Tag Archives: performance

Development is a Marathon, Not a Sprint

performance review“Be not afraid of growing slowly; be afraid only of standing still.” – Chinese Proverb

“The man who moved a mountain was the one who began carrying away small stones.” – Chinese Proverb

It’s that time of the year again, the time in which managers sit down with their team members and provide feedback on their respective performance over the prior year.  And while these reviews should merely be a confirmation of performance feedback that management provides throughout the year, they are an opportunity for a deeper discussion on the impact of that performance and the trajectory it foretells for us as individual contributors.

Understanding one’s performance in the recent past is always helpful.  But what I’ve found to be more important in these reviews are the discussions around professional development – the opportunity it provides for each individual to establish a formal development plan and improve their performance as a member of the team while positioning them for future growth as an individual.  Continue reading →

What Motivates You?

“Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it.” – Lou Holtz

“The problem, often not discovered until late in life, is that when you look for things in life like love, meaning, motivation, it implies they are sitting behind a tree or under a rock. The most successful people in life recognize that in life they create their own love, they manufacture their own meaning, they generate their own motivation.” – Neil deGrasse Tyson

Ever wonder what motivates people?  Why people do the things they do?  Why some are so focused on getting ahead, while others prefer continuity?  Why some pour themselves in to their work, while others find great balance in work and family life?   Or do you wonder what keeps people engaged with one organization when bigger opportunities or higher pay might exist ‘across the street’? Continue reading →

Are You Sure You’re Not a Bad Boss?

worst boss“… take the time to consider not just what kind of a leader you are, but what kind you’re not” – Jack Zenger and Joseph Folkman

I found this interesting study from a pair of researchers (Jack Zenger and Joseph Folkman) in a recent issue of Harvard Business Review (http://blogs.hbr.org/cs/2012/08/are_you_sure_youre_not_a_bad_b.html).  They analyzed over 30,000 managers and reports from 300,000 of their peers, employees, and executives.  What they found is quite interesting.  It’s more about what they don’t do than what they do that makes them bad bosses.  It wasn’t ‘taking credit for others work’ or the ‘hypocritical’ bosses who said one thing but did another that topped the list.  It was something quite different

And the number one offense?  Failure to inspire, owing to a lack of energy and enthusiasm.  Again and again, these leaders were described as unenthusiastic and passive. Continue reading →

Managing by Objective

“It is direction that determines destination, not intention”

[Andy Andrews]

Since we are at the beginning of the calendar year, and for many organizations, the beginning of their fiscal year, I thought I would focus on the importance of organizational vision, alignment and a plan to win as this posting’s leadership message.

One of the cultural leadership traits I have always tried to develop in organizations I manage is the concept of “Manage By Objective.”  This cultural principle essentially highlights the importance of knowing your destination, developing a plan to get there, and creating the focus that ensures you reach those objectives.

But as this week’s leadership quote notes, “it is direction that determines the destination, not intention.”  In order to achieve that destination, you must ensure the proper direction and have the right focus to ensure continued to progress toward that destination.

Most organizations have not figured this out.  Surprisingly, many slumber along thinking that the same old approach will work year in and year out.  They think to themselves, “as long as we keep doing what we do the future will happen as it should”.  They don’t have a plan.  And when they do, its ill-conceived and much more aspirational than practical.

For an organization to succeed, it must build a culture of direction.  It must be aligned.  It must know where it is going, and it must have a plan to get there.  And I’m not talking about a financial plan, I’m talking about a plan that lays out very specifically what the key objectives and priorities are, and what will constitute success.

How do you lead your organization?  Have you created a vision, a strategy, and a plan of how to get there?  Or do you simply hope that through motivation and encouragement the organization will somehow find its way?