There are two sides to optimal performance. One side deals with structures, processes and procedures, tools and measurement. This side deals with management of "hard" objective data: facts, figures, charts, etc. that can be examined and "seen."

The other side of optimal performance has to do with attitude, creativity, commitment, buy-in and self-discipline. This "softer," intangible side deals with leadership: when leadership is present, the right things get done in an efficient, enthusiastic way. When leadership is absent, things get done but often without achieving the intended results.

There are twenty steps that, if followed in your organization, will result in consistent optimal performance throughout your workforce. I call it the Optimal Process Design." The Optimal Process Design targets both the personal (leadership) and the process (management) sides of performance for immediate improvement and sustained progress toward better results.

As you implement the Optimal Process Design step by step, youll soon find that you are beating your sales, productivity and profitability goals and are exercising greater leverage of your organizations human capital and skill sets toward steady enterprise growth.

1) Identify who current internal and external customers are

2) Clarify current corporate assumptions and business objectives

3) Clarify current personal assumptions, goals and objectives of employees

4) Determine what internal and external customers need and want - currently and in the future

5) Measure how well internal and external customers are being satisfied

6) Determine how external customers are using the organization's existing products and/or services

7) Decide who the organization wants as its external customers and determine the similarities and differences between these and existing internal customers

8) Determine the current processes for meeting internal and external customer wants and needs

9) Identify opportunities for improvement within each of these existing processes

10) Conduct formal creativity sessions with all employees to generate ideas that will result in improvement in providing customers what they want and need

11) Structure work schedules to include guided and unguided individual T2 (Think Time) sessions as part of all management and employee job descriptions

12) Devise an optimal management "shell" structure that serves as a guiding template for developing customized business strategies and tactics for both internal and external customers

13) Develop a focused approach to turning any subconscious negative mindsets among employees into positive mindsets that drive the organization forward toward goal accomplishment

14) Develop pilot implementation schedules

15) Assess the effectiveness of pilot project(s) and what was learned and then communicate the findings to all employees in a timely and thorough manner

16) Develop short- and long-term plans of action for improving the identified steps of the organizations processes

17) Devise a monitoring system to follow up on implementation efforts and results

18) Design corporate celebration, fellowship and recognition opportunities and conduct them at regular intervals throughout each year

19) Identify and enlist "Process Champions:" one for change, another for stability

20) Create a supportive work environment in which people encourage and help each other to do "better than their best"