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Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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Empowering Improved Organizational Performance Through Organizational Effectiveness

Empowering Improved Organizational Performance Through Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

This resource collects and presents tools and techniques to support efforts to improve enterprise results regardless of organization industry or type.  Comments and remarks seek to clarify the relevance or value of enhanced organizational effectiveness as a means of achieving better performance. 

Frank J. Papotto, Ph.D.'s insight:

Improved Organizational Effectiveness can be achieved in a number of ways.  The Empowering Effectiveness Model categorizes these paths to effectiveness in four categories:

 

=> Broad Alignment-ensuring clear direction and focus are pervasive throughout the organization
 

=> Robust Engagement-establishing a level of commitment that drives effort regardless of current circumstances 
 

=> Sustainable Adaptation-maintaining the capacity to anticipate and meet current and future challenges. 
 

=> Superb Execution-unceasingly pursuing excellent performance and performance improvement.   

 

A critical element in the on-going journey to improved effectiveness is Purposeful Leadership.  Such leadership involves finding the best ways to promote organizational success.   See Empowering Effectiveness Graphic at  http://img.scoop.it/YSU0h1-8Uul3SU8iQekNtTl72eJkfbmt4t8yenImKBVvK0kTmF0xjctABnaLJIm9

 

 

  

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Is Hierarchy Helping Or Harming Your Organization?

Is Hierarchy Helping Or Harming Your Organization? | Improving Organizational Effectiveness & Performance | Scoop.it
Hailed as the anti-hierarchy, holacracy is the new business buzzword. Developed by Ternary Software CEO Brian Robertson in 2007, at its most basic holacracy is a self-governing operating system where everyone within an organization takes responsibility for delivering on the company’s purpose. With roles arranged in circles rather than layers, [...]

Via Dr. Susan Bainbridge
Frank J. Papotto, Ph.D.'s insight:

At the minimum organization structure is about roles and relationships. Whether flat or heirarchical,  individuals in the structure must understand the purpose of their role and how it interacts with other roles. Beyond having a clear focus and direction for activity, they need autonomy and authority to do what is necessary for the role, the competencies required for the role, and the means to develop new competencies, processes and procedures as organization's circumstances change. 

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John Michel's curator insight, March 20, 2014 1:52 PM

While disposing of job titles and other trappings of hierarchy promotes feelings of equality, it’s important that that equality is framed in a structured way. Whether holacracy or hierarchy, organizations that can strike a balance between transparent collaboration and structured order will ensure that their employees feel empowered and in control.

Graeme Reid's curator insight, March 23, 2014 7:18 PM

Interesting article. Hierarchies are not all bad and they provide people with some structure.

David Hain's curator insight, March 24, 2014 4:46 AM

Holacracy is helping Zappos.

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Internal & External Communication Tactics to Increase Organizational Effectiveness

Internal & External Communication Tactics to Increase Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
Internal & External Communication Tactics to Increase Organizational Effectiveness. As technology continues to change, so too do the way that organizations communication both internally and externally.
Frank J. Papotto, Ph.D.'s insight:

Good communication is vital to every organization; these tips can be helpful, but ultimately organization cultural norms as well as individual preferences will win out in determining how communication takes place.  The goal is to find methods of communication that insure mutual understanding and most often these have to be two-way at least to some extent. It really is a pervasive awareness of the importance of good communication that characterizes the most effective organizations. The abundance of tactics that can be used is certainly helpful in this regard. 

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Asking Whether Leaders Are Born or Made Is the Wrong Question (blog)

Asking Whether Leaders Are Born or Made Is the Wrong Question (blog) | Improving Organizational Effectiveness & Performance | Scoop.it
Asking Whether Leaders Are Born or Made Is the Wrong Question blogs.hbr.org (blog) By failing to differentiate between leadership effectiveness (performance as a leader) and leadership emergence (being tapped for a leadership role), this research...
Frank J. Papotto, Ph.D.'s insight:

This blog rightly points out the question really is, "How should we choose leaders who are likely to perform well for our organization?" We can identify some traits that are associated with being percieved as a leader, but we must also find criteria that are associated with, or better still predict, being an effective leader.  

