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The why question is not always easy to answer, particularly if the company is profitable and there are no apparent problems. You have to convince people that you are preparing for the future, not attempting to remedy the past. In addressing this first priority, how you choose to launch your action program is a critical decision. In most cases, the longer-duration decathlons and marathons are best launched in a low-key way. Because of the often lengthy time between the start of actions and the point at which actions actually pay off, it is better not to raise interest and expectations too high if no immediate steps are required. |
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The primary dilemma with performance appraisals and teams is that appraisal forms and processes were built with individuals in mind. Using an individually based instrument to measure the performance of a team is difficult. Where does the work of the individual stop and the team begin? The appraisal job gets even tougher when the teams are cross-functional, not homogeneous. |
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This article describes the process component of executive coaching by breaking it down into five key steps. The exact determination of dividing lines between the individual steps is less important than the approach to issues that arise during the process as a whole. In step one: Careful Contracting, we should create a trusting environment in which open dialog can occur and underlying issues can be brought to light. A great deal of honest communication and feedback will set the parameters of the executive coaching process. |
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Virtually all of the studies that tested the satisfaction mirror concept have identified some linkage between employee satisfaction and customer satisfaction, between employee satisfaction and customer loyalty, or both. The discovered linkages, however, have ranged from negative to positive, and a few studies yielded no correlation at all. The necessary conclusion? Employee satisfaction does not universally nor unambiguously create customer loyalty. |
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There are countless traps along the path of mentordom. Mentoring can be a power trip for those seeking an admirer, a manifestation of greed for those who must have slaves. Mentoring can be a platform for proselytizing a cause or crusade, a strong tale told to an innocent or unknowing listener. However, the traps of power, greed, and crusading all pale when compared with the subtler description listed below. There are other traps, of course, but these are the ones that most frequently raise their ugly heads to sabotage healthy relationships. |
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