 |
Strong fit-to-role is predictive of performance and longevity.
|
52 |
 |
…to inspire exceptional performance, managers have to lead with – and continually revisit – meaningful feedback based on what each person naturally does best.
|
54 |
 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
…studies find that continual coaching has a powerful impact on performance. And goal setting has a stronger positive effect… when it is accompanied by feedback on progress.
|
80 |
 |
Performance ratings reveal more about the supervisor than the employee.
|
90 |
 |
To make general performance measures relevant to each employee, managers should individualize expectations and development.
|
95 |
 |
Teams with members who have deep respect for each other and friendships are more engaged and perform better.
|
105 |
 |
The key to attracting female employees to your organization is making your workplace culture flexible enough to accommodate family and life obligations – while giving equitable credit and pay for performance and achievement.
|
143 |
 |
Once you have carefully diagnosed an individual’s strengths and given them a near-perfect job in which they have a natural capacity to perform, make sure they have one of the world’s great managers.
|
186 |
 |
Workers who seek out negative feedback – coaching on what they can improve – tend to receive higher performance ratings.
|
279 |
