A survey published in Training magazine showed that employees want to discuss their Goals, Tasks and Results frequently, but most managers are not making the time to have these conversations. Here is a summarized overview.
Delivering bad news can be the worst part of the job for any manager. In this article we provide suggestions for how to do it in way that maximizes your chances of keeping your team engaged, and achieving a successful long-term outcome.
I read some interesting research in HBR recently where 160,576 employees and 30,661 managers were studied to determine what style of management produced the most engaged, productive employees. Here is our take on the research findings:
In our experience (15+ years!) we’ve found that companies that achieve the best results are companies with a set of clearly defined Core Values – because it’s one of the key building blocks of a successful business culture. Without Core Values, you’re running blind. And, your company culture and engagement can fall flat.
A while back, Fortune magazine published an article on five lessons learned from IBM as they celebrated being in business for over 100 years. Here is our take on those top 5 lessons:
Imagine you could go back in time to when you were starting out as a manager, leader or entrepreneur. What 1 piece of advice would you give to your younger self?
Start by clearly defining what “done” looks like. We see far too many companies choosing Project Goals to improve their business without a clearly defined finish line of what the “100% completed” Project looks like. Or, if the Project is part of a longer-term strategic initiative, what is the specific milestone that you intend to reach by the end of this quarter?
Research contained in the book “The Progress Principle” identified the following key principles, proven to help business leaders drive better business execution and results. Here is our take on some of these principles:
Modern management books and articles write dismissively of the so-called “command and control” style of leadership (except of course when Steve Jobs was doing the commanding and controlling). The authors infer that the so-called “military style” of leadership does not belong in the modern business environment.
Without a doubt, the most stressful times in my management career have involved dealing with poor performing employees. What follows is an approach to help you turn things around for the better.
Since implementing the RESULTS.com software, communication between staff members regarding reaching targets and goals has improved ten-fold. (There is also healthy competition with the new “gamificiation” feature!)
Tania Young – Director – BRAVEday
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