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Public Sector

RFP Development and Vendor Selection

Performance leadership is one of the least developed, but most important “muscles” in business.  The task is simple enough – just align the appropriate management feedback to employee performance.  Feedback in this context means praise, recognition, constructive feedback, or money (merit, incentive).  Differentiated efforts that yield differentiated results should be praised.  Failure should either be met with encouragement (where employee worked hard but fell short) or criticism.  And those who were just “lucky” should have the ‘bar’ raised.  Sounds simple enough.  But how many companies struggle with this?  And how damaging is it to employee engagement and performance when it is not done well?

So why is this so hard?  There are three reasons:

HR will claim ownership for how to conduct a one on one or how to exit someone who is being let go.  IT may know where the data is, but rarely do they have either the influence or business acumen to design it on their own.  Rarely are business leads able to translate what they want and need in a language that works for IT.

No one "owns" performance leadership from cradle to grave

Problem #

Few have the skills to design or optimize it

There are “hard-skills” and “soft skills” required:

Example of Hard Skills Questions:

  • Which metrics are the ones that really matter?

  • Which benchmarks are appropriate?

  • How do we avoid analysis paralysis and report proliferation?

  • How do we design metrics of ‘root cause’ that enable leaders to ask the ‘right questions’?

  • How do we break the issue down into its manageable parts and understand root cause?

  • How do we build an action plan to address the gap?

Example of Soft Skills Questions:

  • How do we deliver the right feedback to the employee that is timely, constructive, and helpful/actionable?

  •  What training and development opportunities best fit the person/team and situation?

  •  How should we best put ourselves in a ‘position to notice’ individual and team development?

  • How can we best ‘inspect what I expect?’”

Problem #

Most leaders do not know what their role is in the process

How to ask questions with genuine curiosity.  How to hold team members accountable for results – or even what a result really is. 

To do this well, you will need to have high business acumen, be able to speak the language of “tech” and “data”, understanding human behavior, and be able to influence leaders throughout the organization.

Putting in a system like this isn’t easy.  That’s why our clients need support in implementing a performance management system that works…and tackling the inevitable change management issues that arise with a holistic change such as this system will provoke…

ROIG’s proprietary L.E.A.D. program is a holistic approach to overhauling performance leadership.  It assesses the efficacy of a company’s performance leadership program, it is a plug-and-play solution, or fully-customizable, industry agnostic solution with training materials, tools, and change management to create value acceleration.

Problem #

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Ask us about:

  • Our case study on how we helped a client’s valuation soar from ~$500M to ~$900M

  • Our industry agnostic L.E.A.D. performance leadership system

  • Our assessment tools and methodologies for identifying gaps in maturity

  • The 5 R’s of Performance Leadership for connecting the three steps of analytics (turning data into analytics, turning analytics into insights, and turning insights into action)

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