Engaging Leader

SEPTEMBER 1, 2015

Research shows no one is happy with annual performance reviews—not executives, not managers, and not individual contributors. Even HR teams responsible for performance management aren’t convinced annual reviews provide value. Individuals remain motivated and challenged through meaningful stretch goals.

Goal 100

Goal Wilde White Paper Management 100

The Practical Leader

DECEMBER 27, 2023

Hope the kids in your life aced their big performance review and rated highly on his naughty-nice scale. He fostered a culture of innovation and inclusiveness that boosted agility and trust. Leadership Team Dynamics and Culture Development are Entwined Are You Being Poisoned by a Toxic Culture? Are You One?

Learning-by-Doing 52

Learning-by-Doing Agility Performance Review Letter 52

Harvard Business Review

MAY 15, 2018

Increasing volatility, uncertainty, growing complexity, and ambiguous information (VUCA) has created a business environment in which agile collaboration is more critical than ever. Intuitively, we know that the collaborative intensity of work has skyrocketed, and that collaborations are central to agility. This story is not unique.

Agility 14

Agility Team How To Project 14

Harvard Business Review

JUNE 19, 2017

If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.

Agility 8

Agility Software Incentives Banking 8

Let's Grow Leaders

FEBRUARY 6, 2023

When done well, matrixed teams are more agile than traditional organizational structures and make it simpler to collaborate and communicate across departments. It’s likely that the manager who signs your performance review or recommends your raise isn’t close to your day-to-day work.

Organization 266

Organization Power Project Consensus 266

Harvard Business Review

JANUARY 11, 2016

We see big changes ahead in performance management. Organizations like GE and Accenture are experimenting with new approaches to that old shibboleth: the annual performance review. And our research found that over 50% of leaders fully expect agile talent to increase as a percentage of total employees.

Agility 8

Agility Management Cost Performance Review 8

Harvard Business Review

SEPTEMBER 8, 2015

Our interest in the topic was piqued when clients started to tell us how our research on motivation and the brain was explaining why standard performance reviews were failing. In short, standard performance reviews, delivered once a year, are just not relevant to the ways we work anymore.

Company 8

Company Performance Review Trends System 8

Harvard Business Review

MAY 11, 2015

And as anyone who has ever given or received a traditional performance review knows, this process can be highly subjective — even in the most metrics-obsessed organizations. Conventional performance reviews can also undermine a company’s agility and lead to missed opportunities.

Management 8

Management Performance Review Review Mission Statement 8

Harvard Business Review

DECEMBER 3, 2013

In this real-time world, batched performance reviews delivered once or twice a year are obsolete before we’ve even sat down to write them. For this performance system to be as agile as it needs to be, it must be wonderfully simple. Only then will the company be agile enough to stay relevant. None of that.

Management 9

Management Agility System Human Resources 9

Harvard Business Review

DECEMBER 19, 2016

CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. implement frequent, rapid, project-specific evaluations instead of annual performance reviews).

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

APRIL 4, 2016

For example, instead of giving a negative performance review, you’re having a constructive conversation about development. To minimize those negative emotions, try to think about it as a regular conversation and frame it in a positive way. This isn’t sugarcoating.

How To 8

How To Construction Agility Performance Review 8

Harvard Business Review

SEPTEMBER 13, 2013

We originally envisioned the metric as a formal KPI in each staffer’s annual performance review. But we soon realized we had created a contradiction: You can’t build a culture that values rapid iteration by simply changing an annual performance cycle. Our development team went Agile.

Team 13

Team Metrics KPI Rogers 13

Harvard Business Review

FEBRUARY 9, 2015

If you were my manager and you watched my performance for an entire year, how accurate do you think your ratings of me would be on attributes such as my “promotability” or “potential?” ” How about more specific attributes such as my customer focus or my learning agility? This admission will challenge us.

Document 8

Document Training Consensus Learning-by-Doing 8

Harvard Business Review

DECEMBER 12, 2018

I converted from my religiously observed to-do list (daily work plan) to this calendar system, also known as timeboxing (a term borrowed from agile project management). Or a performance review looms — what were the highs and lows of the last six months? Fifth, they lack a commitment device, to keep us honest.

Productivity 8

Productivity Products Agility Performance Review 8