Page 29 - Performance Leadership
P. 29
Chapter | 2
TRADITIONAL
PERFORMANCE
MANAGEMENT
We can do things quick, cheap, and well. Pick two.
—Sign in a shoemaker’s shop
his sign posted in the window of a shoemaker’s shop makes a lot of
Tsense. If the shoemaker is asked to mend a pair of shoes quickly
and well, it will not be cheap since he will have to drop everything else
in order to repair that one pair of shoes. The shoemaker can then
charge a premium. If the work needs to be done quickly and cheaply,
the shoemaker will ask his apprentice to do the job, and thus the qual-
ity may suffer. The third option is for the shoes to be done well and
cheap, which means it will have to wait. But you can’t have all three
at the same time. Strategic focus and the basics of performance man-
agement are as old as business itself.
Loops of Management
No matter what performance management methodology you are using,
no matter what industry you are in, no matter the size of your com-
pany, you are fundamentally dealing with the same management
paradigm—the two loops of management (see Figure 2.1).
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