Ideas from books, articles & podcasts.
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High performing managers understand that trying to achieve direct control of employees is futile and that trying to change people’s natural talents will not work. The solution is both simple and elegant: define a required outcome and then let the employee find their own way forward, throu...
First Break All the Rules asserts that the status quo is counter productive, and encourages management to adopt innovative approaches to employee engagement.
Develop a performance management routine to keep focused on the progress of each person's performance.
We all possess talents within the contexts of these categories. It is important to recognize that talents can’t be taught, they can only be cultivated and encouraged within the work roles assigned to that person. Skills, on the other hand, can be taught (i.e. typing speed, surgical techniques, so...
Normally we associate talent with celebrated excellence. Great managers disagree with this definition of talent. It is too narrow and too specialized.
As a manager, it is your responsibility that your employees reply with an emphatic “yes” to the 12 questions. Positive responses to these questions were strongly correlated to profitability, productivity, employee retention, and customer satisfaction.
Great managers know that every role in a workplace requires talent because there are recurring patterns of thoughts, feelings, and behaviours. Managers that are able to select for these patters will have more harmonious results on their team.
Employees must follow certain required steps for all aspects of their role that deal with accuracy and safety
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How do companies –– in different countries and industries –– all achieve breakthrough performance when the odds are stacked against them? The answer: By applying The Three Laws of Performance and thereby re-writing their futures. Authors Steve Zaffrron and Dave Logan crack the code on rewriting the future for people and organizations, elevating performance to unprecedented levels.
created 7 ideas
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