Almost one of out every two employees does not know what management expects from them in terms of job performance. Which means management isn’t telling them what is expected. Which means management expects employees to be mind readers. Or else they don’t care about performance. And we wonder why excellence is such a rare commodity in the corporate world! As leaders, the things we don’t do or say often have more of an impact than those that we do. So I took my own informal poll and came up with the top five things managers don’t do that undermine excellence in organizations.
Boardroom Burnout: Is there a pill for that?
Practical tips from board members on how to avoid wearing-out your directors! The challenge: It’s no secret that there are an increasing number of demands on boards. Directors are expected to keep abreast of the organization’s business model, performance, strategic challenges and risk environment, understand the industry, understand the legislative environment, be knowledgeable of and ensure compliance with regulatory and reporting requirements and changes, evaluate the CEO and board’s performance, has a compliant and effective compensation program, be current on applicable accounting rules and ensure that the organization has a solid succession plan and effective culture.
What gets measured is what gets done. Therefore, it’s necessary to set leading and lagging indicators for how the NPD process is going.