Optimal performance is difficult, it means all departments are contributing to the success of the business.  No department is expected to support the business, all are expected to drive the performance of the business.  There is a huge paradigm difference between these two scenarios.  This is not about becoming an organization of “workalcoholics”, this is about “employee self-actualization” that benefits company through culture.

Optimal performance is not the old employee performance measurements that begin with “if you were God what would you accomplish in your position this year” and then setting expectations as if all employees were supreme beings.  That just creates stress and disappointment for everyone involved. Nor am I not speaking of “Stretch Goals”, these types of goals are not founded in clear expectations and strategies that should yield a result but rather in some utopian hopes that do not exist in the real world.  Stretch Goals are typically the tools of management that does not understand its products, markets or resources (human or capital) well enough to create viable forecasts. Optimal Performance starts with an objective review of resources: management, human capital, SWOT and finances.  The review must create realistic expectations for those resources over the period of time involved. 

There are basic questions that lead to establishing optimal performance. What is my role in sustaining existing business?  What can I do differently going forward to increase the value of the company? How can I create more time for increasing value while meeting my “sustaining” responsibilities?  Answering these objectively will start the process of optimal performance.

The Art of realizing the endgame is post financial analysis and after the strategy development (although the art may begin here depending on the amount of personnel involved to sift through the myriad of personal positioning that can lead strategy into power games versus optimized strategies.)  Implementation of tactics requires the art of maximizing personnel resources through assignment, relationships and the greatest leverage – motivation!

You should be the expert on your business, after all you lead it daily, you may have even founded it.  Looking for someone who knows all that you know seems, and is, redundant.  Gaining assistance from someone who understands your business and may have experience in the industry(s) served is beneficial but is secondary to someone who has experience with accomplishing the specific objectives you may need (personnel development, growth, operational excellence, etc.)  Cross fertilizing practices and principles from disparate industries coupled with the intelligence to implement the right strategies and tactics that reflects both your industry and your leadership/culture can be of great value.

”What you don’t know” is the value a consultant can have to your organization.  So how do you know “what you don’t know” to choose a consultant?  It’s easier than you might think.  Objectively review the areas of your business that are not performing optimally.    Realize optimally does not mean performing to your standards but industry, or beyond your industry, standards if they are superior.  Then have a discussion with someone who has accomplishments in those areas whether it is in your industry or not.  Being incrementally better than the competition is a Win, doing something totally different is a competitive advantage that can be significant and sustainable.