appeal to their enlightened self-interest

Years ago as a FedEx employee, I learned an important lesson in motivation. At that time I worked in the Mergers and Acquisitions department of the Treasury division. Those were heady days, with the company growing by leaps and bounds. One day we learned that a new pay-for-performance program would be implemented; it required all employees to identify outcome measures that demonstrated their value. While additional pay certainly was attractive, we scoffed at the notion that anyone could measure what WE did. As a result, we failed to turn in the required measures. Paying us a visit, our human resources (HR) representative made the situation very simple: “no measures, no money.” We came up with the requisite measures in record time.

As a university professor, I taught a required HR course that our fully employed MBA students usually assumed was about the “soft” side of management. Given that a sizable percentage of the students were engineers returning to study finance or accounting, the first day of class each semester found me facing a room full of adults who believed they had better things to do than learn about HR. Having been in their shoes when I worked at FedEx (i.e., a finance person who didn’t want to be bothered by “pesky” HR folks), I delivered this message: “Although you must take this class to earn your degree, the fact is that HR is the only course in this entire program in which you will learn things that will be of use regardless of your profession. Whether you are – or want to be – a manager, an employee, or a business owner, you will learn things you will use the rest of your life. So you can choose to be miserable for the next fourteen weeks, or to focus on learning information that will serve you well for a lifetime.” After I adopted that introduction, my MBA classes became a lot more enjoyable for the students as well as for me.

These examples exemplify the use of the biggest motivator I know: enlightened self-interest. The key to appealing successfully to people’s enlightened self-interest is to focus on the word ME in answering the question, “What’s in it for me?” from their perspectives. The answer cannot be about their team members, their organization, their friends, or even their families; it must be about them personally. In the first example, the benefit was higher pay; in the second, it was the value that would accrue to individuals as a result of knowing the ins and outs of managing people effectively.

The “enlightened” part of this concept is important: because we don’t always know what’s in our best interests, education plays a key role in aligning interests. In the first example, we learned that earning the rewards truly required measurable performance outcomes. The MBA students discovered that paying attention to something they had to do anyway could result in tangible benefits. With interests aligned, life became much easier for all parties, and desired results were achieved more rapidly and without the drama.

Next time you want or need to align others’ interests with your own, try appealing to their enlightened self-interest. You’ll be amazed at the results.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2014 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter: The Power of Procedural Fairness

January 29th, 2014


The Power of Procedural Fairness

Alignment solution: People will accept even undesirable outcomes if they believe that the process used to arrive at those results is fair.

Leaders constantly have to make tough decisions that result in outcomes over which they have little or no control, such as when they must allocate scarce resources. Often those results seem unfair, or they have consequences that neither the leaders nor their employees like. The good news is that while leaders may not be able to control the outcomes of many decisions, they CAN control the process by which they make those decisions – i.e., its procedural fairness. This point is important: research and experience show that people will accept even undesirable outcomes IF they perceive that the processes used to arrive at those results are fair.

For example, let’s say there is only one open position and three equally well qualified candidates. There is no funding for additional positions either now or in the near future. Two of those individuals will be disappointed. However, if all three knew in advance the decision-making criteria, if they perceived that the decision process was transparent and free of bias, and if there had been an opportunity for them to provide meaningful input, then they will accept the outcome because the process was fair.

Perceptions of procedural fairness have implications for important workplace attitudes and behaviors. For example, compared to employees who see decision-making processes as unfair, those who perceive them as fair are more likely to go above and beyond what their jobs require, perform at a higher level, and trust decision-makers. The organization benefits as well: employees who perceive decision-making processes are fair are more satisfied with their jobs, committed to the organization, forgiving of workplace disappointments, and likely to contribute to organizational change than their counterparts who believe they are unfair.

