Posts Tagged with "performance"

#12c: How high turnover damages performance and culture.

More damaging than direct loss of investment in your employees, but less visible, is the effect of high turnover on team performance and company culture. A team that loses a key member not only loses their expertise, but also suffers a loss of cohesion.Read more →

#13a: Culture, values, and performance variation across companies.

An employee's at work experience is greatly affected by their local environment, yet a company's performance does not comprise only the sum of its employees' individual experiences. Performance variation has been found to be stronger across companies than within them.Read more →

#13a1: To improve individual performance, improve team performance.

Individual performance follows a power law: the best outperform the worst by an order of magnitude. A manager is unlikely to change her people in a meaningful way, so it is unlikely for low performers to become high performers and shift the distribution (at least, within a company or team).Read more →

Reference #59: An Elegant Puzzle

Most performance management systems comprise three elements: careen ladders, performance designations, and performance cycles.Read more →

Reference #91: Reinventing Performance Management

Much of a performance rating reveals more about the rater than the person being rated. For example, how valuable a rater views strategic thinking significantly affects their assessment of someone else's strategic thinking. This is known as the "idiosyncratic rater effect".Read more →

Reference #138: Peopleware

For measures of variation in performance, the following rules of thumbs apply over a sample of individuals:Read more →

Reference #139: Peopleware

Performance variation is stronger across companies than within them.Read more →

Reference #227: The First 90 Days

Underpromise and overdeliver early in your role to build credibility.Read more →

Reference #254: The First 90 Days

An organisation's structure is how it organises its people and technology to support its strategic direction.Read more →

Reference #257: The First 90 Days

When you join an existing team as their new leader, you will likely inherit some outstanding performers (A-players), some average performers (B-players), and some who are not up to the job (C-players).Read more →

Reference #258: The First 90 Days

You may not always be able to let go a poor performer, at least not in a short timeframe.Read more →

Reference #259: The First 90 Days

How you structure individual- and group-based compensation as part of your overall performance-based contribution to compensation depends on the extent of interdependence in performance.Read more →

Reference #287: The First 90 Days

The relationship between stress and performance is depicted on the Yerkes-Dotson as an inverted U.Read more →

Reference #424: Organizational Culture and Leadership

Like other beliefs and values, those confirmed through social validation provide comfort and meaning to a group's members. But they may not be correlated with actual performance. They may even be negatively correlated.Read more →

Reference #493: Organizational Culture and Leadership

While SaaS providers of culture diagnostic tools may suggest that culture can be changed at the pace of rapid surveying, the process of culture change is often longer and more involved. Diagnosis is only a small piece.Read more →