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Additional info for Performance-Based Management: What Every Manager Should Do to Get Results
Sample text
Ask yourself who benefits from mixed messages. Confusion can be a distraction whether it is from inadequate leadership or from poorly designed processes. D. Begin to build a plan to increase your own credibility and ability to challenge mixed messages and assure your people are working on the right goals. 1. Identify people in the organization who are either decision makers or in a position to influence others’ decisions. They might include key internal customers, your boss’s peers, or important suppliers.
Share your answers with your peers and manager to identify any differences or things you did not think of. D. If there is any discrepancy or disagreement over what they believe you do and what the results should be, work with them to resolve the discrepancy. E. Use what you learn to develop goals and objectives for your group and identify the criteria to judge what you do. Hint: When you go through the exercise, think about how much has stayed the same over the last year or so, how much has changed, and to what degree the emphasis has changed.
Here is an example. Performance-Based Management OVERTIME Steve managed a research facility. ” It seems top management’s attention had changed to cost containment and their statements made it sound like cutting out overtime was a goal rather than one possible solution. Steve, however, knew that overtime in some circumstances was less costly than forcing work to be completed within a shift. Steve managed highly skilled tradesmen who were responsible for the maintenance of very sophisticated equipment that simulated different atmospheric conditions that scientists required for their experiments.
