Performance-Leadership Wall

I don’t really know what the title should be. The idea I am saying is that there is this seeming wall between excellent (i.e., commendable) performance and transition to leadership.

As I mentioned previously, leadership requires different competencies from technical expertise resulting in excellent performance. It must be pointed out, if it is not so obvious, that leadership is performance in itself, and should also be assessed if it is excellent, satisfactory, or below par. Technical expertise will not result in competent leadership.

I am writing this post because my supervisor and I had a heart to heart talk on leadership, as I expressed my difficulty in my role as a supervisor. At the end of our conversation, I was thinking that I was not convinced that I should stay as supervisor.

Our talk began with me sharing to her that I don’t want to be a supervisor. I lost my value added position then that was being able to have a fresh eyes on things that we are doing, and my ability to add value to planning and monitoring work with my competency in information management. I also surfaced the idea that supervising people, which is the key responsibility of being a supervisor, was difficult given my continued role as a technical specialist. Furthermore, all these people’s outputs are contributions to a deliverable of the division.

I concluded that I need a supervisor for myself, and I am more effective as a specialist rather than as a supervisor. I am willing to lose the RATA.

My supervisor’s talk shared that she also experienced a similar stage earlier in her career. To my understanding (i.e., she did not say it this way), she liked doing something more simple and straightforward rather than endure the conflicting perspectives of management that we somehow have to reconcile.

She said other things, but for now, I think the key idea that made me think two days later was that performers seem go through a performance wall transitioning into leadership role.

In running, particularly in marathons and ultramarathons, runners experience “hitting the wall.” This figurative wall is that point of the run when the previously challenging distance becomes impossible. Patrick McCrann describes it pretty well (for me, that is):

"The wall" is defined as that period in a marathon when things transition from being pretty hard to being really, really hard. It is the point where your body and mind are simultaneously tested. It's the perfect intersection of fatigue and diminished mental faculties. Or as you most likely remember it, it's the exact point where all your pre-race plans went out the window. (Source: http://www.active.com/running/articles/how-to-beat-the-wall-during-your-marathon)

If you read my other blogs, you would know that I like joining marathons. Obviously, I join for fitness and not for the race. For this reason, I frequently compare work performance with running (as running is performance in itself).

My problem is when my supervisor role gets in the way of my own performance.

After a brief (but very belatedly, if I may say) assessment of my situation, I “learned” that I have two roles:

1) Technical specialist
2) Supervisor

Someone seems to think that by adding compensation, technical specialists would magically acquire the needed leadership and supervisory competencies needed to effect their respective team’s outputs. Furthermore, it seems that the agency or management is not cognizant of the reality that supervising people takes 100 percent of a supervisor’s time. If this is not so, either the deliverable suffers, or the supervision suffers.

So for people who craft outputs and supervise at the same time, adding P10,000 monthly to a person’s compensation will not make that person an effective supervisor. In case it is not clear, neither is it sufficient.

Going back to the “wall,” I guess I am at that point of my career when I see the wall before me. However, I must step back and think: Is this a wall in one race (transitioning from specialist to supervisor is natural step) or this is the end and I must transfer to another (I have to prepare differently as this is another race, similar to changing from road marathons to trail runs).

And so, I have to really assess this, give it serious time to think about how to go about it.

For me, I see leadership as a tool to effect organizational outcomes, similar to technical expertise. The two go together, and I don’t believe that one is more important than the other. Organizations need both technical experts who do the job and leaders who prioritize what needs to be done depending on the situation.

I probably said this before, already. Leaders, just like any other workers, need to be prepared. Not investing in them will cost the organization more in the immediate and long term.

Note: This post may be updated and refined in the future.

Quick Updates and Random Thoughts

Web-Based Performance Management Information System

I have to abandon the Google Fusion Tables-based performance information system as it is limited. Of course, that is not the only reason. The other, and real reason is that I got to actually make my own PHP-MySQL-based system. Although it is only at its initial stage (my most important achievement is a username-password protection system that ensures no page is accessible without proper login), I feel confident that I can achieve my intended system.... although when is another question.

