Harvard Business Review
MAY 25, 2017
” In 2012 the Commonwealth Bank restructured its evaluation system so that 75% of CEO incentives came from the bank’s total shareholder return (TSR), relative to a set peer group, and 25% from customer-satisfaction results, benchmarked against another peer group. .” ” Now a full 50% of the assessment was subjective.
CO2
JUNE 29, 2010
Moreover, ethical followers can help leaders avoid making questionable decisions and high performing followers often motivate leaders to raise their own levels of performance. Engagement is concerned with the level of effort people put forth at work.
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Harvard Business Review
MARCH 12, 2018
What happened to being rewarded for consistent, quality work over the long-term? This hasn’t gone unnoticed by some leaders, and a new generation of CEOs taking a cue from this last bastion of the Protestant work ethic. There is perhaps one place where this paradigm still exists: the gym.
Harvard Business Review
MAY 29, 2014
Stock analysts now view such expenditures as essential to a company’s long-term brand and value. Restructuring a company to focus on sustainability doesn’t happen overnight, so how long did it take to get everyone on board and how did you deal with any resistance to change?
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