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  • There's a delicate balancing act in the effort

  • to be a high-performing organization.

  • On one side, you've got your plans, big plans.

  • In those plans might be standard operating procedures,

  • target earnings, scripts, and checklists

  • for employees to follow.

  • Everything would go perfectly if everyone would just

  • stick to the plan, right?

  • Well, not unless your plans exist in a vacuum,

  • unaffected by outside factors.

  • These factors insist that we constantly

  • improve, innovate, and adapt.

  • Authors Lindsay McGregor and Neel Doshi

  • frame this discussion in terms of two types of performance.

  • There's tactical performance, or how well you

  • stick to your strategy, and adaptive performance,

  • or how effectively you diverge from your strategy

  • and create an environment where new, better ideas can grow.

  • There's a time and place for the tactical side.

  • Rigidly adhering to procedures is

  • important for achieving goals of consistency or scale.

  • But we aren't robots, and when we make our employees act

  • like them, it can backfire, making

  • them less likely to be creative and raise problems.

  • To succeed, McGregor and Doshi suggest

  • that companies build balanced cultures,

  • and this often means reducing the pressure

  • on tactical performance while finding ways to increase

  • adaptive performance.

  • For example, when you're setting performance metrics,

  • avoid linking them to high-stakes bonuses,

  • promotions, and firing decisions.

  • Employees and executives are often

  • less innovative if they're afraid of missing the mark.

  • Instead, use metrics and data to set learning goals

  • for better performance.

  • Try turning precise scripts and manuals into helpful guides.

  • This gives employees more ownership and freedom

  • to experiment and create new solutions.

  • Consider hosting regular problem-solving sessions

  • to encourage brainstorming and troubleshooting as a team.

  • If you can balance out these two competing priorities,

  • your customers, employees, and your bottom line

  • will notice the difference.


There's a delicate balancing act in the effort

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B1 US performance tactical mcgregor adaptive balancing strategy

The Explainer: Balancing Execution and Adaptation

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    jbsatvtac1 posted on 2019/08/22
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