Procedural fairness has many applications to decision-making in the workplace. Examples include decisions related to setting pay, making promotions, developing and implementing workplace rules, effecting organizational change, addressing disciplinary issues, and engaging in teamwork. There are many opportunities every day for leaders to realize the benefits of procedurally fair decision processes.

In short, fairness of the decision-making process is critical to the legitimacy of decisions as well as employees’ acceptance of them. Ensuring that employees perceive decisions as procedurally fair literally can transform your workplace from one in which complaints, distrust, cynicism, and dissatisfaction are common, to one in which employees take disappointments in stride and continue to contribute positively to the organization. As a leader, you have the power to shape your employees’ behaviors in a positive way or a negative way. Which outcome do you choose for your organization?

To learn seven steps you can take to ensure that your organization’s decision-making processes are perceived as fair, take a look at our article Ensuring Procedurally Fair Decision-making Processes.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2014 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter: Specificity Works Wonders

January 16th, 2014


Specificity Works Wonders

Alignment solution: Asking specifically for what you want or need will enable people to do a better job of helping you achieve your objective.

When you ask people to do things, do you always get the results you expect? If not, you can significantly increase the likelihood of getting exactly the outcome you envision by increasing the specificity of your requests. By “specificity” I mean giving others the information they need to do as you ask.

Many people believe that when they make a request, they are giving others all the details they need to take the appropriate action. More often than not, they are wrong. Why? The appeals lack specificity. For example, saying, “Just fix it!” or “Just make it happen!” leaves a lot to the imagination, especially if the person you’re relying on isn’t clear about what “fixing” the issue means to you, or how to make “it” happen. Maybe you aren’t really sure either.

Here are some benefits to increasing the specificity of your requests: greater productivity because less re-work is required; less frustration because everyone is clear about the desired outcome; and decreased stress because people don’t have to guess what you mean and you can be more confident that you will get the result you want.

Below are seven ways to increase the likelihood that people will be able to do what you’ve asked them to do by boosting the specificity of your requests. Some are appropriate for all types of requests; others may be needed only when the assignment is new or complex.

  1. Think through your request in advance – e.g., exactly what outcome you want, to what extent (if any) you need to specify the methodology, and what constraints must be considered (e.g., cost, resources, time).
  2. Determine which assignment-related decisions you’re willing to delegate and which you are not, then provide the necessary guidance.
  3. Articulate clearly the outcome or result you are requesting.
    1. Provide enough detail so the “picture” of the desired outcome in the other person’s head is the same as the one in yours.
    2. Agree on how you both will know the assignment is complete.
  4. Describe the impact of the assignment – i.e., what difference it will make when completed.
  5. Check for understanding: ask the person to tell you what he/she believes you want, and/or how he/she intends to achieve that outcome.
  6. If the assignment is complex and/or long lasting, provide designated check-in times to ensure things are on track.
  7. Follow up afterward to let the person know what difference the assignment made. For example, “As a result of the directory you developed, you’ve made everyone’s lives easier because people inside and outside the organization now know exactly who to contact for their needs.”

Thinking through what you want, then giving people all the information they need to successfully accomplish what you’ve asked them to do will make everyone’s job easier. Why not let specificity work wonders for you?

To find other articles and resources that may be of value to you, I invite you to visit my web site at www.BusinessAlignmentStrategies.com and my blog at www.OptimizeBusinessResults.com.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2014 Pat Lynch. All rights reserved.

Setting Priorities Need Not Be an Elusive Competency

December 31st, 2013

The ability to set and, perhaps more importantly, to implement organizational priorities is a critical success factor for leaders. When there are dozens of things to be done, someone must step forward to bring order out of chaos. Too often, however, workplaces are filled with employees who feel discouraged because they are spinning their wheels, or frustrated by the lack of clear and consistent direction, or burned out because everything should have been done yesterday.

Here are some reasons why people find it difficult to set and implement priorities:

- Indecisiveness due to fear of making the “wrong” choice.

- Reluctance or inability to make hard decisions.

