Organizational Measurement and Feedback Pathways and Pitfalls (Part One)
Part ONE of TWO “Nothing requires a rarer intellectual heroism than the willingness to see one’s equation written out.” — George Santayana, American philosopher, poet, and novelist Far too many...
View ArticleOrganizational Measurement and Feedback Pathways and Pitfalls (Part Two)
Part TWO of TWO “Nothing requires a rarer intellectual heroism than the willingness to see one’s equation written out.” — George Santayana, American philosopher, poet, and novelist Get teams to develop...
View ArticlePersonal Feedback Pathways and Pitfalls
“To become different from what we are, we must have some awareness of what we are.” — Eric Hoffer, 20th century American longshoreman and philosopher Ironically (and tragically), if I am a...
View ArticlePinpointing My Leadership Position
“In a longitudinal study of the effectiveness of leaders… how subordinates assessed the leader proved most predictive of the leader’s success and effectiveness, both at two and four years following the...
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Strategic Measurements Guide Change and Improvement
“Crude measures of the right things are better than precise measures of the wrong things.” Here are five core measurement areas that provide broad and balanced feedback loops for assessing and...
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Video Clip: Feedback Pinpoints Perceptions of Leadership Effectiveness
As I described recently in “Courageous Leaders Ask for Feedback“, strong leaders encourage feedback, and reap the benefit in their improved leadership and coaching effectiveness. Feedback from others...
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9 Problems with 360 Multi-Rater Assessments
Feedback is critical to leadership effectiveness and development. That’s why 360 Multi-Rater Assessments are used by over 90% of Fortune 500 companies. But many organizations are now experiencing these...
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Components of a Best-of-Class 360 Assessment
Most 360 feedback assessments search for skill gaps, weaknesses, and training/development needs. We’re running into executives who’ve refused to participate in 360 feedback assessments because they’ve...
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The High Cost of Failing to Deal with Toxic Employees
Cornerstone OnDemand analyzed their dataset of 63,000 employees spanning 250,000 observations and concluded: Good employees are 54 percent more likely to quit when they work with a toxic employee, if...
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What Accounts for the Accountability Mess?
Accountability is highly subjective. Its meaning depends on whether we’re at the giving or receiving end. Many of us have been lashed with the accountability whip wielded by a blundering manager...
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