The  purposeful leadership model from Empowering Effectiveness indicates leaders who can effectively understand  and adjust their behavior based on context, organization culture and requirements, and relationships with stakeholders will be more effective in achieving the desired organizational results. 

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Why flexibility is key in Singapore's workforce management in 2014 - Singapore Business Review

Why flexibility is key in Singapore's workforce management in 2014 - Singapore Business Review | Improving Organizational Effectiveness & Performance | Scoop.it
Why flexibility is key in Singapore's workforce management in 2014
Singapore Business Review
The rapid pace of change in the business world is forcing organizations to learn swiftly how to optimise organizational effectiveness in a volatile economy.
Frank J. Papotto, Ph.D.'s insight:

Mr. Tan's article is very thoughtful, but its focus on only building workforce flexibility misses an opportunity to contribute even more to business success. While he points out the need for greater cohesion among an age-diverse workforce, he glosses over the value of building employee engagement to help retain and energize valuable resources in the tight labor market.  To his credit Mr. Tan describes job redesign as an approach that has be used to create better work-life balance and notes its role in creating greater agility; but he hasn't noted the added value of job design in improving execution and alignment with business goals which will also support effectiveness.

My point here is that HR’s/Talent Management’s role in creating flexibility (organizational agility) is indeed important, but this should not diminish its efforts to develop talent that contributes to excellent and improving execution, create systems and processes to align workforce activities with organizational objectives, and establish management and organizational practices that increase retention and discretionary effort based on robust employee engagement.

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A Comment on: HR Should Own Organizational Effectiveness

Although we do not think that any role should, or indeed could “own” something as cooperation-based as organizational effectiveness, we do sympathize with the frustration of modern organizations regarding the passive role ...
Frank J. Papotto, Ph.D.'s insight:

HR's role in supporting organizational effectiveness often goes unrecognized or under appreciated. Examples include: selecting and developing great contributors, fostering employee engagement, designing jobs, relationships and processes that enable individual flexibility and organizational agility, and supporting performance management policies and procedures that align workforce activites with organizational strategy and goals. 

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Employee Engagement and Leadership Effectiveness

For organizations, employee engagement and the financial bottom line are all impacted by the emotional competence of their leaders.
Frank J. Papotto, Ph.D.'s insight:

We should know by now that developing leaders with emotional acumen as well as business acumen is vitally important. This article helps illustrate the connection between being emotionally adept and engaging others and in so doing helps us to see that socially competent  leaders are one important factor in driving organizational effectiveness and performance. 

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6 Dimensions of Organizational Culture - Which One is Right for You ...

6 Dimensions of Organizational Culture - Which One is Right for You ... | Improving Organizational Effectiveness & Performance | Scoop.it
There is a strong focus on achieving an end result. Of the six dimensions, this dimension correlates most strongly with organizational effectiveness; organizations with goal-oriented cultures are more effective than those with ...
Frank J. Papotto, Ph.D.'s insight:

This is an interesting take on Organizational Culture that builds on the  Competing Values Framework,  but the approach is too rigid.  It is more useful to think about these 6 dimensions as the themes that all can get more or less emphasis within a given culture. It's likely that multiple, not a single one will dominate and that both extremes of the dimensions will be found in some parts of the organization.  In effective organizations  you will undoubtedly find a blend of the extremes of  all theses dimensions. 

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Ivon Prefontaine's curator insight, March 3, 2014 8:02 PM

There are some interesting points here. The one about open vs. closed system suggests there is a bit of a small and intimate feel to an organization.