Running and Performance Management 

Running is really a good exercise. But it does not only help one in physical fitness. It also helps me in approaching personal performance management.

When I run, I do not run alone. I do not run with a group, but the place I run is an ideal running area, with vehicles' speed in check, paved road, and less vehicles due to the security setup of the area.

Nonetheless, while I see other people run, I am reminded of the following to help me keep my pace, and ensure sustainability in my performance:

1. Keep my own comfortable pace. Focus on the distance of the run without incurring injuries.
2. Focus on my own performance. Do not compete against other runners. Other runners may have different reasons for running, which drives the way they run. I know why I run, and I will try to sustain it. 
3. Focus on the run. Do not think about other things. When I do, I slow down, and my mental activity increases fatigue.
4. Know how to prioritize. If you want to finish a big thing, you may need to abandon or remove secondary objectives. For example, as I hope to finish a 42-kilometer run in October, I am less inclined to target a sub-2 hour 21-kilometer. It's okay for me to finish it in 2 hours and 15 minutes, just five minutes faster than my last record. 
5. If you want to achieve something, do not compete with someone else. Compete against your own limitations, so that you improve on the measures that you need to and not based on some else's measures.

These are just some of my thoughts on comparing performance management with running.

New Spreadsheet Function Learned

So I learned how to use spreadsheet functions INDEX and MATCH to do two-dimensional or two-factor lookup. I will write about it in my next post in Technology for Teachers blog.

Update on the Google-based Performance Information System

So after going through three different options (LibreOffice Base/Microsoft Access, Google Fusion Tables, and developing my own local system) in creating our performance information system, I finally settled in using Google Fusion Tables.

Previously, I was afraid that the system would be riddled with information integrity and access restriction problems. For example, I was afraid that one unit can enter data for another unit, which should not be the case. To mitigate that problem, I created an internal key reference system. What it was supposed to do was to present to the oversight office his own reference key and the submitter's secret key. If the keys are the same, then the oversight office should consider the record valid and he or she can rate the output recorded. However, if the keys are different, he or she can check with the supposed unit why the keys are different before giving a rating.

Personally, I was not keen in that system being observed. The oversight offices are "very busy" people. They would not bother themselves with security procedures. So I thought that our unit would constantly monitor the keys by creating a merge of the key reference table and the output submission table (I know, the references might be difficult to understand. It's by design.).

However, just today, I learned a way to altogether remove the key reference system. Instead, the access would automatically identify the submitter as the user based on his or her Google login.

The process not only removed the threat of shared access rights to create records, but also removed two fields (columns) in the unit's view of the database.

It was brilliantly simple, and more secure.

Now time to go back to work.

Re-learning to Write and Weakness as a Motivation to Improve

My application to this government agency concerned with national security, which included a one-on-one interview and a writing test, revealed how bad my communication skills were. I am writing here to publicly acknowledge that weakness, which I commit myself to improve at the soonest possible time.

Aside from telling the public (i.e., the limited number of people who read my blog) about my experience, I also got to experience what I preach: Going through an application process to assess yourself.

Many times, when we get performance reviews, we get very satisfactory ratings. Sometimes, the rating is correct, sometimes, the rating is there to allow you to stay. Or sometimes, the rating has no basis.

I am not a fan of external validation, but I do appreciate feedback, which you can only get from being externally connected. And that writing test (the result of which was not given to me) made me realize how bad my writing skills have become over the months I have been out of Policy.

The result was an expected pain. That day, I knew I was not prepared. However, the results of the writing surprised me so much. Again, there was no score, but it did make me realize how bad it is.

Again, no one told me my writing or interview skills were bad, but the opportunity made me realize it.

And I have to be honest with myself.

As painful as it is, I have to accept the truth that I am not ready to go back to technical communication roles.

I simply hope that my friends at Policy that old skills forgotten can be easily re-learned is true.

I have got some word to do.

Of course, I am not writing this just to share my experience of learning. I want to say, in brief, that that experience of realizing for one's self your weakness is a liberating experience, that an organization should also try.