- Mistaken belief that good intentions are enough.

- Low level of importance or urgency.

- Lack of accountability – i.e., there are no consequences for non-performance.

Consider these facts:

- Priorities involve choices about how to use time.

- There can be only one “top” priority: by definition, there is a rank order to choices.

- Priorities are what you DO, not what you SAY you will do.

- When everything is a priority, nothing is a priority.

Here are ten ways to improve your ability to establish and implement priorities:

Establish priorities:

1. Realistically determine importance and urgency by asking and truthfully answering two questions: (1) “What’s the worst thing that can happen if I do/don’t do XYZ?” And (2) “Can I live with that outcome?”

2. Only people, things, and tasks that are directly aligned with achieving the mission or goals can be priorities.

3. Treat the setting of priorities as a resource allocation issue: develop realistic, WRITTEN time lines and schedules that indicate when you will accomplish what is needed to achieve each priority.

4. Use effective, easily utilized and understood decision-making tools (e.g., ranking, paired comparison, matrices, other forms of analysis).

5. Specify decision criteria BEFORE you start making choices.

Implement priorities:

6. Have someone hold you accountable for achieving your stated priorities.

7. Set your priorities BEFORE you make commitments that require your time.

8. Focus on the end result or “big picture.”

9. Identify a reasonable number of priorities at any given time; add others as you complete them.

10. Find a process that works well for you and follow it consistently.

If you could do only one thing to increase the quality of your life, it would be this: make self-care your #1 priority – not “one of the top” priorities or “a” top priority, but THE top priority. Why? Perhaps counter-intuitively, tending to your own needs enables you to do a much better job of taking care of others. There’s a very sound reason why airline flight attendants tell you to put your own oxygen mask on before trying to assist others: if you pass out, you are no good to anyone, including yourself. In fact, you have just become part of the problem.

As an added bonus: the techniques suggested above work just as well in personal situations as they do in the workplace.

© 2013 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter Dec. 30, 2013

December 30th, 2013


How to Set Supervisors Up for Success

Alignment solution: To optimize your business results, invest in the quality of your supervisors.

Research and experience consistently demonstrate that the #1 reason employees leave organizations, and the primary reason they join unions, is dissatisfaction with their immediate supervisor. Unhappy workers cannot possibly provide excellent products or services, which means the organization’s bottom line will suffer. To increase the likelihood of success in your business, make sure you can attract and retain good employers by investing in your supervisors.

Research in the 1980s revealed that there are specific behaviors that influence employees’ satisfaction with their supervisors. None of those behaviors – e.g., the extent to which supervisors listen to workers, the way they treat those who make mistakes, and the degree to which they follow through to ensure problems get solved – are rocket science. However, people who are promoted to supervisory positions without benefit of training, preparation, or support seldom are fully successful because they simply haven’t been given the opportunity to learn how to manage effectively.

Here are seven ways that you can set your supervisors up for success:

  1. Provide realistic job previews during the selection process so candidates have an accurate picture of the position’s requirements.
  2. Ensure the candidates are willing and able to do (or learn to do) the appropriate managerial tasks.
  3. Once candidates are hired, set specific expectations of performance by clearly defining the required behaviors and results.
  4. Provide the necessary training and professional development at the beginning and throughout the supervisors’ careers.
  5. Help them make the transition from employee to boss.
  6. Reinforce desired behaviors and results.
  7. Help them pay special attention to the behaviors that influence employees’ satisfaction with their supervisors.

Providing this kind of support increases the likelihood that organizations will achieve their goals because they are able to attract and retain good employees. As the economy continues to improve, people will have more choices about where they work, especially those whose skills and abilities are highly valued. Supporting your supervisors so they can manage effectively will result in a huge return on the investment in their success.

To learn about additional behaviors that influence employees’ level of satisfaction with their supervisors, as well as how you can increase the likelihood of the supervisors’ success, take a look at our article How to Increase Employees’ Satisfaction with their Supervisors.