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15 Qualities Of A Change Agent

15 Qualities Of A Change Agent | Improving Organizational Effectiveness & Performance | Scoop.it

My colleagues and I are often asked to ‘decode’ the process of business transformation and provide the repeatable ‘formula’ for success. I guess this is understandable given that widely quoted statistic – you know the one – that 70% of all change efforts fail. In a way, this interest in our work is very humbling.…

Frank J. Papotto, Ph.D.'s insight:

Regardless of the role that change agents inhabit inside or outside  organizations, they need to inspire, organize  and drive change. Dr. Fudas' model can help in this regard. But like all models it is an abstraction and we as change agents need to deeply understand the BEHAVIOR associated with each of the qualities described in the model to effectively support changes.  As advocates for improved effectiveness and performance we must understand both how to create both better and sustained effectiveness.

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What it takes to be a great leader Roselinde Torres - TED Video

We conducted a study of 4,000 companies, and we asked them, let's see the effectiveness of your leadership development programs. Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles.
Frank J. Papotto, Ph.D.'s insight:

Effective leadership practices have to address the challenges of today and tomorrow. The talk highlights the needfor leaders to anticipate change, engage a diverse network of stakeholders, and change current objectives, activities and processes. This means that organizational agility and adaptability, robust stakeholder engagement, broad, strategic alignment (maybe realignment) and innovative, improvng execution would represent the tangible results of leaders decisions and actions.  In other words, the purpose of effective leadership is to help their organizations be more effective.  

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1,070,000,000 Change Management Ideas (Really Just 7)

1,070,000,000 Change Management Ideas (Really Just 7) | Improving Organizational Effectiveness & Performance | Scoop.it
Google change management and you'll get around 1070000000 results. Our ability to successfully navigate ourselves and others through a significant change may be the ultimate measure of our leadership effectiveness.
Frank J. Papotto, Ph.D.'s insight:

Stories are a powerful way to provide a picture and narrative for change efforts.  To help insure that they resonate with the largest possible audience,  involve as many people as possible in crafting them. Capturing others' imaginations, having them buy-in is based on a deep understanding of their needs and interests. Engaging people, showing them the best direction, illuminating their path and highlighting the benefits of their change journey can all be supported with a powerful story. 

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HR Should Own Organizational Effectiveness - Forbes

Unfortunately, says Ed Lawler, my data suggest that HR rarely plays a major role in the development and implementation of business strategies.


Via Himanshu Kakkar
Frank J. Papotto, Ph.D.'s insight:

While it is true that people or talent plays a critical role in strategy, it is not clear that HR should play a major role  in developing  and implementing it.  A well-crafted strategy ought to include input from HR, but most importantly HR's  role is to support strategy by playing a major role in improving organizational effectiveness. 

 

The vital role of HR is to support strategy implementation by 1) insuring a flexible, agile, innovative workforce, 2) providing tools and processes to align performance with organizational goals, objectives and strategy, 3) creating a climate and work environment that enhances employee engagement and commitment, and 4) building the capabilities, competencies and capacity to achieve excellent performance.

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Surviving to Thriving: Why Entrepreneurs Need to Take a Break - Entrepreneur

Surviving to Thriving: Why Entrepreneurs Need to Take a Break - Entrepreneur | Improving Organizational Effectiveness & Performance | Scoop.it
Entrepreneur
Surviving to Thriving: Why Entrepreneurs Need to Take a Break
Entrepreneur
As a business owner it is critical you educate yourself on the principles of leadership and organizational effectiveness.
Frank J. Papotto, Ph.D.'s insight:

Stepping back from day to day work and taking a broader executive perspective will definitely be beneficial, but the work must be done so it should be delegated, automated or otherwise re-thought. 

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Mindfulness as a Foundation for Organizational Effectiveness ...

Mindfulness as a Foundation for Organizational Effectiveness. Posted on January 18, 2014 by Mona Biskup. Mindfulness as a Foundation for Organizational Effectiveness by Jacqueline Carte 17 January 2014.
Frank J. Papotto, Ph.D.'s insight:

Paying attention, being focused, thoughtful,  and disciplined in your approach:  are these really not obviously beneficial?   The mindfulness concept is not anything especially new or startling, but it is definitely a very helpful starting point.  The  next important issues are: what are you paying attention to? , what are you focusing on?, what are you thinking about?, what approach are you sticking with?  Organizational effectiveness involves both doing things the right way and doing the right things....