If we do not admit our weakness (i.e., objectively telling ourselves that we failed in some areas), then we won't be urged to make drastic actions to rectify them.

If we continue to make "success" and "failure" subjective, we will always have success that is not something we can really be proud of.

If we continue to accommodate perspectives into performance and consider economy of the individual for making decisions performance issues, then don't expect improvement.

(Actually, you can see improvement if that is what you want to see... just don't expect respect for your measuring system.)

Ignorance is bliss. What you don't know won't hurt you... for now.

I've got to write more.

Performance Information System using Google Fusion Tables

I finished last Friday 5 out of our 14 units' performance contracts (PCs) in our Performance Information System. Previously, 8 were entered by another staff, so there is only one unit remaining PC to be entered. After that, I have to review the records entered prior. With populating the commitments table almost finished, I have to go back to writing the concept and how-to-use document.

I have written a number of times on the performance information system, so my organization in writing is kinda messed up. I hope I would be able to fix this sooner as I hope to finish the system mid-September (revised timeline, I know). When I say "finish," I mean it should be pre-populated and there should be a ready document telling what it is, what it is for, and how to use it.

For managers, of course.

For managers who have no time to listen to how this system works, or how they should use it.

Don't get me wrong. I'm not complaining. It's just my observation and statement of my anticipation to my presentation being welcomed by either long yawns or questions on the integrity of the system, doubt about the effectiveness of the system, or question about the wisdom of using properly their executive time, or a combination of these and other scary things.

I'm just being realistic.

Since 2013, I have really thought about this. What I can only say is that I see some hope of this being used. So despite being scared, I am continuing. Studying how to make this work, without overtime compensation, of course.

The development of this information system also brought some questions on our performance management system as well. Questions on small details that accumulate and impact the things that matter the most to the units: the score.

Anyway, I will just stop here, I only wanted to introduce the document, which is still a ROUGH DRAFT (my working file).

It's here.

Random Typing

I've been in the Planning Division for more than six months now. For the first two months, we have been very busy with complying with the requirements of the Administrative Order No. 25 (s. 2011) mandated Performance-Based Bonus (PBB), and facilitating the performance evaluation system among our units in ranking which among them are the Best, Better, and Good. From December of 2014 to January of 2015, we facilitated the organizational planning process, including the crafting of performance contracts among all Third Level Officials. We hope that we did a better job this time such that during evaluation, we will no longer have to issue ad-hoc guidelines which frustrate everyone.

From February to May (until beginning of of June), the Planning Division facilitated our agency's compliance with the Enhanced Career Executive Service Performance Evaluation System (CESPES) of the Career Executive Service Board. CESPES is the performance management system mandated by the CESB, which is the agency created to professionalize management officials of all agencies in the bureaucracy. In between, we also reviewed and revised our Performance Management System manual, facilitated the close-out of our performance management system development project with a consultant, and run a mixed channel survey to improve our process and guidelines in the PBB.

As you may know (if you read my previous post), I have been personally crafting a proposal and design of a Performance Management Information System (PMIS) to complement our newly approved performance management system.

Below is my tentative design:

Of course, these are all in addition to rush instructions, regular and special meetings, and coordination work, among others.

I know I wanted to write something today, but I can't remember them. So for now, I have only this to come out of my fingers.

Oh, yes. I'm joining the Run United 2 tomorrow!

I just want to insert this quickly: Saw this book on Crowdsourcing performance management reviews in Fully Booked in Makati yesterday. It looks interesting. I hope to get a copy so that we can see if it is appropriate for us.

That's all for now. Next time, I should write things I want to blog about in my Google Keep note.

Performance Management Information System Development Project

I want to document my efforts to develop our performance management information system (my second attempt, after using Google Fusion). As my attempt to outsource the project does not seem to yield fruits (because student developers are not familiar with the performance demands of our organization), I have to do this on my own.

While I previously wanted to develop a web-based, database-driven, enterprise-wide information system, that plan probably won't happen. For this year, my target is to develop an inter-related database process that will mimic that enterprise-wide, web-based information system.

