The 21st century represents a service sector environment, which is knowledge-based and advocates information sharing as an important resource for competitive success.
Government works better when organizational leaders identify a limited number of clear, measurable, and ambitious goals and regularly review progress toward them.
When leaders ask about performance on specific goals, it reinforces the message that a goal is important.
When they monitor if progress is on or off track and request analyses to understand why, it illuminates a path to improvement.
The advent of performance metrics over the past two decades has heralded a cultural shift in the way public service bodies and institutions have been managed.
As a result, all public service provision is now subjected to government led performance indicators, standards of service delivery and practice
The focus on performance management both globally and in Malaysia is not new. Public and private sectors alike have aspired to achieve high performance through performance management systems, procedures, and practices.
As government agencies face reduced budgets and greater demands for accountability and efficiency, public service leaders need to adopt strong performance management approaches to help motivate employees, increase productivity and ensure high-quality services are being provided to the public.
Teams are common building blocks in organisations, and will be increasingly important in the face of the Public Service’s ever-changing and unpredictable environment.
Coined by organisation learning expert Amy Edmondson, “teaming” is of growing importance in this environment of constant change and increasingly complexity.
Teaming still relies on teamwork skills such as recognising and clarifying interdependence, establishing trust and figuring out how to coordinate.
This is why for teaming, individuals need to build capabilities to learn how to assemble and work together effectively.
In order to facilitate individual teaming behaviours, Edmondson suggests that organisations need to intentionally build cultures where people find it psychologically safe to team.
In psychologically safe environments, people believe that if they make a mistake or ask for help, others will not penalise them.
Leaders will find that they do not have all the right answers and need to tap on distributed knowledge across the Public Service.
High-performing teams can provide businesses with a significant competitive advantage and function as an engine of innovation within the organization.
Building and sustaining such a team requires strong leadership capabilities, good communication skills and a willingness to foster an environment of collaboration and openness.
The role of the leader is crucial in building a high-performing team because leaders set the tone, attitude, and culture for the team.
Leaders provide both the inspiration and information to engage all team members in delivering on goals and serve as a role model for how they should deliver on them.
They identify rules of engagement and make sure that team members model those values.
Leaders play crucial roles in promoting a psychologically safe organisation.
They can do so are by being accessible and approachable, being willing to display infallibility, inviting participation, refraining from penalising failure, setting boundaries, and holding people accountable.