The story of a rapidly growing tech company, which recently went public, features their CEO’s approach to (among other things) hiring and maintaining a high standard of performance. Simply put, they set the bar high and they keep it there.
One of the most compelling aspects of lean manufacturing is to eliminate wasted time, effort, and of course, money. In many organizations, the number of internal activities having little or no impact on the customer (which is the primary reason businesses exist in the first place) is staggering. Why all this non-value stuff and what to do about it?
A recent issue of the Harvard Business Review features a cover story which zeros in on an important and all too common dilemma. Leaders believe they have alignment with and among team members. And why not? Meetings are held, key items discussed, nodding of heads and indications of agreement are noted. Then what?
At a recent Graphic Communications Leadership Institute (GCLI) Workshop (gcleadershipinstitute.com), the subject of individual assessments came up. While there are many to choose from, all agreed that these can be helpful and in ways beyond assisting in the hiring process.
“The toughest decisions in organizations are people decisions-hiring, firing, promotion, etc. These are the decisions that receive the least attention and are the hardest to un-make”, according to renowned management expert Peter Drucker.
I recently read with great interest a front-page article in The Wall Street Journal about credit card debt reaching an all-time high. Several factors have contributed to this trend, including challenging economic conditions. But there is more to the story.