Creativity and innovation are fueled by the intelligence of people who have the freedom and right to express their ideas. How can we liberate the creativity and intelligence of our employees? How can we integrate their individual ideas, inspiration, and analysis into rapid decisions and actions and coordinate them to create value for customers? How can we build organisational intelligence?
Major market shifts are changing global business. In addition, economic realignment, advances in technology, the globalization of markets, changing demographic trends, new customer needs and increased competition are fundamentally reworking how companies operate in virtually every industry and region of the world. Proof of this new world order is in the trade numbers – the total of the world’s exports… Read more →
Entrepreneurs and organisation leaders are often so preoccupied with immediate issues that they lose sight of their ultimate objectives. That’s why an organisational review and preparation of a strategic plan is a virtual necessity. This may not be a recipe for success, but without it the organisation is much more likely to fail.
All managers expected to carry out performance appraisals should have some training. Ideally this should not just be on the skills of performance appraisal (“how” to do it) but also on the reasons for performance appraisal (“why” we do it). Managers should understand how it fits into the wider strategic process of performance management and how the information and date… Read more →
A performance appraisal is an important part of performance management. In itself it is not performance management, but it is one of the range of tools that can be used to manage performance. Because it is most usually carried out by line managers rather than HR professionals, it is important that they understand their role in performance management and how… Read more →
Give positive spoken communication. It costs you nothing but a little effort, and the rewards are great. Every human contact is an opportunity to give the gift of good feelings through the words you say. People can’t read your mind; what you say is evidence that you care.
Confusion, misunderstanding, discontent and unsatisfactory internal and external customer service causes employee turnover and a huge drain on profitability. Managing performance requires us to reconcile care for and development of our people, and ensuring that departmental and organisational aims are achieved. Managing performance requires us to strike a balance between compassion and accountability. Effective managers strive to balance these two areas… Read more →
In the first part (click here) of The Leadership Pipeline, we discussed why potential for leadership and good management often goes unfulfilled. ‘.. at least fifty percent of the people in leadership positions are operating at far below their assigned level. They have the potential to be leaders, but that potential is going unfulfilled’. – ‘The Leadership Pipeline’ Star performers who are… Read more →
A good friend of mine recommended that I read, ‘Strategy and the Fat Smoker’ by David Maister, while we were discussing business management issues one day. Intrigued by the title, I “googled” it and became more interested in the book. It’s available on Kindle, so I got a copy straight away and started to read. Once I started, I could… Read more →
In their highly acclaimed book, ‘The Leadership Pipeline – How to build the leadership-powered company’ , Ram Charan, Stephen Drotter and James Noel begin by highlighting the work carried out by Walt Mahler, a respected human resource consultant and teacher at General Electric during the early 1970’s. At that time, Walt Mahler’s work involved the GE succession planning process and in particular,… Read more →