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Benchmarking (Part 3)
Though benchmarking can be a complex process in practice, in principle it is quite simple. This article sets out a simple, straightforward strategy for establishing a benchmarking process.
Ships without Rudders Eventually Hit the Rocks
Company direction and strategy. What are your plans for 2010??

Individual Improvement = Organizational Improvement
If you could find a tool that would provide beneficial feedback to employees that would lead to performance improvement and bottomline results to the organization, would you take advantage of it? Many organizations have found such a tool and found many uses for it. For a number of years, this tool was viewed as a fad but it has survived that first impression and become a tool for organizational improvement. This tool is multi-rater feedback or 360 degree feedback.

Multi-Rater 360-Degree Feedback - Employee Assessment & Performance Improvement
An exceedingly popular and powerful means for managers and employees to get information on their performance is the multi-rater 360-degree feedback instrument. Used independently, or as part of a management development program, multi-rater 360-degree feedback can enhance self-awareness by highlighting what supervisors, peers, subordinates, and customers see as an individual's strengths and development needs. It is an exceptionally effective tool for change. No other organizational action strategy has more power for motivating employee behavior change than candid feedback from work associates. Multi-source assessment creates accountability and service to all stakeholders: supervisor, external and internal customers, including coworkers and direct reports.

How Goal Setting Makes Happy Workers
I coach a number of managers on how best to do goal-setting. Emotionally intelligent managers increase worker productivity by helping their people develop goals resulting in improved work place performance.
Performance Transition & Transformation
Making a 'step change' in performance requires an understanding of what the steps are - and knowing where you are on the 'ladder'. This article explains the basic concepts that should allow organisational leaders to work through the process of defining the steps, their position ... and steps required to make a real performance transition or transformation.
Coaching: The Six Step Process
With society's current focus inward, the concept of helping others succeed may not seem like the answer to the perennial question, "What's in it for me?" And yet when one does stop long enough to contemplate the commonality of the success around us, we begin to see how coaching others to succeed plays a central role in our individual success.

Small Business Success Partners Attitudes with Knowledge
Do you as a small business owner ever ask yourself "Why your business is not as successful as you desire?" or "Why your employees (provided that you have employees) are not delivering the results that you require?"

Are Your Sales Lagging Because You Are Failing to Ask for the Business?
Do you want to increase sales? Then possibly, you may need to do a lot more asking.
Effective Networking Will Create Marketing Imitators, But Not Marketing Innovators
Is your networking marketing messaged being copied? Consider this perspective as you try to stay the Red Jacket in the Sea of Gray Suits.
Your Company’s Value in Your Strategic Action Plan is?
What is your company’s value? Do you strategically position your business to increase your value? Learn the relationship between your company’s value and your balance statement
Learning from Experience: Implementing After Action Reviews in Your Sales Force
The problem with many sales organizations is not laziness, lack of selling skills or the myriad of other issues CEOs point to when sales are down. The problem with most sales organizations is the inability to learn from experience.er Action Reviews are now used by many companies in a number of ways. When conducted properly, the AAR serves as a post-event debrief that generates specific actionable recommendations (SARs) for immediate use. It also creates an environment in which sales people can identify real mistakes, learn from them, and make immediate adjustments, rather than get bogged down in blaming the market, the prospect, or the competition.

Do You Know the Top 7 Question to Ask When Hiring a Business Coach?
Hiring a business coach is your most recent decision. What questions should be part of that interview process?

Communications and Safety Culture: I heard it through the grapevine.
A grapevine scenario could be triggered post-accident, if appropriate information (status of the injured, corrective action planning, etc) is not given to staff on a timely basis.

Zombies or Talking Heads: Matching the Message to the Trainee
Elearning is a subset of marketing communications, and requires the same discipline of matching target consumer behavior with the message to increase adoption rates. So, just like an advertising campaign, before launching an elearning program, know your target demographics and their preferences to determine your best thematic approach to assure the stickiness of your message: zombies, talking heads, or an interactive approach.

Confirmation Bias and Groupthink
Look for glass ceilings in your company as likely indicators of a confirmation bias at work. By adopting the "it's this way for a reason" approach, you'll challenge those reasons with objective data, begin to identify root causes, blast beyond groupthink, and begin building real change strategy.