To find other articles and resources that may be of value to you, I invite you to visit my web site at www.BusinessAlignmentStrategies.com and my blog at www.OptimizeBusinessResults.com.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2013 Pat Lynch. All rights reserved.

Not Everyone is Capable of Being a Manager – Are You?

December 28th, 2013

If you have worked for nearly any organization in any capacity for any length of time, no doubt you have learned this fact: not everyone is capable of being a manager. Often employees are promoted to a supervisory/managerial position because they were really good at the job they were doing. Unfortunately management requires different skills, abilities, and competencies that they may not have. Sometimes the people who are hired or promoted have great potential, but their organizations don’t invest the resources in helping them be fully successful managers. In other cases, people are promoted to manager despite the fact that they don’t want the job: although they’d rather continue what they were doing, for some reason they felt compelled to accept the new, unwanted responsibilities.

Chances are very good that during your career you have had the misfortune of working for someone who never should have been a manager, or you’ve observed others (employees or supervisors/managers) in that situation – or perhaps you have been that person yourself. It’s not a pretty sight. And the results of this type of mis-match between person and position cause harm to the manager, the people he/she supervises, customers, vendors, and ultimately the organization.

So how do you know who is or is not capable of being a manager? Recently I saw a question on this topic posed by a journalist: what are some signs that people are NOT cut out for management? Although I prefer to answer questions from a positive perspective – in this case, pointing out signs that people ARE capable of being managers – I think there is some value here to identifying the characteristics that ought to disqualify candidates for managerial positions. Below are my answers to the original query. You are not cut out for management if you:

- don’t like people.

- don’t like working with others.

- don’t have passion for the business.

- are unwilling and/or unable to delegate tasks and responsibility.

- are unwilling and/or unable to give and receive constructive feedback.

- are unwilling and/or unable to act like a manager.

- are unwilling and/or unable to take on management tasks instead of doing whatever you used to do.

- are unwilling and/or unable to take responsibility for your employees’ poor performance.

- are unwilling and/or unable to develop your employees.

- need people to like you.

- need to be one of the “guys” instead of the boss.

- are a poor communicator.

- are inflexible.

So what about it? Are YOU capable of being a manager? If not, let others be the boss. You are better off pursuing a career path that allows you to be fully successful using the talents and competencies you DO have.

© 2013 Pat Lynch. All rights reserved.

Alignment Solutions Newsletter Dec 18, 2013

December 18th, 2013

Face Your Fears,
Clear the Organizational Clutter

Alignment solution: To optimize business results, clear the organizational clutter.

I see a lot of “clutter” in organizations that has nothing to do with piles of paper or disorderly desks and offices. Organizational clutter can take many forms. See if any of these resonate with you:

  • Layers of bureaucracy that stifle creativity and innovation.
  • Maze-like organizational structures created to avoid confronting unsatisfactory employee performance or dysfunctional workplace relationships.
  • Hierarchies that slow decision-making and obstruct efforts to serve customers well.
  • Programs that drain resources and do not support organizational goals.

The consequences of such clutter include misalignment with organizational goals and substantial barriers to optimizing business results.

One reason for organizational clutter is that people are afraid to get rid of things. All kinds of scary implications come to mind: What if we discard something we later need? How would employees react if we discontinue this program? What if the replacement program, process, or structure isn’t as good as the one we have now? Rather than making tough decisions about what really is needed and then releasing what is not, leaders often just add on to what is there. The result, of course, is an inability to optimize business results.

A simple tool can help you eliminate some forms of organizational clutter by allowing you to confront the fears that prevent you from releasing things that no longer serve the organization well. It consists of asking and truthfully answering these two questions:

  1. What is the worst thing that could happen (realistically) if we did XYZ?
  2. Can we live with that outcome?

For example, what is the worst thing that could happen if you confront an employee who is not performing? Perhaps he or she would sue the organization. How likely is that scenario though, particularly when there is no legal basis for the action? A more plausible outcome is that the person will be unhappy, and perhaps will leave. Can you live with the loss of a non-performing employee?

