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If you lead them, they will follow!
Traits today's leaders "must have" to survive and lead without self-destructing
Curated by Robin Martin
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FINALLY, Scrapping Performance Appraisals for What Motivates!

FINALLY, Scrapping Performance Appraisals for What Motivates! | If you lead them, they will follow! | Scoop.it
Something big is going on. More and more companies have decided to radically change their performance appraisal process.



...Adobe, Juniper, Kelly Services, and a variety of other companies ...have decided to do away with traditional performance ratings and dramatically change the annual appraisal process.

Excerpts

 

The new keys to success:

 

Develop a “feedback-rich” culture and set of tools (often online, sometimes formal, often informal) that encourages all employees to give each other feedback.      Talk about performance regularly and let employees create their own goals on a regular basis.    [Ensure] managers provide ongoing feedback and teach them how to have honest conversations.    Assume that employees already know something about their own performance, and [help them] them self-assess. ...That starts the dialogue about expectations and the match between their self-assessment and that of the organization.
Related posts by Deb:
Creator, Challenger, Coach through Change: Getting out of the Drama  The Impact of a Challenging Goal, Parasailing in Key West              Change, Innovators, Creativity and Community, Will it Blend?


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, May 6, 2013 11:15 AM

IS this slow moving change finally taking hold?!  From a Chris Lee article on problematic appraisal in the 90's ot Coen's & Jenkins "Abolishing Appraisals" book in 2002, finally the death bell may be ringing.


More than a decade later, there is hope for corporations abandoning this deeply flawed corporate millstone in exchange for a healthier, feedback rich and goal/challenge driven culture.   ~  Deb

Deb Nystrom, REVELN's curator insight, May 10, 2013 1:58 PM

It's time for performance management to fade and for positive talent development systems to move forward.  As an example of this, Skillrater.com has arrived on the scene, integrated into social media and positive feedback practices.  More news and scoops to follow.  ~  Deb

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It's got to be about Why, not How: How Great Leaders Inspire Action, Simon Sinek

"Why FIRST:  Communication and the Golden Circle:  Why, How, What?  Inspire where others do not.  Profit is JUST a result NOT a reason for existing."

 

Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)

 

_________________________

   

"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek

_________________________

   

 

Apple:  NOT, What we do, great computers.  Want to buy one?

RATHER:  Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly.  We happen to make computers.  Want to buy one?

 

Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.  

   

 

 

 

 

 

 

 

http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?" 

 

Source here.


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Robin Martin's comment, May 11, 2013 12:39 PM
Thanks Deb!
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UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job

UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job | If you lead them, they will follow! | Scoop.it

Josh James, Founder and CEO of Domo; Author of Startup Rules responds to ~ The Case for Hiring “Under Qualified" by digging deeper into his hiring philosophy & success.  He's also the all-star executive who also co-founded Omniture and took it from inception to IPO to sale for $1.8B to Adobe

 

Assessments don't catch what Josh James is talking about, the renegades, the untested, as well as the angry ones who have something to prove.  In that light, Josh James proves how one of his rules shows the limits of the others. - Deb

______________________________

  

#45:  No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, currently employed candidates who won’t leave… PERFECT.”

______________________________


Excerpts:

Josh James's response to "Dave, Dave, Dave..." in Forbes focusing on his Rule 45: "No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, Currently Employed Candidates Who Won’t Leave… PERFECT.”

______________________________

 

...a handful of my executives ...had been fired from their previous job. They were so angry and motivated to prove the world wrong...that I couldn’t resist.

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I’ve always believed that hiring people with untapped potential can serve as a tremendous accelerant to your business. This is something I learned very early on in my career and has been a staple of my hiring and promoting decisions throughout the course of running my businesses. 

______________________________

  

...hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated...

______________________________

 

[However], if you were faced with hiring 10 employees who were terminated for one reason or another, or hiring 10 employees who were top-rated, currently employed individuals who didn’t want to initially even interview, then I think the latter group would prove to contain dramatically more successful individuals 90% of the time.

That said, a handful of my executives at Omniture who had been fired from their previous job.  

They were so angry and motivated to prove the world wrong (another one of my rules: hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated), that I couldn’t resist.  


...We have an obligation to the rest of our employees and their families to ensure we have a world-class, globally competitive company.  In order to do that, I want to stack the cards in our favor as much as possible.  Capitalism isn’t always nice.

If you look at my other rules, (DN:  In his list of 55 Start-Up Rules) you’ll notice number 46:

  

There are exceptions to every rule and to the extent you make the exceptions, you accept greater risk, but you can also receive greater reward.  

   
In that vein, my startup rule number 20 (also found at http://www.joshjames.com) speaks to that, about hiring the underprivileged and undeserved, who, although they haven’t had the best chances yet, they have the gumption, desire, and enthusiasm and are just waiting for the right person to believe in them.

Half of my management team at Omniture and already half of the leaders who have received promotions at Domo are people who were or are learning on the job.  

We are chock full of people whom I have my eye on and who are killing it in their positions. 

They will deserve and receive promotions down the road despite their lack of a been-there-done-that resume. They have the intangibles.  (DN: That don't show up on assessments, necessarily.)

And by the way, we’re hiring.  - Josh James


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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | If you lead them, they will follow! | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”


Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  


He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb


Excerpts:


_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________


Weiner described how powerful the phrase, "Next Play" has been for the company.

 

On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.


7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!


Read the full post here.


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 10, 2013 12:25 AM

Few more lessons on Leadership...!

Rescooped by Robin Martin from Change Leadership Watch
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It's got to be about Why, not How: How Great Leaders Inspire Action, Simon Sinek

"Why FIRST:  Communication and the Golden Circle:  Why, How, What?  Inspire where others do not.  Profit is JUST a result NOT a reason for existing."

 

Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)

 

_________________________

   

"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek

_________________________

   

 

Apple:  NOT, What we do, great computers.  Want to buy one?

RATHER:  Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly.  We happen to make computers.  Want to buy one?

 

Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.  

   

http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?" 

 

Source here.

 

More about Deb's world is here:
Planning & Strategy Retreats 

Presentation Videos - Change Results
Deb's mothership: The REVELN website

 

 


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Robin Martin's comment, May 11, 2013 12:39 PM
Thanks Deb!