Performance management – process vs. goal achievement

Why performance management? Well, the fact is that we’re fixated on understanding what contributes to highly successful companies. And these days more than ever economic conditions propel us to unearth ingredients that lead to success. Performance management is seen as an anchor to measured success. And, if implemented in a meaningful way it can be.

But to the central question – what is the skinny on performance management? Is it a punitive measure used to micro-manage people? Is it a monetary incentive to modify behaviour; or, is senior management just going through the paces because it seems like a good idea?

Influences of the digital economy

This month we’ve been contemplating leaders and leadership. It’s one thing to talk about content – but what about context and the effects of technology on leadership and creativity? It’s likely no surprise that we look for ways to shift how we manage because of the pervasive influence and power of the evolving digital economy of which social media is a part.

For decades pundits have debated the merits of modifying the “control and command” model of management. And we actually may be closer to having to modify that model. Why? Because we are witnessing one of the greatest shifts in how people use technology to communicate with each other, how goods and services are marketed and the accompanying need for greater collaboration and “co-creation”. The belief is that digital economies boost productivity, global competitiveness and social well-being.

A twist on developing our leaders – “What if”

It’s a new year and it’s time to capitalise on the optimism this can often bring. And it just might be the time to consider making one of our first investments of the year in the talent in our organisations.

Despite best efforts, often mandatory training intended to put people on the fast track provides only a marginal return on investment. This is an issue because we are dealing with constant and accelerated change – at our work places, the way we work, the way we relate to and collaborate with our colleagues, co-workers, employees, clients and service providers, and in our personal lives. In this context, leadership development becomes increasingly important.

So – this is Christmas!

Christmas for most of us means different things and for some of us it’s just a great time for family and friends, even if it’s not part of our tradition. However, the Christmas heart eventually emerges in us all. We want and enjoy feeling warm and fuzzy at this time of year. Aside from the commercial value, Christmas is mostly about togetherness, kindness and goodness, caring for each other – and peace. These are universal human phenomena we are thankful to experience.

“I’m always right”…and other phrases to avoid

Talent management has all kinds of angles and pitfalls and in recent blogs we’ve talked about the importance of talent management. But, once the talent’s in the organisation, how important is the leadership team to retention of that talent?

By the mere structure of most organisations (purportedly flat or otherwise!), managers have a captive audience. People listen to leaders. It’s part of their role, and without sounding too cynical or dull – leaders reward people. So to some extent, there’s built in loyalty to managerial positions. Often managers move up the ranks based on their expertise and not necessarily for their team building and motivational skills – at least initially. And without formal coaching this could and often does lead to some interesting yet unintended consequences as new managers cut their teeth.