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Ivon Prefontaine's curator insight, March 26, 2014 1:49 PM

There are some links to research embedded in the article. Is mindfulness the new hot issue which become a Technique and not about improving lives and the world we live in?

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Communication and Employee Engagement

Communication and Employee Engagement | Improving Organizational Effectiveness & Performance | Scoop.it
Speaking to a colleague recently, we reflected on one of our client organisations and how they currently have very low levels of employee engagement. We speculated as to whether this may be because...
Frank J. Papotto, Ph.D.'s insight:

Put simply organizatonal communication must be open, honest, useful, and  relevant to keep organizaton members engaged.  Internal communications convey both attitudes toward organization members (respect, trust, confidence ) and information that they need (resources available, changing priorities, importance of tasks)--making clear that their contributions are valuable. 

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Journal of Organizational Effectiveness: People & Performance | Lancaster University

Journal of Organizational Effectiveness: People & Performance | Lancaster University | Improving Organizational Effectiveness & Performance | Scoop.it
Journal of Organizational Effectiveness
Frank J. Papotto, Ph.D.'s insight:

A new journal that takes a broad approach to Organizational Effectiveness aims to be a resources for a scholarly business audience. The applied focus will undoubtedly make this a valuable resources for Human Resources and other managers.

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70% Of Workers Aren't Engaged -- What About The Managers?

70% Of Workers Aren't Engaged -- What About The Managers? | Improving Organizational Effectiveness & Performance | Scoop.it
Our data on employee engagement diverges significantly from Gallup. Our numbers suggest that there are roughly twice as many engaged employees. (Levels of engagement by #leadership effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This would be a great article if not for the fact that we have known this for well over 10 years. In fact, I and other have been training managers to better engage employees for at least that long. Simply put, managers who demonstrate respect for employees' ability and competence,  support them in improving their skills and career prospects, and  ensure that employee are given honest and fair treatment are much more likely to see high levels of engagement.  Often the reason for lower employee engagement is a presumption that managers know the best ways to get work done and feel compelled to insure that it is done in this way. This is not so surprising since managers are paid and held accountable for managing and getting results.  In the Empowering Effectiveness model, engagement is one of the key elements of leadership, along with supporting organizational agility, broad alignment and superb execution. 

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Human Resources, Learning, and Leadership: Our Ten Predictions for 2014

Human Resources, Learning, and Leadership: Our Ten Predictions for 2014 | Improving Organizational Effectiveness & Performance | Scoop.it
The Bersin by Deloitte Analyst Blog
Frank J. Papotto, Ph.D.'s insight:

Bersin always does a very good job researching trends. But the interpretation of these trends in this case seems a bit overstated; we probably should note that part of the purpose of the report is to sell consulting services. The shift that is apparent today and will continue is primarily due to technology; it is transforming the way work and HR/Talent work gets done. And it is supporting the capacity of new and existing enterprises to enter and better compete in established and emerging markets. The impact of these factors is driving the need for a workforce that is agile, tech-savvy and innovative. The renewed attention on attraction, retention, and engagement is primarily an indication by HR/Talent that they understand the business significance of these trends and are willing and able to support the enterprise in adapting to the changes. Part too, of the greater selectivity in hiring is a reflection of the need for fewer workers due to the productivity boosts afforded by technology and increased engagement.

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Warren Bennis on Six Competencies Exemplary Leaders Share

Warren Bennis on Six Competencies Exemplary Leaders Share | Improving Organizational Effectiveness & Performance | Scoop.it

In Bennis’ four decades of research, observation and study of leadership, he was one of the first to identify the overall effect of leadership on organizations. Most conclude, he said,that leadership competence makes a positive difference of approximately fifteen percent in organizational effectiveness.  

