The Practical Leader

NOVEMBER 27, 2012

The increase in positivity, energy levels, engagement, cooperation, and grades was immediate and lasting. Why do most performance reviews focus on fixing weaknesses rather than leveraging strengths? What’s the lingering effect on motivation to improve and performance?

Ryan 81

Ryan Class Cooper Performance Review 81

Harvard Business Review

APRIL 27, 2011

But there is one right we believe needs recognition by bosses, organizations, and all the people in them: People have a right to competent management. But who knows what 'competent' management is? Certainly there's room for ongoing negotiation, especially around how the requirements of good management apply in a given situation.

Management 15

Management Maturity Cooper Report 15

Harvard Business Review

JUNE 1, 2017

Selvesware invites workers and managers to digitally amplify their talents and attributes, while monitoring and minimizing weaknesses. Simply put, selvesware helps people identify, manage, and measurably improve their best, most productive selves. Analytics are critical to companies’ performance. Insight Center.

KPI 8

KPI Directory Human Capital Self-aware 8

You're Not the Boss of Me

NOVEMBER 7, 2010

Some of the department managers received their mail with good grace, responding with a well-placed thank you and a smile. It was a small gesture but always with a big result and a willingness on my part to do more for those managers who had taken the time to acknowledge my existence despite my lowly placement on the hierarchical ladder.

Blog 79

Blog Politics Self-aware Learning-by-Doing 79

Harvard Business Review

OCTOBER 23, 2012

From the day he opened his first TV and appliance retail store in Richmond, Virginia, Sam understood that management means getting results through the efforts of other people. Sam loved McGregor's argument that there are two theories of personnel management. This was the popular perspective espoused by Fredrick W.

McGregor 8

McGregor Human Resources Retail Taylorism 8

Harvard Business Review

MAY 6, 2016

Impromptu performance review meetings with direct reports occur more commonly in these locations, and leaders address undesirable behaviors from team members as soon as they are observed. These types of managers adjust their messaging to keep the discussion affable; direct communication is seen as unnecessarily harsh.

Leadership 8

Leadership Leadership Styles Consensus Cooper 8

Harvard Business Review

NOVEMBER 22, 2011

These may seem less important than the lofty subjects of purpose, goals, and plans, but without them the task force will never become a real team, a "we" dedicated to finding a solution rather than a collection of cooperating and often squabbling "I's.". Performance metrics and feedback.

Team 15

Team Succession Construction Cooper 15

Harvard Business Review

MAY 2, 2011

After all, who can remember getting a performance review saying, "You rock at conflict!" That's why there's little pushback on pricing, obsolescence, or disappointing developers. Almost always, you're asking people to think a new thought, do a new thing, learn, stretch, and cooperate with others on creating something together.

Brand 14

Brand Energy Price Long-term 14

Building Personal Strength

FEBRUARY 24, 2011

It is still common for most managers to refer to people skills as “soft skills,” because they aren’t specifically about the business of the organization. But he aggregated people skills, managing emotions, personality and character traits into a single area of competence, further confusing the issue. And that's not all.

Skills 104

Skills Construction Goleman Emotional Intelligence 104