* It is important to find out whether a mistake was caused by a resistance to learn or because the person responsible was trying something new and didn’t get it right. The former might call for punitive action, while the latter might best be handled by additional training. * Improvement is about preparation and moving […]

* High performers figure out on their own what improvement are needed and how to make them. Low performers focus on the status quo and what they know, so don’t expect them to think about raising the bar without knowing why and understanding how. * As you work to change the behavior of the weakest […]

* Without learning objectives, individuals, who conceived projects on their own, risk wasting both time and energy. The results may make people feel good because they have accomplished something, but it doesn’t help the team achieve its purpose. * Morale, initiative, job satisfaction and performance are raised simultaneously when leaders and followers become aware of […]

* You are not likely to change anyone’s behavior until your first accept him for who he is and what he believes. Imposing your views on someone without first empathizing with him leaves the impression that you are the one opposed to change—not him. * Assumptions are the brain food of idiots. Without a genuine […]

Contemporary managers are facing the external pressures of a rapidly changing workplace. As the pace picks up, they are expected to keep on top of everything. Should performance and productivity fall off, the higher-ups assume someone must be doing something wrong. A typical reaction is to bring in a consultant to identify the problem(s) and […]

Succession planning is a future-focused endeavor designed to ensure knowledge upgrades become an instinctive part of everyone’s positional responsibility. Another proviso is providing support for those high achievers who are candidates for increased job responsibilities. As an organization considers succession planning, it is essential to form a cross-departmental succession planning team (SPT) consisting of executive […]

Only an idiot would enjoy working in a tension-filled environment. So, consider what it would mean should the conflicts you’re currently embroiled in remain unresolved. Pointing out the issue is risky, so you keep quiet and hope it goes away. Like you, few people are comfortable disclosing his or her frustrations in an open forum. […]

Highly placed executives often suffer from the “enough is never enough” syndrome. No matter how far up the ladder they climb or how much compensation they receive, they’re rarely satisfied and are still striving for more. We treat them like superstars expecting them to perform perfectly and be all knowing. Today’s headlines are ample proof […]

Our attitudes, beliefs and understanding of authority are largely shaped by our family long before any of us transition from learning to earning. How the elders solve problems and make decisions are natural elements of our “training.” Some families raise trustworthy children who fit in easily. Taught obedience, compliance, and loyalty they become the backbone […]