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VII. The Truth About Managing Performance
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VII. The Truth About Managing Performance
by William S. Kane
The Truth About Thriving in Change
Copyright
The Truth About Thriving in Change
HR Leaders
Academia
Business/Human Resources Consultants
Training and Development Practitioners
Operations/Manufacturing/General Management
Preface
What is organizational change?
The benefits of organizational change
What’s different today?
Is the time right?
Is there a checklist you can follow?
Is it fun?
I. The Truth About Staying or Going
1. Life is 10% of what happens to you and 90% of how you react
2. If your values don’t agree, it’s probably time to flee
3. Service awards aren’t what they used to be
Short-term considerations
Long-term considerations
Implications
4. Teaching long division doesn’t work on a Blackberry
II. The Truth About What You should Pack
5. It’s not what you’ve got; it’s what you need
6. To manage change, you must lead change
7. You can’t do without a “can-do” attitude
8. If you don’t stand for something, you’ll fall for anything
III. The Truth About Those Early Days
9. Run before you walk
10. Keep your boss your biggest fan
11. There are only three ways to introduce change
12. Build the case: It’s a challenge and an opportunity
13. Teach others how to treat you
IV. The Truth About Planning
14. If you don’t know where you’re going, you won’t get there
15. To realize the future, you must create it
16. Convert aspiration to invitation
17. Having organizational values matters; living them means more
Organizational values have a holistic impact
Values are the basis of community
Values define relationships: they’re the link to your team
Values are a required managerial competency
Values are a critical aspect of organizational viability
The key to values identification is enforcement
Get started
On an ongoing basis
18. Make the change agenda everyone’s agenda
V. The Truth About Communications
19. We listen with our eyes
Verbals
Vocals
Nonverbals
20. Email is the tool of the devil
21. People can’t drink from a fire hose
22. Conversion is for missionaries and crusaders
Can-doers
Fence-sitters
Naysayers
VI. The Truth About Matching People with Purpose
23. Organizational structure: Look in from the outside
24. Build your team around your “A” players
25. Candidate screening: Let the facts speak for themselves
26. Avoid the ten potential “placement pitfalls”
27. Don’t surround yourself with yourself
28. Why you need to get staffing right
29. If you must “right-size,” do it the right way
Explore all alternatives
Your business needs should drive the selection process
Be proactive with communications
Treat everyone in accordance with your organization’s values
Give appropriate notice
Be done with it
Prepare for tomorrow
VII. The Truth About Managing Performance
30. One style does not fit all
Telling
Selling
Participating
Delegating
31. You can influence without authority
32. You can’t work the plan if you don’t plan the work
33. There’s no excuse for excuses
34. Know what buttons to push
VIII. The Truth About Creating Your Cultural Framework
35. Calm waters make for easier sailing
36. Trust is a currency not easily earned, but easily spent
37. If you’re out of sight, you’re probably out of touch
38. Teams aren’t a necessary evil
39. Your way may not be the best way
40. The whole is greater than the sum of the parts
41. Embrace—don’t run from—the questions
You must establish a “safe to say” environment
You should lead with questions
You should be a critical listener
You should gently prod people for feedback
You may say, “I don’t know;” however, then say, “I’ll get back to you.”
You should make sure that everyone’s opinion is welcomed and respected
42. Decision making: The fastest don’t always finish first
Work the room ahead of time
Don’t be afraid to make decisions
Act with appropriate haste
Know that your credibility is on the line every day
Unless new information becomes available, stick to your word
43. Exceptions: Can’t live with them; can’t live without them
44. Employee discipline: Ask the more meaningful question
IX. The Truth About Recognition and Reward
45. Make every employee feel like your only employee
46. A little formal recognition goes a long way
X. The Truth About Sustenance
47. Your best investment is in... YOU
Anticipate
Be a consummate reader
Have curiosity
Stay “linked” to your customer
Join professional associations
Pursue training opportunities
Keep your network alive
Be bold
48. Your title is manager; your job is teacher
Start by selecting the “right” people to develop.
How do you invest in these people?
49. Trying to be all things to all people is a slippery slope
Closing Thoughts
References
Providing context
Providing context
Truth 1
Truth 2
Truth 3
Truth 4
Truth 5
Truth 6
Truth 7
Truth 8
Truth 9
Truth 10
Truth 11
Truth 14
Truth 15
Truth 16
Truth 17
Truth 18
Truth 19
Truth 20
Truth 21
Truth 22
Truth 23
Truth 24
Truth 25
Truth 26
Truth 27
Truth 28
Truth 29
Truth 30
Truth 31
Truth 32
Truth 33
Truth 34
Truth 35
Truth 36
Truth 37
Truth 38
Truth 39
Truth 40
Truth 41
Truth 42
Truth 43
Truth 44
Truth 45
Truth 46
Truth 47
Truth 48
Truth 49
About the Author
Acknowledgments
A. Career Reflections
Assessment—Where are you?
Planning—Where are you going?
B. Vision/Mission Statements
C. Strategic Objectives
Markets and customers
Products and services
Business processes
People and reward systems
Structure and facilities
Technologies
D. Tactics
E. Values
An example of values with supporting behaviors
F. Behavioral Interviewing Examples
G. Types of Organizational Learning
H. Prompting a Dialog About Values
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Part VII. The Truth About Managing Performance
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