Great Leadership By Dan

SEPTEMBER 10, 2020

They are not a leader because their position entitles them to be; they see leadership as a verb, a skill to continue to develop and hone. For example I have a growth mindset about my career but I have a fixed mindset about the upsides of parachuting from a perfectly flyable aeroplane! A growth mindset means they operate with: 1.

Agility 309

Agility Sports KPI Learning-by-Doing 309

Strategy Driven

JUNE 3, 2016

It’s a lot like closing the barn door after the horse escaped or, in my own example, Monday morning quarterbacking. Let’s use the sales department as an example, as it has the greatest opportunity to affect any company’s profitability. Territory Development. Executing a Formal Sales Process. Building Relationships.

KPI 50

KPI Bottom-up Compliance Review 50

Strategy Driven

APRIL 16, 2014

Make Metrics Visible and Accessible – Having workers, managers, supervisors, and executives see metrics helps employees make decisions and take action. If only executives see them on a monthly dashboard, it is too infrequent, too late, and too inaccessible. So you need to discuss that with the Process Owner and Executive Sponsor.

Metrics 52

Metrics Process BPM KPI 52

CoachStation

JUNE 28, 2015

As highlighted in one of the points below, to develop in this space is a choice – yours, not someone elses. When coaching leaders, self-awareness and the development of comfort in seeing things as they are, not as we would like to see them is the first, big barrier to overcome in almost every case.

Self-aware 109

Self-aware Leadership Emotional Intelligence Middle Management 109

Harvard Business Review

JUNE 1, 2017

Tomorrow’s most effective executives will merge and marry workplace data and analytics to digitally design more-productive versions of themselves. Consider, for example, the obsessive get-it-done-now! executive whose 360-degree performance reviews point to a brusque and alienating communication style. Insight Center.

KPI 8

KPI Directory Human Capital Self-aware 8

Harvard Business Review

FEBRUARY 28, 2017

Novel workplace analytics, for example, mean more organizations can more readily identify the 20% of employees contributing 80% of value to a product, process, or user experience. Fewer than 10% of drinkers, for example, account for over half the hard liquor sold. Pareto’s “vital few” becomes a “vital fewer.”

KPI 8

KPI Analysis Innovation Engineering 8

Harvard Business Review

APRIL 8, 2015

One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. The challenge for executives is, of course, to manage their conflicting goals, or so-called trade-offs. Why is it that? That might sound strange.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8