@rah
more from that month
When it comes to performance management many organisations fall short because they never get beyond Chapter 1 about Performance Monitoring. Performance Monitoring at best gives a snapshot and while it is useful it is of limited value. Move your organisation beyond Chapter 1 and drive improvement by supporting, training and motivating your people. It is not enough to know what they are doing. Have a vision for what you want them to do and help them get there. And on that note, staff appraisal is a two-way process in which the employee should feel comfortable to share without fear of retribution of consequence. Top down dynamics or essential for providing direction but bottom up dynamics are of at least the same value for data sharing and analysis #Business
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Knowledge, not just know-how should be a more valuable asset in every organisation. Culture must embrace soft skills, support of initiatives it has to be a better way for this. You're right, without a vision, how we see our organisation, we can't expect from people to be the best, every time. I quite like Chris Argyris'theory about the double-hook learning procedure in organisations - organisations should embrace the innovation from their people. As a missed oportunity as an example is Kodak - They had the invention in their hands, but doesn't payed enough attention for their employee. Killing the motivation, the project, significantly raised the cause of their fall. (just really briefly packed some ideas... It's a great subject, made my mind galop).
Oh yes I agree. Organisations tend to decentralise and empower employees during good times because they can "afford" if and when initiatives fali but they tend to centralise - circle the waggons if you like - in adverse circumstances but it might just be that is the time to give more power to the employees as they often have a better finger on the pulse of the operations that are failing - esp when compared to managers who are only dashboard and figures focused. BTW I am really enjoying our exchange of ideas :)
True empowerment is hard, and I'm quite interested in cases why is that. Every time, different cause, but most of the time from management: fear of loosing "control". What is the small element, that some organisation recognise and benefit from it (even shown on figures - but in those cases, the improvement is much beyond the acceptance) and some are more focused on the indicators even if there is rational reason to lift some limitations? Interesting indeed.... with so much models out there, it is still very personal and human - this should be the factor towards empowering employees. I'm enjoying out exchanges too :) in the matter of fact, I've become more motivated to work on some articles, contents ... Thank you for the meaningful thoughts! looking forward.
Fantastic that I am driving your motivation too and yes at the end of the day the major hinderence in any structure is the insecure manager who puts their personal issues before all else. It manifests as control issues, weak decision making and psychopathic leadership styles - esp when the manager confuses the difference between a leader (people) and a manager (process)