This blog is about the relationship between organizations and the people who work for them. And, it’s dedicated to the millions of people around the world who go to work every day wanting to do a great job.
Being open. Being collaborative. Being innovative. We all say this is a good thing. But how does being open, collaborative, innovative add value to your organization?
The focus on social media – the tools and tactics – is taking us away from this more important question.
What’s the value of a good relationship to your organization? Here’s a conversation between Charlene Li and Gary Hamel.
What’s a good relationship look like? with your employees? your customers? your supply chain? your board? And what’s the value of that relationship to the business. Is anyone in your organization is really thinking about that?¬†
If, the idea is to improve organizational and employee performance, then the annual performance review may be making things worse not better. ¬†Today’s Globe and Mail confirms that according to an “academic review of more than 600 employee-feedback studies… two-thirds of appraisals had zero or even negative effects on employee performance after the feedback is given.”¬†[link not available - "Every year not enough, try weekly performance reviews", Rachel Emma Silverman]
Since it’s that time of year, the time of year when I know many of you are focused on reviewing this year’s performance and defining next year’s team and individual objectives, I thought you might be interested in learning about something completely different. Something that will really increase your chances of improving performance next year.
The “Managerial moment of truth” presents a framework and an approach to skill building. As Robert Fritz describes it, “the managerial moment of truth is a one trick pony. But, it’s a really really good trick.”
It’s not personal. ¬†It will help you build an institutional and individual ‘cycle of correction’ and learning.¬†It will enable you to effectively increase organizational and individual performance.
Here’s co-author¬†Bruce Bodaken, CEO of Blue Shield of California, speaking about the impact of this approach on his business’s leadership and performance. He believes that this approach has helped him and his team unleash between 25 and 40% of the underutilized capacity in his organization at little or no cost. In his 5 years as CEO, BlueShield has become the fastest growing health plan in California. ¬†They’ve doubled membership and grown revenues from $3B to 8B. ¬†A remarkable achievement indeed.¬†Worth checking out the full video, especially after minute¬†6.¬†