I’m not going to pretend tough performance reviews should be easy. And if you’re stressing over a review you must give tomorrow, most of what I’m writing here won’t help you much. But laying the right foundation can take some of the pain out of future difficult conversations. Continue reading Difficult Performance Reviews
You’ve done it. You’re holding it in your hands. The perfect strategic plan. Months of effort by leaders from across the organization. You can almost taste the success it promises. Well, almost…
Until you remember that’s how you felt holding last year’s plan. The one you only accomplished 30% of.
Still, there’s a sense of satisfaction that you met the goal of creating a plan. The planning season is over, time to move on to other battles. You distribute the plan and everyone puts it on the shelf next to last year’s plan.
It would be nice to break the cycle of strategic planning that doesn’t generate results, but how? Continue reading Strategic Plans That Get Executed
In his book, Hills, Skills, and Wills: How to Improve Yours (and Others) Performance, Michael J. Ayulo identifies three categories of obstacles that hinder a person’s performance. As the title suggests, he labels them as hills, skills, and wills. These are useful handles to put on some important distinctions.
If I go to the doctor with a serious illness, it’s important that the doctor diagnose the cause of my illness correctly. Otherwise, the treatment he proposes may not work or might even make things worse. The same is true in diagnosing a performance problem. Continue reading Hills, Skills, and Wills
