Exceptional development managers tell people that at the finish line of every task they will be breaking two ribbons, one for development and one for results.Jeff hears this, is struck by the technique and tries it out. He is bowled over by how well it works.
Too often, management focuses on the high potentials, providing them with targeted training and access to senior management, while leaving everybody else to fend for themselves. There's a better way to spread your best development, by making it abundantly available for all.
Performance Management always seems to need "fixing". Progressive companies are finding new ways to do it. And we have discovered a wonderful fix driven by managers who make everyday a development AND performance day. This blog lays out what they do.
How can leaders find time to develop people on the job with the crazy crush of 24/7 pressure for results? The answer is counter intuitive: not to act more quickly, but to pause more to slow down to go fast.
No question about it, organizations need processes and policies to put development on the right path. Yet, we regularly hear from managers that programs requiring detailed forms and meetings such as: performance management, IDP’s and succession planning, feel piled on top of their day jobs. Often managers admit to treating them transactionally, which, as we know, has little impact on employee performance and development. The solution?