Archive for the ‘Performance Management’ Category

Leadership in 2012

It is often stated – and very true – that before you can lead anyone, you must be able to lead yourself.

To know:

  • Where you are heading
  • Why you are heading in that direction
  • How to get there
  • And finally, being able to fully realise the exceptional outcomes

Therefore having a title won’t make you a leader. Everyone has the opportunity to be a leader if they positively influence others. People of influence who multiply their effectiveness don’t rely on “positional power” but on “personal power.” While the position or title they have gives them authority, it is qualities such as integrity, trust, faith in people, the ability to actively listen and respond appropriately, to empower and understand people that sets them apart.

And most importantly of all – communicate effectively with clear purpose. (more…)

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Time Management or Energy Management

A great deal has been written about time management with the key question regarding priority – when is the important urgent, and the urgent important?  In discussions with senior executives, another issue that is gaining more air time is energy management. Often it is not raised as such, but surfaces under such headings as tired, stressed, pressured and heavy workloads.

When I pursued this with a manager some time ago, he admitted he was really concerned about being time poor, with not enough hours in the day to what he considered had to be done. As a result, he was under stress, had difficulty sleeping, with no time for his family and no exercise program. When asked what he did for relaxation, he simply laughed. (more…)

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Leaders and Leadership – Focus and Direction

There has been much talk throughout the Australian community recently – particularly the media – about leadership. Whether it be in Canberra or the business sector, on subjects such as live cattle exports, carbon tax or the NBN rollout, the discussions are highlighting the ongoing need for leadership throughout Australia.

However let us constrain ourselves here to leadership for the Organisation and those people who are the key stakeholders – including the staff. We ask you to consider the following sample as a blueprint for the Organisation’s leader – CEO – reporting to the Board. It is his/her way forward – with clear intent and purpose and implemented through very effective communication styles and skills. It was developed with and successfully completed by a “real” client. We trust you find it valuable. (more…)

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Danger for Health with Communication Trends

One doesn’t have to be too observant these days to witness a growing phenomenon of our times – the younger generation’s love affair with electronic attachments.  It would seem they feel undressed if they don’t have something hanging off them.

I drive past schools these days and wonder where the kids are that used to kick footballs on the oval? All I can see are groups huddled together with their heads down. This makes me believe the need for a headline.

Danger! Obesity on the increase – communication on the decrease!

(more…)

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Disengagement tops 80%

A research study shows the majority of Australians are going through the motions or worse at work, with 82 per cent saying they’re not fully engaged in their current role.

The study finds the bulk of workers (61 per cent) are not engaged and do little more than is necessary to keep their jobs. Worse still, 21 per cent are actively disengaged, saying they view their workplaces unfavourably and are highly likely to spread their negativity to others. (more…)

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The Power of Effective Communication and Personality

We come into this world with our own unique nature, pattern of behaviour and natural reactions to people. The following shows how you can use these differences for the benefit of all.

The CEO of an emerging company wanted his executive management group of four to attend a presentation very relevant to their stage of development. Even though the event was on a Saturday evening, the CEO, with good reason, could have simply required them to attend, but understanding their personalities, he chose to do the following. (more…)

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Retaining Top Talent – A must read

“The Renewed Challenge that really should never have gone away”

There is little doubt that financing was a key area for organisational competitive advantage before the global financial crisis (GFC). For directors, the challenges now appear to be around the management of human capital and the fight for talent in organisations. As directors become more in tune with this, it is inevitable that boards will seek human resource information with the same degree of integrity as that expected of financial information. Systems and processes will become vital in establishing data that enables boards to proactively manage human capital – real people!

The US experience after 9/11 and after the GFC-driven downturn provides the “canary” for Australian directors. The thought of a W-shaped global growth pattern and the emergence of potential downturns in Australia only heighten the need for directors to become focussed on retaining top talent.

(more…)

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Engagement by ownership

How many people would wash a loan car before returning it? Very few if any I would suggest! It’s not your car. You don’t own it. Do you wash your own car? I’m sure you do. Why? Because it’s yours – you own it and therefore want to care for and look after it.

In the workplace, we can’t bark people into commitment. If we want people to care for and look after work decisions, they need to own them so they look after them and achieve good outcomes.

How do you do this? Contact Carnegie to discuss.

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3 Actions For CEOs, MDs or Business Owners

Serious about changing your organization’s culture?  Here are three courageous actions that work!

1. Communicate the vision of change you want.

2. Identify, and communicate, at least two behavioural changes you plan to work on personally

3. Have senior executive do likewise

Do this and there will be much greater commitment to organizational change than if leadership makes out they are OK and the problems lie with everyone else.

How do you do this? Contact Carnegie to discuss.

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‘Soft’ or ‘Hard’ Measures

What exactly does this mean? Probably the most commonly held view is that “hard” means tough, data based and “soft” stands for unreliable, easy subjective judgements.

I would suggest that when considering performance, the toughest, most accountable and responsible outcome is derived from clear expectations that are discussed, understood and agreed to. Once genuine agreement is reached there is response/ability – the ability to respond to what’s been agreed to.

It’s not a matter of “hard” or “soft” – It’s about placing the responsibility where it belongs – from directing to connecting.

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