I will use, with much hesitation and fear of regret, Microsoft Access 2013 (the software used in the office). But for development, I will use LibreOffice Base. I hope that everything that Base can do can be replicated in Access.

My plan for this project:

Phase I - Requirements and Process Analysis (Target: End-April 2015; Weight: 25%)

1. Software purpose 
• Baseline 
• Intended Outcome
2. Stakeholder requirements identified
3. Processes (including business rules) identified

Phase II - Database Development (Target: End-June 2015; Weight: 40%)

1. Entity relationship model 
2. Database logical and physical design 
3. LibreOffice Base prototype
• Database back-end
• Version per user-type
• Reports

Phase III - Implementation Conversion (Target: End-July 2015; Weight: 25%)

1. Microsoft Access 2013 version
2. FMPS-level testing
3. System marketing, to include feedback management
• End-user offices and staff
• Process-owner offices and staff (i.e., FMPS, HRDMS)
• Management offices and staff (PMT)

Phase IV - Cascading and Maintenance (Target: August 2015; Weight 10%)

1. Software installed in all offices that indicated interest
2. Feedback continuously gathered for improvement

Resources: All open source software:

• ProjectLibre - For project monitoring (even if this is a self-monitored project, I have to monitor my progress against my targets, for reporting to my supervisors)
• LibreOffice - For the database development (Base) and project documentation (Writer)
• FreeMind - For various concept and role-mapping tasks
• Dia - for database design

On Performance Contracting: Blue Pill or Red Pill?

This is your last chance. After this, there is no turning back. You take the blue pill—the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill—you stay in Wonderland, and I show you how deep the rabbit hole goes. Remember: all I'm offering is the truth. Nothing more.

Morpheus to Neo, The Matrix (1999)

In The Matrix, Neo hears rumors of the Matrix and a mysterious man named Morpheus. Neo spends his nights at his home computer trying to discover the secret of the Matrix and what the Matrix is. Eventually, another hacker, Trinity, introduces Neo to Morpheus.

Morpheus explains to Neo that the Matrix is an illusory world created to prevent humans from discovering that they are slaves to an external influence. Holding out a capsule on each of his palms, he describes the choice facing Neo. The blue pill will allow the subject to remain in the fabricated reality of the Matrix, while the red serves as a "location device" to locate the subject's body in the real world and to prepare him or her to be "unplugged" from the Matrix. Once one chooses the red or blue pill, the choice is irrevocable. "Bluepills" are people who have either elected to remain in the Matrix or have not yet been offered the choice, while "redpills" have chosen to disconnect.

Neo takes the red pill and awakens in the real world, where he is forcibly ejected from the liquid-filled chamber in which he has been lying unconscious. After his rescue and convalescence aboard Morpheus' ship, Morpheus shows him the true nature of the Matrix: a detailed computer simulation of Earth at the end of the 20th century (the actual year, though not known for sure, is approximately two hundred years later). It has been created to keep the minds of humans docile while their bodies are stored in massive power plants, their body heat and bioelectricity consumed as power by the sentient machines that have enslaved them.

(With minor revisions from the Wikipedia article)

I'd like to compare performance contracting to this scene. When one does performance contracting, you offer the person a choice: Stay in his/her comfort zone, or take the exciting/scary/uncertain road with the goal of improvement and realize your true potential? 

I am not saying that taking the red pill means doing something that you are not good at, though that is also a choice. What I mean is to increase your standards of performance, or your goals, or your sense of purpose. 

Neither am I saying that staying in the same level of performance is wrong. It is just that I believe that each person has that even better level of performance, which can contribute more to their organization's purpose or state of affairs of their society. But if you feel that you are at your best in your current status, then you should take the blue pill. 

I consider that I took the red pill when I transferred from UP Manila to the PMS. While I did strive to learn and improve when I was at UP Manila, working at PMS was an altogether different level of work, performance, and sense of purpose. It was never a smooth ride. I felt that I was never able to see the end of that deep "rabbit hole" Morpheus mentioned. Still, I know I have improved, and I continue to improve, and I am able to contribute to this organization's purpose and goals. 

