Posted on October 29, 2010 by Mike Chitty
Posted on August 18, 2010 by Mike Chitty
There is some great content here, but then there should be in a 128 slide deck! This is not to be presented, but read. And thought about.
Look at how this information is communicated.
Performance on this in the private sector is often poor.
Performance in public and third sectors is usually worse, in my experience, because the disconnect between espoused values and reality is often wider.
In very small businesses it is not a big issue. But as things scale up, as middle managers and team leaders start to appear this type of issue can become ‘make or break’.
Everyone is clear on what works at Netflix. Employees, customers and shareholders.
- How do you communicate about culture?
- Do words and actions match up in your organisation?
- What can you do to improve things?
Filed under: communication, culture, leadership, management, performance improvement, performance management | Tagged: communication, culture, leadership, management, performance improvement, performance management | Leave a Comment »
Posted on June 20, 2009 by Mike Chitty
I often meet managers who are obsessed with plans and performance. As a result they tend to focus on deviance. Things that go wrong, that don’t meet the plan.
As a result they find it hard to see and acknowledge the good stuff. The vast majority of their feedback is about problems and they fail to acknowledge or even see the good work that is done every day.
If you need convincing that you only see what you are looking for try this video for size.
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Filed under: culture, feedback, leadership, management, performance improvement, performance management | Tagged: communication, culture, feedback, leadership, management, performance improvement, performance management | 3 Comments »
Posted on June 10, 2009 by Mike Chitty
We all have days, sometimes weeks, months even years when our enthusiasm and love for life is not as high as we want it to be. Don’t we?
We all suffer bouts of ‘passion depletion’.
In my world ‘passion’ is not just about enthusiasm, love and enjoyment. It is also a measure of suffering – as in ‘the passion of Christ’.
It is a measure of how much suffering we are prepared to put up with to pursue that which we love. It is linked to the question ‘Are you willing to pay the price for the success that you desire?’ What will you put up with, put at risk in order to pursue your dream? How many hours of practice, research, writing, planning and thinking?
In this formulation ‘passion depletion’ (now meaning a reduction in the amount of suffering you are prepared to put up with in order to pursue your goals) is a sign that you are falling out of love with your original goal. Perhaps there is something else that you would rather suffer for?
It maybe a very positive sign that ‘new doors’ are opening.
I know that this formulation about suffering is not popular, but for me it does reflect more of the truth of day to day life and professional and private practice. It provides me with a useful benchmark against which to gauge my life choices.
When some of your team seem to have ‘passion depletion’ it might be telling you, and them, something important.
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Posted on May 26, 2009 by Mike Chitty
One of the basic assumptions behind my work in the Progressive Managers’ Network is that excellent performance depends on excellent relationships. Relationships that are characterised by:
- 2-way communication
- creativity and innovation from everyone
- development and progress
And still the most common objection that I face in my training? “Mike I haven’t got time to spend building relationships. I just need to get them to do as I ask.” The longer term pursuit of excellence is consistently hi-jacked for the short term acceptance of mediocrity.
Great post here from Carmine Coyote which provides some clues about why getting relationships right really matters.
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Posted on May 22, 2009 by Mike Chitty
Much of my work is about providing managers with safe and effective ways to have conversations that they would instinctively prefer to avoid. Conversations about behaviours and approaches that don’t contribute towards excellent performance.
If they do choose to address the issue most managers have to force themselves to say things, to use words and phrases that are not (yet), a part of their everyday management vocabulary.
There is a great post here by Steve Roesler that offers some useful and practical insights into getting these difficult conversations right.
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