People often blow their fears way out of proportion. Thus it is important to be realistic when considering the worst thing that could happen if you take, or fail to take, a given action. Consider the likelihood that this outcome will occur as well as the risk that it poses to the organization. Once the anticipated negative outcomes are examined realistically, they generally turn out to be quite acceptable. In fact, they often result in positive outcomes that people may not have considered previously because they were so focused on the specters conjured up by their fears.

To learn about ten additional actions you can take to clear organizational clutter, take a look at our article Clearing the Organizational Clutter.

Note: This article was adapted from my 2010 article Two Questions that Eliminate Organizational Clutter.

To find other articles and resources that may be of value to you, I invite you to visit my web site at www.BusinessAlignmentStrategies.com and my blog at www.OptimizeBusinessResults.com.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2013 Pat Lynch. All rights reserved.

Alignment Solutions December 4, 2013

December 4th, 2013

Are You Measuring the Right Things?

Alignment solution: The most influential, indispensable measures of an organization’s impact are those that demonstrate the value it provides its customers.

What do your measures say about your organization’s priorities? Do they emphasize its activities and performance? Or do they demonstrate the value it provides to customers? The saying, “What gets measured gets done” is true: people pay attention to the things that are measured. Yet countless organizations metaphorically shoot themselves in the foot by measuring their activities or performance instead of the value they provide customers. Is yours one of them?

First let’s define the relevant terms. Activities are tasks such as attending meetings, interacting with customers and vendors, and taking training classes. Performance represents outputs – i.e., what happens when people – individually, as a team, or as an organization – carry out their assigned activities. Typical output indicators include the results of individual performance evaluations and customer satisfaction surveys, and the availability of a pool of qualified applicants. Outcome is the desired end result, the “big picture” to which the organization aspires, such as “bringing good things to life” (General Electric) or “successful self-sufficiency and well being for all” (Community Action Agency).

Next, ask yourself this question: “Do our stakeholders care most about our activities, our performance, or the outcome we can provide them?” Unless they are highly unusual, they won’t care at all about your activities, though some may pay attention to your performance. Instead, their focus is on the customer experience they expect from you.

Here are three benefits to utilizing outcome measures: (1) you grab stakeholders’ attention because you are addressing what matters to them; (2) your organization is able to demonstrate clearly the value it provides its customers; and (3) because your employees unmistakably can see what’s important, their efforts will be directed toward the desired outcome instead of concentrated solely on activities or outputs.

How do you identify outcome-oriented measures? Follow these three steps:

  1. Identify a possible measure by asking, “How will our stakeholders know that we have done [insert action or result]?”
  2. Determine whether that potential measure matters to them by asking, “Do they care?” If they do not, return to step #1. If they do, proceed to step #3.
  3. Discover whether you truly have an outcome measure by asking, “So what?” If there is an answer, you aren’t there yet. Keep repeating “So what?” until there are no further answers. That result is your outcome measure.

For example, the Community Action Agency’s job is to oversee the implementation of various anti-poverty programs. Its stakeholders know the organization conducts job training programs because they see clients working (step 1). They care because the results show the programs are successful (step 2). So what? By helping people find work, the organization is contributing to the successful self-sufficiency and well-being of the community (step 3).

Please note: while activities and outputs are necessary and should be assessed, their measures are not sufficient to enable employees and stakeholders to remain focused on, and achieve, the end result. Keeping the big picture as the organization’s top priority requires outcome-based measures.

To find other articles and resources that may be of value to you, I invite you to visit my web site at www.BusinessAlignmentStrategies.com and my blog at www.OptimizeBusinessResults.com.


Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.

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© 2013 Pat Lynch. All rights reserved.