Talent and Performance Development
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Clear the Air, Priorities Emerge: 7 Popular Productivity Beliefs You Should Ignore

Clear the Air, Priorities Emerge: 7 Popular Productivity Beliefs You Should Ignore | Talent and Performance Development | Scoop.it

You don’t set priorities, you have them, says David Allen, author of Getting Things Done: The Art of Stress-Free Productivity. "Clear the air so you can recognize them," he says.

    

A sample from the article:

   

MYTH NO. 1: SEARCH ELIMINATES THE NEED FOR AN EMAIL FILING SYSTEM

Peggy Duncan, personal productivity expert. groups everything using broad categories with related subcategories. "I can go right to what I want because my entire system is logical," she says. "If I choose to do a computer search, I can limit the folders searched."

      

MYTH NO. 2: SET PRIORITIES

You don’t set priorities, you have them, says David Allen, author of Getting Things Done: The Art of Stress-Free Productivity. "If you empty your head of everything that has your attention, you can decide what your next actions should be," he says. "If you wind up with seven phone calls to make, you know what to do."

       

MYTH NO. 5: TAKE IMMEDIATE ACTION

Just because you can handle a task right away, doesn’t mean you always should, says Carson Tate, author of Work Simply: Embracing the Power of Your Personal Productivity Style.
     

"If you are always just executing on the task in front of you right then, you are never able to focus on the tasks and projects that truly align to your goals and priorities," she says. "You end up reacting instead of responding."

Deb Nystrom, REVELN's insight:

Need a tune-up on time management and productivity?  These are good insights on myths of productivity, as well as reminders on the available wisdom of classic and current authors on the subject, like David Allen, originator if The Getting Things Done (GTD) approach which reverses the big picture focus on top-down goal-setting in order to accomplish the work by breaking goals down into actionable work items.  ~  Deb

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How To Deal With A Bullying Boss

How To Deal With A Bullying Boss | Talent and Performance Development | Scoop.it
Are you a victim of workplace bullying? Here's what to do.


Excerpts:

Namie says confronting the boss is “rarely effective and ill-advised.” In early 2012, WBI asked 1,598 individuals who were personally familiar with workplace bullying what strategies they adopted to get their bullying to stop, and whether those actions were effective. Here’s what they said (excerpted):


  • About 38% of bullied employees essentially did nothing. In other words, he or she let time pass, hoping matters would improve on their own. Effectiveness of doing nothing: 3.25%

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“Employers are responsible for all work conditions and the assignment of workers to supervisors..."

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  • About 70% of employees directly confronted the perpetrator. Effectiveness of confronting: 3.57%
    
  • About 34% of bullied workers tried to find an attorney to file a lawsuit.    Effectiveness of finding an attorney: 11.2%
   

“Employers are responsible for all work conditions and the assignment of workers to supervisors,” Namie says. “So, employers can stop workplace bullying if they wanted to. 


No laws yet compel action or policies, so all employer actions would be voluntary.” About 68% of executives think workplace bullying is a serious problem—but few organizations (5.5%) are doing anything about it.

 

Related posts by Deb:


     

     


Deb Nystrom, REVELN's insight:

This article has great references and on-target strategies on a persistent problem in organizations.  Attention, prevention and intervention are key categories to making a dent in boss bullying.  


Note that, only 5.5% are doing anything about bullying, though almost 70% think it is a problem.  ~  Deb

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Classic: How to Give Good Feedback, Beyond Appraisal

Classic:  How to Give Good Feedback, Beyond Appraisal | Talent and Performance Development | Scoop.it

"...Human nature hasn't changed - few of us enjoy hearing about our shortcomings, and few of our bosses and colleagues look forward to describing them.


Part of the problem is that work itself has changed - it's more team- oriented, less individualistic. The tougher it is to measure individual performance, the tougher it is to evaluate it."

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The tougher it is to measure individual performance, the tougher it is to evaluate it."

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Parkview Medical Center in Pueblo, Colorado ...explor[ed] how best to modify the hospital's existing checklist-based reviews: Which ratings made the most sense? Which scoring systems worked best? But no amount of tinkering satisfied Parkview's leaders.


Dorothy Gill, vice president of human resources, and a team of her colleagues explained their dilemma to the CEO: "He said, 'If there isn't a better way to do reviews, let's just stop doing them.' So we did. 


Gill and her colleagues eventually came up with an idea. It's called APOP, for Annual Piece of Paper. The most valuable kinds of feedback, they concluded, are the daily interactions between leaders and their people - interactions that can't be captured on paper.


The hospital still requires that managers do annual reviews. But instead of being top-down appraisals, the reviews are bottom-up requests for assistance: What can the leader do to make the employee's job easier? What gets in the way of accomplishing the job?


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There are no scores, no written goals for the next year....  the...process "takes performance reviews and turns them upside down." 

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And the medium for those reviews is conversation, not written evaluation. There is a form - the APOP. But its only role is to confirm that the conversations took place. There are no scores, no written goals for the next year.


It's literally a piece of paper, signed by the employee and the director, that records the date, place, and agenda of the meeting. The APOP process "takes performance reviews and turns them upside down," Gill says. "Directors don't tell employees how they're doing. They ask open-ended questions to see what will help employees do a better job."


photo: by felipe.cabrera, Flickr CC 

Deb Nystrom, REVELN's insight:

This is a classic article from way back, 1998, that is still fresh and current today on the topic, with many relevant business examples and practice tips.  


Parkview Medical Center is still around.  Hospital reviews are available via US News and World report.  They are placing as one of the top 11 hospitals in the state for several health practice areas.  ~  Deb

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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Talent and Performance Development | Scoop.it
A successful PMS (performance management system) drives the QMS (quality management system) which in turn ensures that the best quality service is delivered to every customer every time.
Deb Nystrom, REVELN's insight:

Yes, that's my title for this ScoopIt, not the author's.  PMS, post menstrual syndrome of the industrial age, indeed.

Sorry, I'm not seeing it here.  This is a cautionary tale post about 90's era PMS (individually based, behavior & competency-based, yada yada) performance management systems - which describe all the pieces and parts, but not the Return On Investment, ROI.  


There are shades of B.F. Skinner reinforcement of dog training in sight (getting people to respond to rewards.)  For more on this, take a look at Alfie Kohn for some shock therapy via "Punished by Rewards" and then the classic, well researched work of Frederick Herzberg on Achievement.

I continue to search for solid evidence that all this structuring focused on top down, directive management (mgr. conducts appraisals) provides great results.  I am not finding it.  


Great, high performing managers seem to be the game changer for PMS (the perf. management system) working.  No surprises there.


Dressing up top down scientific management (F. W. Taylor, industrial age era) as knowledge worker era systemic systems, is a lot of work for limited results, depending, of course, on the manager.  


~  Deb

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Rescooped by Deb Nystrom, REVELN from The 21st Century
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How To Follow a Topic on ScoopIt > Click!

How To Follow a Topic on ScoopIt  > Click! | Talent and Performance Development | Scoop.it

Click the 'follow' button at the top, right of this page.

 

Trying to find posts on a particular topic? Click 'filter' tab above and choose an area of interest.

 

Thank you in advance for aligned topic suggestions and your 'thank yous!"   I appreciate it!


Via Dr. Susan Bainbridge
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Deb Nystrom, REVELN's comment, July 24, 2013 10:27 AM
Cool tool. Thanks. Gotta share it. :-)
Hector Cortez's curator insight, August 2, 2015 4:12 PM

añada su visión ...