It used to be that I was impressed when I learned of a new technology developed to help better manage behavior. Now it seems that if you think it, one already exists. Although this new classroom technology is still evolving, it does help students understand how to stay on track and the power of measurement.
Mergers, acquisitions, and other forms of reorganization have increased dramatically over the last decade, and with increased globalization they will continue into the foreseeable future. However, if they are done in the same way in the future as in the past, millions, no billions, of dollars will be wasted!
In this podcast Richard Warner and I discuss how to do them differently or, what to do instead.
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As a business person I understand the appeal of downsizing. As sales slow and cash flow is depleted, the facts on the side of such action seem compelling. The problem is that, of the many reasons organizations downsize, it doesn’t reliably accomplish any of them.
Here’s a podcast where Richard Warner and I discuss.
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Executives very often look to promote people who are smart, hardworking, ambitious, and technically competent. But what they often don’t see is that the person is also arrogant, vindictive, selfish, and emotional. Thankfully, most of these people fail as leaders. The problem is that, in the meantime, they wreak havoc on the organization. Oh, they get results alright, but at what price?
In this podcast, I talk about what to do instead.
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Just because you read something in HBR doesn’t make it true or valuable. In a June article, Ditch Performance Reviews? How About Learn to do Them Well? University of Michigan professors Maxim Sytch and D. Scott DeRue give tips about how to do effective performance reviews. At one point in the article (and in subsequent HBR Management “Tips”) when writing about how to reduce the subjectivity in performance evaluations, they state: “Some helpful practices here could include direct peer-to-peer comparisons. For example, ask yourself, “How would Lisa compare to Mary?” You can also think of ranking your employees or forcing a distribution.”
Listen and find out why this is a bad idea and what to do instead.
Oops! #3-Performance Appraisals
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Oops! #4-Ranking
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Managers learn the budget game quickly or they don’t survive. Ask for more than you need in the hope that you will get just what you need. Learn why this wastes time and money and what to do instead.
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Many companies waste a lot of time and money trying to find and hire smart, talented people. The knowledge and technology exists today to create a high performing workplace with the people you have now. Money and time are better spent on growing smart, talented people rather than trying to entice and buy them…listen to Aubrey discuss.
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The sandwich method of correcting performance is probably the most common way that managers are taught to deal with poor performance. It is called the sandwich method because criticism is sandwiched between two positive statements.
I know of no research that supports this technique as being effective…
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The meanest, most contemptible kind of praise is that which first speaks well of a man and then qualifies it with a “But,”
–Henry Ward Beecher (1813-1887)
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In his latest podcast, Aubrey Daniels discusses the reality that salary and hourly pay produces the lowest performance, and instead companies, at the very least, need to build in contingencies of reinforcement.
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