Frank J. Papotto, Ph.D.'s insight:

Among the six competencies noted by Bennis are Alignment, Engagement,  Adaptation/Agility and Getting Results (Execution); these are the four key factors in the Empowering Effectiveness Model of organizational effectiveness.The other competencies noted in the article, Generating Trust and Developing Leaders also have an indirect role in effectiveness as they promote engagement, alignment, agility and execution.  To explain the other 85% of  organizational effectiveness, consider your favorite organizational model. Beyond leadership, these models provide a variety of places to look for opportunites to enhance agility, alignment, engagement and execution. 

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Ivon Prefontaine's curator insight, March 4, 2014 1:20 PM

It is interesting he used the word engaged rather than empowered. They have substantially different meanings. Being empowered suggests someone gives you power. Engaging suggests that we find our power sources and it flows through social interactions.

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Why Employee Engagement is Important

Why Employee Engagement is Important | Improving Organizational Effectiveness & Performance | Scoop.it
It might sound ‘soft’ but employee engagement offers a proven methodology for driving ‘hard’ business outcomes. Erica Sosna, engagement and …
Frank J. Papotto, Ph.D.'s insight:

Even though many business people realize that employee engagement offers a proven methodology for driving desired business outcomes, research shows that the vast majority of employees are not engaged to the level that is required to maximize performance. It is one thing to accept that employee engagement is a key factor in operating an effective enterprise, it is another to understanding exactly why this is the case, and to use this understanding to elevate employee engagement to an optimal level. This article, explains why employee engagement matters and offers advice on how a business should approach the development engaged employees.  

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Change is good: tell us how change saturation affects your ...

Change is good: tell us how change saturation affects your ... | Improving Organizational Effectiveness & Performance | Scoop.it
As a member of the Organizational Effectiveness practice at Slalom Consulting, I'm excited to share my perspectives and experiences with Change and Project Management to help clients and practitioners achieve their goals ...
Frank J. Papotto, Ph.D.'s insight:

This looks potentially interesting;  check out their survey. 

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5 Questions Change Agents Use to Move People Forward

5 Questions Change Agents Use to Move People Forward | Improving Organizational Effectiveness & Performance | Scoop.it
A Guide to Overcoming Resistance to Change. Five questions Change Agents use to move people forward.

Via Himanshu Kakkar
Frank J. Papotto, Ph.D.'s insight:

Anyone interested in improving organizational effectiveness and performance is change agent.  But shifting from  old habits to new is often challenging; helping people see the benefit of new ways of working is often obsured by the comfort of the old ways.  

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How to Get Your Employees to Think Strategically

How to Get Your Employees to Think Strategically | Improving Organizational Effectiveness & Performance | Scoop.it
Studies show that strategic thinking is the most important element of leadership. But how do you instill the trait in others at your company?
Frank J. Papotto, Ph.D.'s insight:

It is true that strategic thinking is an important element of leadership.  But it is a learnable, trainable skill not a trait. As the article implies  you certainly can encourage strategic thinking in others. Even more important is show others how to do strategic analyses. What factors should you consider or not consider?  What are you trying to discern when thinking strategically?  Which stakeholders are most important? And so on....

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Scaling Up Excellence | Official Site

Scaling Up Excellence is the newest book by bestselling author Robert Sutton and Stanford colleague Huggy Rao. Published by: Crown Publishing Group
Frank J. Papotto, Ph.D.'s insight:

Leaders who aim to boost organizational performance frequently start with efforts to inspire good behavior, however they define it. Yet research shows that if you want to spread excellence, eradicating the negative is the first order of business. Destructive behavior—packs a far bigger punch than constructive behavior. Organizational researcher Andrew Miner and colleagues discovered, for example, that negative interactions with bosses and coworkers had five times more influence on employees’ moods than positive interactions.  Bad behavior undermines improvement efforts by introducing confusion, destructive conflicts, distrust, and dead ends; to extend and sustain good behavior, you’ve first got to root out the bad. Seven methods can help.

