is one of the most complex processes for a manager in any organization and yet it is the inevitable part of an organizational process
In a nutshell, it’s the process of creating an environment where people perform to the best of their ability in order to meet the company’s goals and they are evaluated periodically by the line managers or bosses
it is a sum total of recognizing, managing, training and developing the performance of the human resources in an organization
Case study: RaNdler’s case
Randler joined his new BPO organization after his three productive years in this role
In his stint with the previous company, he won the employee of the Quarter award each year as he over exceeded the expectations set by his manager
This article closes the “The 4 Disciplines of Execution” series. The first one focused on presenting the 4 disciplines of execution, the second one was about how to apply the disciplines when you are a leader of leaders and the third one is about applying 4DX as a Leader of a Frontline Team.
This article is the second part of “The 4 Disciplines of Execution” series of posts. In the previous one we focused on presenting the 4 disciplines: focus on the wildly important, act on the lead measures, keep a compelling scorecard and create a cadence of accountability. This one covers how to apply these disciplines by being a leader of leaders.
When you operate using only lag measures it’s like posting the score only at the end of the game. But by then, it’s too late to change how you play your game. One of the most significant jobs as a leader is keeping score.
Peter Drucker termed the “activity trap”: stressing output is the key to increasing productivity while looking to increase activity can result in just the opposite. On an assembly line, it’s easy enough to distinguish the output from activity. It gets trickier when employees are paid to think. Grove wrestled with two riddles: How can we define and measure output by knowledge workers? And what can be done to increase it?
When you create enough safety, you can talk to almost anyone about almost anything. As those who are masters of accountability move from thinking to talking, and in this article you will learn how they create safety.
“Crucial Accountability” dives into the often challenging issue of addressing failed promises and unmet expectations. The book shares tools and steps for holding friends, family, and colleagues accountable for their actions, and enabling them to fulfill commitments and meet future expectations.
The two riskiest times in crucial conversations tend to be at the beginning and at the end. The beginning is risky because you have to find a way to create safety or else things go awry. The end is dicey because if you aren’t careful about how you clarify the conclusion and decisions, you can run into violated expectations later on.