 |
Developing successful leaders – whether managers, executives or high-value individual contributors – is an ongoing process.
|
69 |
 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
Progress Review conversations are a powerful coaching tool when they focus on celebrating success, preparing for future achievements, and planning for development and growth opportunities.
|
84 |
 |
Becoming an effective coach is the most important skill any manager can develop.
|
85 |
 |
…a competitor needs to pay an employee over 20% more to get them to switch jobs if that employee is engaged. If an employee is disengaged, they will leave for almost any increase in salary.
|
87 |
 |
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 |
 |
Managers – through their strengths, their own engagement, and how they work with their teams each day – account for 70% of the variance in team engagement.
|
105 |
 |
Teams with members who have deep respect for each other and friendships are more engaged and perform better.
|
105 |
 |
Strategic alignment is when managers and employees can see a seamless connection between what they are asked to do and what the organization stands for and is trying to get done.
|
114 |