Will you take the blue pill or the red pill?

S2: My Brief Experience in Cloud-Based Database Design and Google Fusion Tables

My last post was about Google Calendar, and the ones before that were about the Philippine power sector. I will not talk about either of those, but instead talk about my brief stint in designing a database (and user interface) for our staff performance evaluation and tracking system.

After our last performance evaluation exercise, I saw the need to create an information system that supports a real, learning-oriented, knowledge management (KM)-oriented staff performance evaluation system. After reading a few literature about the concept (notably, the Strategic Performance Management System and the RA 6713, or the "Code of Conduct and Ethical Standards for Public Officials and Employees"), I designed the entity relationship diagram. You can read my concept proposal here.

Obviously, it was a self-imposed proposal that I was excited about so I went ahead and spent time and money (for staying at Starbucks... oops!) to contemplate, design, correct, recreate and re-do the database backend and the individually oriented user interaces. As a learning exercise, I tried to document as much as possible, which led to the user manual here.

But that is a big jump from the proposal to the system I was able to finish (well, almost. It still lacks the policy decision on how much is the weight of each evaluator's grade, and what are the criteria of evaluation). Obviously, before that, there were a lot of choices.

I have heard of Google Fusion Tables when I was still working at UP Manila, but it seemed too technical to me. I didn't have training on database then, too, so I did not even have the conceptual appreciation then. However, when I went to PMS, I already had the appreciation of database design and management, so I was able to appreciate Google Fusion Tables.

I needed a system that would do these things:

1. Allow the staff to enter records about their outputs.
2. Allow supervisors to evaluate their staff's outputs, but only access outputs of their own staff (direct reports) and not edit details about the output. Also, supervisors cannot change the grade other supervisors give to that output of that staff.
3. Automatically calculate overall rating for each output (because each output is rated by many evaluators, and each evaluator makes an evaluation on many criteria).
4. Allow supervisors to quickly know the current standing of that staff based on given evaluations.
5. Allow staff to see evaluation (and constructive feedback) on their outputs, as well as summary calculation of their standing.
6. Download the data.
7. Make special reports, based on what the the data the system gathers. 

At first, I wanted to use Google Forms, which would then feed the data into a Google Sheet. Google Forms can be easily created, and it also allows conditional data-inputs and required fields. Google Sheets allows range-based access, meaning I can designate which areas in a spreadsheet a person can edit. For example, I can give one Supervisor A permit to change (input and edit) data in Column I only, while Supervisor B will enter the grade in Column AA, and Supervisor A cannot change any part of the sheet other than those columns. Google Sheets allows strong data crunching functions, due to its Pivot Table function. The two are almost perfect. Well, I said almost.

The problem is that the Sheet is a very big online document, which any manager, unless I were that manager, would not want to go to. It is just a perfect example of information overload. Working for an organization that attempts at every moment to lessen the load to the bosses with the belief that they have more important things to do than read your complete and comprehensive input, Google Sheets was simply not an adorable, manager-level type of information system that they would adopt.

Remembering Google Fusion Tables when I was still studying an online system for program monitoring database, I re-read the system and what it can do, and implemented the Staff Performance Information and Evaluation System with that as the technology base. 

With Google Fusion Tables, I was able to create input forms (well, actually, input tables) for each staff, some data of which will enter in the unique user interface of supervisors so that they can grade them. The supervisors only see records of outputs which they have not evaluated yet. Once they evaluate a record and close the window, and open it again, those record will no longer appear. 

On another view, the staff can see the evaluation of the supervisors (if they have already done that), but they cannot edit it. They can only see their own records, not those of other staff. And unit heads can only see records under their individual unit, not those of others. 

As it is a database, one can easily manipulate the presentation to suit the needs of managers. 

Unfortunately, it was not utilized, so I was not able to test its full operational capability - that is, simultaneous multiple users using the database. I did the "alpha" testing alone, if that would be considered as alpha testing. 

I sure hope that I would get the opportunity to implement a system like this. I had hoped to integrate this with our dashboard, but even that would probably just go to my charge-to-experience list.