Employee Engagement – Why tolerate “OK” managers and then launch initiatives to be “World Class”? For many people the phrase ‘performance management’ cast a dark shadow of negativity over any engagement between leaders and the led. Employees know it is rarely used for the process of continuous consistent feedback; they see it as a formal…
Managers: Fit for purpose and value adding now; and in the future? The quality of employee engagement is invariably a consequence of the management team’s’ technical knowledge, behaviours and people skills. Often less than it could be as some managers may have been appointed because of their technical excellence; with but a glance as to their…
The fork in the road; Getting comfortable with the discomfort of doing the right thing. At some point in the career of all successful leaders there comes a fork in the road. To truly embrace employee engagement, or just keep your head down. To the right is the darkness and mayhem of confronting the individual whose…
Team Leaders; Being the best they can be; and able to help others to be the best they can be Creating the habit of team member performance measurement and feedback is one of the greatest challenges team leaders face during their career. It means they have to manage and develop people not like them; perhaps even…
Team Membership; Who decides and How is it decided? Answer; Team Leaders and Performance Management Over 1000’s of years people have selected places to live that are safe, sustainable and comfortable. Now that is possible in many places, other criteria have been identified; particularly in the workplace. By plagiarising Maslow we know people need to feel Safe; “have…
Do People shape the Numbers: or do Numbers shape the People? What comes first the people; or the process? It is not uncommon for organisations to make huge investment in processes to produce historical, current and future management information “numbers”; because numbers tell you what’s really going on. People are often set one overarching task…
The quality of employee engagement is invariably a consequence of the management teams’ technical knowledge, behaviours and people skills. Often less than it could be as some managers may have been appointed because of their technical excellence; with but a glance as to their people interaction skills. A solution is simple, but just not easy.…
Many years ago I had a wonderful job title, Assistant to the Chief Executive; it was shorthand for someone he sent to help businesses where things were not going well. To my surprise I discovered the root cause of most problems was limited to a small number of people who were, invariably, the senior managers.…
Peter was a rookie CEO 9 months in and according to the Chief of Chiefs ‘not waving but drowning,’ I had been sent to help him. We had discovered the cause of his problems was some managers were not managing….with little or no feedback from their managers about the not managing. One consequence of this…
Peter was a rookie CEO 9 months in and according to Chief of Chiefs ‘not waving but drowning,’ I had been sent to help him. We had discovered the cause of his problems was some managers were not managing….with little or no feedback from their managers about the not managing. The third time I met…
Is there a Big Question you would like answered?