FDR and Employee Engagement
If you have yet to awaken to the possibility and price tag of a demoralized work force (or even a partially demoralized work force), the results of an employee engagement survey will likely surprise you, and will power you to make real change in your business.

Workout Wisdom For The Workplace
Leadership and resiliency expert Eileen McDargh shares seven lessons from working out at the gym that can benefit any business: small or large.
10 Things To Improve Decision Making
Most of us don’t have the time to work through some complicated decision-making model and, even if we did have the time, the evidence shows that there is still no guarantee that we will make a “good” decision every (or even most of) the time. In fact there is data that shows only about 15% of organisations have the ability to make and implement important decisions effectively. This article suggests 10 things that management can introduce in order to improve decision making.
Managing Employees Performance
Measuring employee performance has come a long way from the annual performance appraisal to an on-going performance management process. In the past, managers and employees met once a year for the annual performance appraisal (review) to look back at the work done during the previous year and to evaluate what was accomplished. Human resources managers, managers/ supervisors and employees have come to realize that only looking back does little to improve performance. In recent years, there has been a shift away from performance appraisals to a more comprehensive approach called performance management.

Other performance improvement Related Articles

Strategic Advice For Giving Feedback From Your Strategic Thinking Business Coach
One of the most critical activities of a coach, mentor, supervisor or anyone that oversees the work of others is to provide feedback to let them know, in a timely and ongoing way, how they are performing. People committed to continuous improvement welcome the opportunity to discuss their strengths and areas for improvement in their performance. Feedback must encourage self-reflection& raise self-awareness. Traditionally, formal feedback is planned as part of a performance appraisal and includes an assessment of how the person is progressing toward meeting his or her goals. Your Strategic Thinking Business Coach has some advice for those of you that do performance reviews and also offers ten (10) tips to help you achieve a productive and powerful feedback system with people you coach, mentor and/or supervise.

After The Show - Self Analysis A Critical Component to Improve Performance
An objective measurement of performance is the only way to plan and achieve continual improvement at subsequent shows.

Individual Improvement = Organizational Improvement
If you could find a tool that would provide beneficial feedback to employees that would lead to performance improvement and bottomline results to the organization, would you take advantage of it? Many organizations have found such a tool and found many uses for it. For a number of years, this tool was viewed as a fad but it has survived that first impression and become a tool for organizational improvement. This tool is multi-rater feedback or 360 degree feedback.

5S Applied to the CEO Role
We’ve taken the 5S concept and philosophy that is traditionally applied to workplaces, shop floors and operations and applied it to the role of the CEO and to the performance improvement of the enterprise.
Benchmarking (Part 1)
To know how well we are doing, we need to compare ourselves to somebody else. Benchmarking is the process of comparing our performance to some kind of standard or to the competition - and using that comparison to drive improvement.
Managing the Likeable But Poor Performer
Telling the truth can be difficult but it does have its rewards. Ideally, the primary objective of a performance improvement / disciplinary conversation is to gain the employee's agreement to change behavior and return to fully acceptable performance.
Michael Scott, Motivation, and Just Listening
Performance Improvement too often gets pigeon-holed as either an HR or operational function. While there is a wealth of sales and marketing literature available, the fact remains that sales is the lifeblood of any business, and marketing is the vital strategic connection for business growth. Not providing performance management resources in these areas is simply not an option.

Matching Team Types and Focus
Managers' growing understanding of the power of a team-based organization has created an explosion of teams. We're now seeing a profusion of high-involvement teams, high-performance teams, corrective action teams, service and quality improvement teams, project teams, task forces, steering councils, process management and improvement teams, problem solving teams, cross-functional teams, departmental teams, work teams, regional or branch teams, self-directed and self-managed teams, semi-autonomous teams...to name just a few.

Process Management Pathways and Pitfalls (Part Two)
Make sure all your process improvement activities are clearly and tightly linked to your strategic imperatives. Each effort should also have highly focused and specific improvement goals (that are an aggressive, major stretch) and measurements. Establish feedback and follow-up steps for each process management and improvement team.

Stepping Back to Step Ahead Through Reviewing and Assessing
Our performance results are determined by what we finish, not by what we start. But whether it's diet and fitness, investments, leadership development, or organization change and improvement efforts, many people search for the quick and easy technique or approach. When the latest improvement fad doesn't create a quick transformation, the next hot book, guru, theory, or change program beckons.

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