 |
A good system is the connection between good behaviors and good outcomes. It is this gap that most people fail to consistently cross.
|
106 |
 |
…try to establish a culture in which every meeting has a point, an agenda, an extremely limited time frame, an outcome, and a bias toward involving fewer people rather than more.
|
99 |
 |
Letting people come up with their own insights when things haven’t gone well is more comfortable for everyone, and is more likely to deliver the outcome everyone wants: learning and behavior change for next time.
|
210 |
 |
…Harvard shows that when leaders are inclusive, humble, and encourage their staff to speak up or ask for help, it leads to better learning and performance outcomes.
|
57 |
 |
Define the right outcomes and then let each person find his own route toward those outcomes.
|
116 |
 |
The most efficient way to turn someone’s talent into performance is to help him find his own path of least resistance toward the desired outcomes.
|
117 |
 |
Defining the right outcomes does expect a lot out of employees, but there is probably no better way to nurture self-awareness and self-reliance in your people.
|
117 |
 |
…with these outcomes defined, you can then avoid the time-wasting futility of trying to force everyone to satisfy their customers or treat their employees exactly the same way.
|
126 |
 |
…defining the right outcomes to measure culture can be quite a challenge. But it is worth the effort.
|
128 |
 |
Whatever you happen to think, if the customer thinks that a particular outcome isn’t valuable, it isn’t.
|
143 |
