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… Employees Have Spoken…Fear and Failed Leadership Prove Disastrous in Safety Finally, we hear the truth! In a July 21st NY Times article, " Workers on … had seven consecutive years without a single lost-time incident or major environmental event". How can an organization hail low or zero incidents when their corporate culture is one of fear and unsafe practices? As someone who has consulted … the integrity of the system? Just having a system in place isn’t enough; the system needs to demonstrate impact. Equipment/maintenance problems Workers reported equipment reliability problems, failure to inspect on a regular basis, and a huge …
… they talk about leadership. As President Obama might comment, “Words, just words.” Here is a sample from a web article by Iain Hay titled, Transformational Leadership : Characteristics and Criticisms. “Transformational leaders elevate people from … appealing notably to higher order needs (e.g. to love, to learn, and to leave a legacy).” “Transformational leaders are said to engender trust, admiration, loyalty and respect amongst their followers (Barbuto, 2005, p. 28).” “This form of … working with executives and managers, I have not heard one refer to these concepts or this literature. Consultants and trainers may talk about them but everyday managers don’t. The reason is at the heart of the “Ask Aubrey” question. The …
… Should Performance be Measured Daily? A recently published book on the topic of annual performance reviews was brought to my attention this week. It’s … The benefit to the employee is misunderstood and consequently overlooked when considering a measurement system. I have said many times that the best job you will ever have is one where you know at the end of the day how well you performed. … time and in doing so, it allows managers many more opportunities to provide positive reinforcement. Annual performance appraisals have never been successful at getting more of the behavior an organization needs and they certainly don’t provide any …
… in achieving business results the right way through effective tools of leadership. This program allowed employees to maintain and exceed safety and other industry standard practices while creating a culture where, in a very transient industry, … throughout the division. Using ADI’s Performance Management (PM) approach, each Frontline Supervisor attended a training session to understand these PM principles and practice how to apply them in their own work environments. The …
… Medical Insurance Company Medical Insurance Company Medical insurance provider streamlines new hire training, reduces classroom training by 34%, and improves Quality Assessment Scores in first 5 weeks post training. Situation: ADI worked with a medical insurance company to streamline its new hire training for underwriters, claims …
… and performance-support systems that get the right behavior started in the classroom and keep it going in the workplace. Training events that don’t directly improve workplace performance that matters to the organization are a waste of time and money. Subject-Matter-Experts often pack so much information into training that the participants have difficulty figuring out what they “need-to-know” versus what’s “nice-to-know.” Training that relies on “talking heads” shortchanges the opportunity for meaningful practice and application and greatly …
… write about all the problems in the research, but if you are interested make a comment about that and I will be happy to detail them for you later. Although Pink considers IF/THEN rewards “so last century,” he seems to discount them in his own … surprising truth about what motivates us.” He has a section called: Seven Reasons Carrots and Sticks (Often) Don’t work. Wait a minute. I thought this was about science. He divides behavior into two classes, Type I and Type X. Type I is … bet. Do most organizations understand the proper use of rewards and reinforcers (they are different)? No. As I have said often, “you don’t always get more of what you reward but you always get more of what you reinforce.” Positive …
… to achieve success in maximizing organizational performance, a critical indicator of their leadership impact. I've said it a million times but it always bears repeating; performance begins and ends with your people, and more specifically, … to achieve success in maximizing organizational performance, a critical indicator of their leadership impact. I've said it a million times but it always bears repeating; performance begins and ends with your people, and more specifically, …
… with ADI,will be named President of the OBM Network. The OBM Network, founded in 1982, focuses on areas such as training, performance, management, and systems analysis (increasing the way in which work gets done within organizations). … with ADI,will be named President of the OBM Network. The OBM Network, founded in 1982, focuses on areas such as training, performance, management, and systems analysis (increasing the way in which work gets done within organizations). …
… , speaking to 1200 business leaders in London in 2007. The YouTube video is titled, “Why Incentives Don’t Work." Levitt said in response to a question that I could not hear, “In terms of carrot and stick, economists don’t have much to say." The … Thanksgiving I suppose). He related how the first year the turkeys were appreciated but by the third year they were complaining and quarrelling with management about them – they are smaller; can’t you give us something else; etc. A beginning … usually creates a long-term problem for a business. You value most what you earn, not what you are given. As I have said many times, “If you give people something for nothing, you make them good for nothing." Or “If you give people something …