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