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How to Make Your Performance Review Process Suck Less

Next Level Blog

This is a process that almost no one enjoys – neither the reviewer or the reviewee. There are a lot of reasons why annual performance review processes usually suck. Third, in many organizations, the annual review process is directly tied to the compensation process. Here are three. First, they’re annual.

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Decision-Making Warning Flag 1b – Weak Analogies

Strategy Driven

“The fallacy of Weak analogy is committed when a conclusion is based on an insufficient, poor, or inadequate analogy. Citizens have been asked to cast their vote for a referendum requiring those seeking to purchase a hammer to undergo a registration process similar to that for firearms. ” Paul Leclerc.

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Innovation Begins (and remains) at the Top

Great Leadership By Dan

Many leaders may consider empowerment a handoff – a simple process of delegating work. For the most process-oriented tasks, that assumption may be true. Empowering innovation begins with our everyday behavior, outlook, commitment and openness to new thinking.

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Know Your History, Purpose and Direction

CoachStation

The process had other benefits. It provided the opportunity to delve more deeply into my initial answers on the importance of knowing why I do what I do and how that influences my direction and future focus – a process I encourage you to do too! Purpose = Building Success, Making a difference.

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Creating Customer Focused Teams, Part 3

Strategy Driven

They are necessary stepping-stones in the process that leads to high performance. In the process of development, teams most often get stuck in Stage 2. In order to move to Stage 3, the team must hammer out the performance standards and commitment to achieving them. Keep in mind that none of these stages are good or bad.

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Making Succession Planning “Real”

Great Leadership By Dan

She’s using good processes, tools, best practices, and is committed to the development of her company’s leaders. They may be chickens (involved), but they’re not pigs (committed). Senior and middle managers are REALLY good at figuring out what’s “real” and what’s not. Another GREAT question, and what a way real scenario!

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Balancing Push and Pull Approaches to Improvement

Harvard Business Review

Almost every process improvement initiative I've researched over the last three years in more than 50 organizations has been pushed from the top. These mandated-from-above programs include Lean Six Sigma initiatives with experts (" Belts ") in command, big IT implementations, and reengineering of major end-to-end processes.