 

1. Focus on the improving the worst parts and the end.   Research by Daniel Kahneman uncovered the “peak–end rule”: no matter how good or bad an experience is or how long it lasts, judgments about it are shaped most strongly by the best and worst moments and by how it ended.  To improve individuals’ experiences first fix the worst parts or the bad outcomes. 

2. Plumbing before poetry:  Getting people to focus on small, mundane, and gritty details is a necessity for eliminating negativity. In Stanford’s James March’s language, you’ve got to fix the plumbing before you spout the poetry. When many things are broken talking about values and strategy backfires, it reinforces the idea that management is out of touch.  Instead, tackling small problems at a more personal or grassroots level by involving those suffering negative consequences conveys understanding and shows a path to improvement.

3. Nip it in the bud. The best bosses nip bad behavior in the bud but treat people with dignity. Many employees who are prone to selfishness, nastiness, cheating, and laziness change their ways after getting feedback and coaching or moving to a workplace where such behavior isn’t tolerated.

4. Use the ‘good citizens’ to define and curb bad behavior. Enlisting good role models for spreading desired behaviors has a large impact on success. Recruit the most admired and connected people in your enterprise, teach them what “desired behavior” looks like, and encourage them to fastidiously avoid “bad” behavior.

5. Link bad short-term behavior with negative long-term consequences.  You can sometimes break bad patterns by getting people to think about who they hope to be, not just who they are. Hal Hershfield and his colleagues’ research at New York University shows that people are more prone to behave unethically when they are preoccupied with their present selves,  but when people focus on the link between who they are now and who they want to be in the future, they behave more ethically and engage in other constructive long-term behavior.  A key to encouraging employees to look to the future involves finding ways to make the link between negative short-term actions and long-term consequences more apparent to them.

6. Acceptability before excellence.  The first order of business is to drive out counter-productive behavior before you can spread something fruitful. This may be obvious, but as Jeffrey Pfeffer says, great managers are masters of the obvious and rare. So, for example, moving from poor customer service to satisfactory customer service is a prerequisite to excellent service.  It is essential to understand what makes service bad before trying to make it great.

7. Destroy the joy.  Mark Twain said, “There is a charm about the forbidden that makes it unspeakably desirable.”  Sometimes permitting something that was once forbidden is enough to change bad behavior.  According to University of Toronto’s Gary Latham, allowing employees to borrow equipment for personal use at any time immediately eliminated the theft of a million dollars’ worth of equipment a year.   Interestingly it was almost never checked out by employees.  It seems once the thrill or prestige of getting away with the thefts was removed, the motivation to steal was eliminated.
 

Three lessons for improving effectiveness and performance come through unmistakably:

-Understand what specific behavior must change to achieve excellence.

-Focus on improving the negatives first, these are what people (inside and outside the organization) notice and react to most.

-Embrace continuous improvement; smaller incremental change may be less inspirational, but it is more likely to succeed.

 

 

This summary was based in part on McKinsey and Co review of this book. 

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Career Conversations: Leaders, Are You Getting It Right?

Career Conversations: Leaders, Are You Getting It Right? | Improving Organizational Effectiveness & Performance | Scoop.it
As a leader, how effective are the one-to-one career conversations you have with your employees? If you’re thinking “what career conversations?” you might be setting the HR department up for its ne...

Via Ron McIntyre
Frank J. Papotto, Ph.D.'s insight:

While leaders ought to be concerned about the effectiveness of their followers especially with regard to followers' capacity to carry out current and future assignments,  organizations have managers whose primary focus ought to be managing performance and careers to ensure an engaged and productive  workforce. 

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Ron McIntyre's curator insight, February 12, 2014 10:21 AM

Excellent overview of having career discussions with employees.  This is an area where many appraisal processes are failing. It is worth the time.