Simple behavior changes, such as following a structured checklist, can avert medical care disasters attributed to poor care, found Harvard’s Atul Gawande.
He noted that people who effectively improved their performance recognized fallibility in organizational processes, and took proactive steps to remedy these shortcomings.
Three elements of better performance can be applied to fields outside of medicine:
- Diligence – Attending to details can prevent errors and overcome obstacles.
Gawande’s The Checklist Manifesto: How to Get Things Right suggests best ways to structure these memory aids.
- Doing Right –Ensuring that skill, will, and incentives are aligned to drive excellent performance,
- Ingenuity – Deliberate monitoring of potential failures, continuously seeking innovative ways to improve performance and solutions.
All of these elements can be improved with attentive observation and feedback to prevent errors of omission when people don’t:
- Know enough (ignorance),
- Make proper use of what they know (ineptitude).
Ignorance occurs less frequently than ineptitude due to wide availability of relevant information, Gawande noted.
He argued that both types of omission errors can be improved by systematic analysis and disciplined use of tools like checklists.
Checklist-based analysis was also linked to Internal Rate of Return (IRR) in Geoffrey Smart’s study of investments by Venture Capital (VC) firms,
He found a correlation between IRR and leadership effectiveness in new investment ventures.
Since selecting capable leaders is critical to business outcomes, Smart also evaluated VC firms’ typical approach to assessing potential leaders:
- The Art Critic is the most frequently-used approach in which the VC assesses leadership talent at a glance, intuitively, based on extensive experience,
- The Sponge conducts extensive due diligence, researching and assimilating information, then decides based on intuition,
- The Prosecutor interrogates the candidate, tests with challenging questions and hypothetical situations,
- The Suitor woos the candidate to accept the leadership role instead of analyzing capabilities and fit,
- The Terminator eliminates the evaluation because the venture is funded for the best ideas, not the originators, who are replaced,
- The Infiltrator becomes a “participant-observer” in an immersive, time-consuming experientially-based assessment,
- The Airline Captain uses a formal checklist to prevent past mistakes.
This approach was linked to the highest average Internal Rate of Return (IRR) for the new ventures.
In addition, this strategy was significantly less likely to result in later terminating senior managers.
Venture Capitalists said that two of their most significant mistakes were:
- Investing insufficient time in talent analysis,
- Being influenced by “halo effect” in evaluating candidates.
Systematic reminders to execute all elements required for expert performance can prevent failure and signal potential failure points.
-*How do you improve performance?
-*What value do you find in expert coaching?
Developing a SMARTER Mindset for Resilience, Emotional Intelligence – Part 2