Every manager has a big ripple effect on the organization he or she works in. Are your managers spreading inspiration and commitment in all directions? Or are a few bad apples pissing off their direct reports and peers, and generally lowering your company’s performance?
We created our latest ebook, Management Fundamentals: 10 Simple Practices to Help Your Team Win, to support you in keeping your company's management game strong.
It's been a tough couple of years for performance reviews. Headlines urge us to kill them, nix them, blow them up. Studies reveal alarming stats, like the fact that 95 percent of managers are dissatisfied with their performance-management systems. (Nearly as good a barometer: there are now over 300 Dilbert strips about performance reviews.)
So how can we build a feedback mechanism that works—for the business and for the employee?
Consider this question: Is everyone on your team rowing in the same direction? On a scale of 1 to 10, how confident are you that all employees know their own and the organization's highest-priority objectives?
If your confidence is at a 9 or a 10, congratulations. But based on my experience, most CEOs, when speaking candidly, will admit to the nagging feeling they have quite a few out-of-synchrowers on the boat.
