Great Leadership By Dan

JUNE 21, 2012

The promise of flexibility and agility as an organization, inspired by establishing shared goals across organizational boundaries, is only attainable if you back it up by sharing resources as well. Modeling the desired collaborative behaviors -- showing your employees that you walk the talk -- is the goal.

Incentives 258

Incentives Agility Resources Follow-up 258

LDRLB

JUNE 14, 2011

The plan must be cascaded properly from top to bottom of the organization so that front line staff knows how their work impacts the organization’s goals. Assigning metrics and systematically measuring them fosters accountability. SP is necessary, but only successful when linking the long-term strategic priorities to today’s actions.

Strategic Planning 104

Strategic Planning Planning Ryan Covey 104

LDRLB

JUNE 14, 2011

The plan must be cascaded properly from top to bottom of the organization so that front line staff knows how their work impacts the organization’s goals. Assigning metrics and systematically measuring them fosters accountability. Others in our company would also say that it holds a team “able” instead of just accountable.

Strategic Planning 74

Strategic Planning Planning Ryan Covey 74

Marshall Goldsmith

SEPTEMBER 16, 2013

Neither of these is a good metric for achieving a positive, long-term change in behavior. This type of follow-up will assure continued progress on initial goals and uncover additional areas for improvement. Our goal is not to create a dependency relationship between coach and client. and “How much time did I spend in coaching?”

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Harvard Business Review

MAY 29, 2012

The idea that corporations need a single purpose is based not in law, but in economists' arguments that unless we have a single, objective, easily-observed metric to judge how well directors and executives are running firms, corporate "agents" will run amok. There are few human activities whose success is measured by a single metric.

Short-term 14

Short-term Long-term Objective Customer Loyalty 14

Harvard Business Review

AUGUST 17, 2012

They're a metric, not a goal. That's because there's little legal or historical justification for making shareholder wealth maximization the goal of the corporation (Stout's 2002 Southern California Law Review article, " Bad and Not-So-Bad Arguments for Shareholder Primacy ," is the best summary of the evidence on this).

Short-term 13

Short-term Collins Bottom-up Long-term 13

Harvard Business Review

SEPTEMBER 15, 2015

While our own physicians are still largely reimbursed on a fee-for-service basis from non-Geisinger insurance payers, since 2002, we’ve been using the following 80/20 compensation model: 80% of total cash compensation is based on the usual piecework metrics: panel size, number of patients seen, number of work units performed, and so on.

Insurance 8

Insurance Cost Incentives Metrics 8