doing the right stuff?
you'll get the results
The question is not simply whether your organisation is performing. It is whether the way it performs is building or borrowing from its future capacity
Organisational performance
a company's or institution's ability to reach its set goals and objectives by using its resources (like money, people, and time) in an efficient and effective way.
Productivity
a measure of how efficiently resources—like time, labor, money, and materials—are converted into useful goods or services.
Organisational innovation
the implementation of a new organisational method in a company's business practices, workplace organisation, or external relations.
Wellbeing
being happy, healthy, and prosperous, or having a general sense of welfare and life satisfaction.
  • Q:
    Our portfolio companies don't even have time to complete our simple survey.
    A:
    That's because they can't see what's in it for them, so it never makes the top of the list. The Clean Work Prognostic gives immediate, positive feedback which are so specific and personal to their company that they're useful from day one.
    Evidence: Feedback works when it is specific, task-focused and two-way; over a third of feedback interventions made performance worse (Kluger & DeNisi 1996, via CIPD performance feedback review).
  • Q:
    We've had the same strategy session three times. Why would this be any different?
    A:
    The strategy was made in a room with investors and handed to a team that wasn't there, so it gets parked. The prognostic starts from what the company already does well. Nobody resists their own ideas.
    Evidence: Openness to outside ideas: Not Invented Here and the IKEA effect. People value what they build themselves more highly, but only when they finish it (Norton, Mochon & Ariely 2012)
  • Q:
    How much of the founder's time does it take?
    A:
    Very little. The work is ours. We spend three days observing, have a 30-minute conversation with each person, and meet with leadership. A short optional survey helps them set their direction.
  • Q:
    Isn't this just another consultant telling them what's wrong?
    A:
    We tell them what they're doing right, what to keep doing, and what the research says to expect from it.
    Evidence: Focus on strengths. Strengths-focused feedback improves performance, even for low performers (CIPD performance feedback review).
  • Q:
    Why talk to everyone, even the cleaner?
    A:
    If you don't hear people, they don't engage. Every single person in a company makes daily decisions. When every person is seen, heard and valued, the whole company moves.
    Evidence: Listening to/Psychological safety : supervisor listening predicts psychological safety, which predicts creativity (Castro et al. 2018, CEBMa level A). Recognition: moderate to large effect on motivation and performance, larger when work feels less meaningful (CIPD incentives and recognition review).
  • Q:
    We've tried monitoring and evaluation tools, but our companies don't engage with them.
    A:
    Most M&E is built to judge. Being an entrepreneur is tough enough without someone checking up on you every week, so founders need a lot of emotional energy to complete these assesments. The Clean Work Prognostic isn't an inspection. It shows founders what they're already doing right, and that gives them something worth engaging with.
    Evidence: Saying why you are giving feedback. People assume bad motives in whoever brings hard news, which drives defensiveness; showing a helpful motive reduces it (John, Blunden & Liu 2019, R47; Yeager et al. 2014). Feedback that turns attention onto the person rather than the task tends to make performance worse (Kluger & DeNisi 1996). People performed better when they had privacy from being watched (Bernstein 2012, on Visible work).
  • Q:
    Isn't three days of observation just watching people work?
    A:
    Intention is everything. If you're watching to catch people out, they know, and even when you're not, people are biased towards defence. So we say upfront what we're looking for, which is what's working, and the findings come back as recognition, not as a scorecard. Making work visible is very different from watching people work.
    Evidence: Saying why you are giving feedback: innocent messengers of bad news are disliked because people assume bad motives, eased when the messenger is shown to mean well (John, Blunden & Liu 2019); critical feedback that says why it is given is acted on more and leads to better work (Yeager et al. 2014). Bernstein (2012) as the warning about being watched. See receiving-feedback-scan.
  • Q:
    We can't make our companies do anything.
    A:
    You don't have to. You offer it, and they choose to take part.
  • Q:
    Can you prove it works?
    A:
    The practices we look for come from peer-reviewed research. We're now testing the prognostic itself with three pilot companies, measuring productivity before and after. If you'd like one of your companies to be part of that, talk to us.
    Evidence: Structured management practices Bloom et al. 2013 randomised trial. Proof that the prognostic itself works will come from the pilots.
Frequently Asked Questions
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We offer a 30-day return policy for most items in their original, unworn condition with tags attached. Refunds are processed to the original payment method within 5-10 business days after we receive the return. Sale items are final sale unless defective.
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