When underperformance is a systemic characteristic across a department, function or organization, it is important to first consider what existing conditions may be “shackling” the workforce from performing at their best.
It is not how we act in daily interactions but how we handle conflict that defines us — to our customers, our co-workers and our boss.
These tactics have been developed over years of observations of organizations and managers that effectively developed their staff.
We all dread it — that performance review. So much career success or failure appears to be based on this single discussion.
How will you help your executive board see your new program as a strategic "investment" in future workforce and organizational performance?
How can we balance the oft-conflicting demands of our personal lives with the demands of our jobs?