The key to keeping score is to keep it simple. This is especially helpful in tracking organizational performance in a way that may be communicated to stakeholders on a regular (at least quarterly) basis.
Few subjects are more widely discussed and more misunderstood than performance management. Today, with the demand for qualified people higher than ever before, the impact of performance management has never been greater. Yet, so many organizations have all but given up on this critical process. Perhaps they grew tired of doing it so poorly for so long. But throwing in the towel on the process of performance management is a surefire path to confusion, complexity, dissipated resources and fragmented, disjointed efforts. There’s a better way.
Enduringly successful companies recognize that their greatest competitive advantage lies in their people and in their winning culture. Since these are two items that are difficult for the competition to copy, time, effort, energy and yes, dollars are allocated directly toward building and sustaining both.
Some time ago, I visited an underperforming company. Their Chairman of the Board asked me to spend time on a tour of the facility and to provide feedback. Once that was finished, I was asked what I thought. “You failed the mop test”, was my response. The plant...
One of the most enduring challenges facing businesses is the development of the next level of supervisors and managers. I often hear from executives who are frustrated by the need to step in and handle management challenges, particularly those involving the performance and behavior of their people.
One of the constant challenges I see for entrepreneurial CEO’s is the sheer number of distractions they face every day. An effective barometer of this is the amount of “stuff” on their desk at any given time. Among the questions I like to ask are the following…