Clearly defined Key Results Areas means taking career ownership
Chapter 7
p.6
I often hear people in the company talking about Key Results Areas.
What are Key Results Areas and what can I gain from it?
KRA’s is an acronym for ‘Key Results Area’. Having clearly defined Key Results Areas enables you to take ownership of your job and to accept responsibility for those areas in which achieving results are your responsibility.
Obtain timely feedback that will allow you to change direction when needed.
Promote an environment of self-management.
Key Results Areas enable you to maximize the Contribution Zone (overlap) between yourself, the company and the customer, as well as the customer’s customer. Furthermore, it matches your individual aspirations with the company and customer requirements.
The diagram below indicates the all-important area of overlap in which you can make Key Results Areas work for you.
What's the difference between my position in the company, my roles and my tasks?
Your function is your job title i.e. Sales Manager.
Your roles are your different areas of responsibility.
(KRA's - Key Results Areas), for instance:
Managing your team and their performance;
Applying selling skills to meet targets;
Providing technical skills training for other team members; etc.
Your tasks are the activities that you have to
perform in order to carry out your roles, for
Instance:
Product presentations and demonstrations;
Sales calls;
Proposals and quotations; etc.
Your function is defined by the key roles you play
in terms of agreed success factors.
Your roles tend to remain constant while your tasks may change in line with changing circumstances and targets.
Ok, how do I go about defining my Key Results Areas?
Defining your Key Results Areas:
Ask yourself: My job exists to do what for whom?
What?
For Value Added?
1
2
3
4
Writing your Key Results Areas:
Write down your Key Results Areas using the SMARTM process:
What?
Value Add?
S - Specific
What must be done?
M - Measurable
When is it done?
A - Achievable
Why can I do it?
R - Results
What's in it for me?
T - Timing
When must it be done?
M - Monitor
Monitoring
Having your goals clearly defined makes it easier to change something along the way if this should become necessary.
Managing your performance will be no headache if you make the steps below a personal ritual that you follow conscientiously at regular intervals.
Managing for performance
Review regularly - Keep a copy in your diary.
Has your job focus changed?
Has the company changed focus?
Drop unfocused Key Results Areas and add new ones.
Regularly check progress.
Are you on target to reach your goals?
Who can help?
What can be done to assist you?
Obtain your manager's feedback.
Manage your relationship with your mentors.
What would really help me is a tool that I can carry with me that will constantly remind me of what my roles are for the year, as well as the tasks they encompass. Oh yes, also the gaps that I have to work on to increase my competencies.
To ensure that your Performance Management stays on track, complete the check list on the following page and keep a copy in your diary.
Once one is clear on personal goals determine what are my roles for this year?
Please insert this into your diary
ROLE 1:
ROLE 2:
............................................
............................................
ROLE 3:
ROLE 4:
............................................
............................................
That's exactly what I need to manage my contribution.
Here are some additional tips:
Review your KRA's at staff meetings.
Review your KRA's with your mentors.
Having your goals clearly defined makes reaching them easier.
It also enables you to identify areas of change.
Take responsibility for getting and giving input; this reduces management involvement.
Faster growth with less management involvement results in increased effectiveness.
My team leader said that Key Results Areas are "central to an integrated growth plan and compensation".
What did he mean by that?
Let me try to explain.
Some of the concepts I will mention are explained elsewhere in this book. At this stage, just try to understand the big picture.
Your integrated growth plan, and corresponding compensation is closely connected to managing your Contribution Zone. This zone is essentially the area of overlap between yourself, the company and the customer.
There are three focus areas that are especially relevant to monitor:
Career focus: Which represents your interests:
Where are you going in terms of your chosen career path?
Results focus: Which represents the interests of the company:
What results are expected from you? Are they agreed and communicated?
Customer focus: How effective are you? How satisfied are your customers?
The diagram below illustrates some of the mechanisms that will contribute to an integrated growth path.
The process of arriving at your Key Results Areas contribute to clarifying and communicating the agreed results expected from you.
Thereafter your Key Results Areas help you stay on track in terms of the results expected from you; your roles, functions and tasks.
Tools mentioned here to measure your effectiveness, like the Balanced Scorecard and the Order Cycle, are explained elsewhere in this book.
