October, 2012

Strategy Driven

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StrategyDriven Podcast Special Edition 63 – An Interview with Victoria Grady, author of The Pivot Point

Strategy Driven

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 63 – An Interview with Victoria Grady, author of The Pivot Point explores the psychology behind employees resistance to change and the actions leaders can take to more effectivel

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The Eiffel Tower: An iconic monument and a critical lesson.

Strategy Driven

We went to visit the Eiffel tower again. Our fourth visit in five years. What do you know about the Eiffel Tower? When it was built it was, to say the least, the most controversial structure of all time. Hundreds protested it, criticized it, campaigned against it, said it was a disgrace to architecture, and predicted it would be the ruination of Paris.

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Human Performance Management Best Practice 7 – Checklists

Strategy Driven

Individuals within organizations of all types frequently perform repetitive tasks demanding high levels of consistency and/or quality. In these circumstances, logically sequenced lists of activities serve to drive the desired consistency and quality without themselves being overly burdensome or time consuming. The text above is only a small portion of this article.

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Leadership Lessons from Zombies

Strategy Driven

Sometime in the past two years, perhaps while we were distracted by the vampire craze, zombies started presenting a more menacing presence. Scores of television programs, movies, and books have seemingly sprung from nowhere to teach us to survive a zombie attack. For example, Max Brooks, son of Mel Brooks and Anne Bancroft, has dominated the best seller list with his Zombie Survival Guide , a must-have for every survival-conscious home.

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Organizational Performance Measures Best Practice 18 – Ad Hoc Reports First, Automated Metrics Second

Strategy Driven

Change is difficult. Value illusive. Implementation of new organizational performance measures represents both change and sought after value, either of which can render the time and resources spent creating the new measures worthless. Consequently, it is incumbent upon those seeking to introduce the new measures to effectively test for acceptance and value contribution before committing the significant time and resources required for their development and implementation.

Metrics 50
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Are you the dominant brand, or is your brand bland?

Strategy Driven

What’s the difference between you and all of your competition? Are you different from your competition, or do you just THINK you are? Are you different from your competition, or do you just tell customers and prospects you are? Or are you different from your competition, and others CLEARLY perceive you as both different and better? REALITY: It’s not what you think or believe, it’s what your customers do and say.

Brand 50
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Organizational Accountability Warning Flag 2 – Time-based Performance Assessments

Strategy Driven

How often have you, as an executive or manager, looked at the cars in the parking lot as you come into or depart from your workplace and said to yourself, “So and so are really contributing to the organization,” based on seeing their cars. Or seeing no one else’s car reflected on your own performance as, “I’m a top contributor. I put in more hours than anyone else.”.