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Casual Articles - Building Performance Trust
In our business lives we wear many hats. We often think of our job title as the way to describe our work. In fact, in any social situation, the question, “So what do you do?” will come up early in any conversation with a new person. How do we respond to this question? Invariably, we respond with our job title and the
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or
As an accounting trainee, you would be working with an accountant who is CCAB qualified, who would be in essence your mentor for the field of accountancy. The vast majority of accounting jobs in the UK state that the organization is looking for CCAB-qualified accountants. As a trainee, you could land a job with an organi
Getting the okay to pursue your idea is directly related to the level of confidence other people have in your ability to deliver it. And if you do, you will create for yourself opportunities on a regular basis. One successful idea delivery leads to another and another and another. Bigger and bigger ideas are entrusted to people who consistently turn ideas into reality.
You see, not only does an idea need to be a good one, but the idea-maker needs to be a performer who can deliver the vision. That doesn't mean you need to have executed lots of ideas before getting one approved. It does mean the base quality of your work is a deciding factor.
In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trust the person to deliver the idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.
If you can't do the little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned from the ones that fail, too. Look at Edison and the light bulb. But if an idea fails because it was poorly executed, we only learn the competency quotient of the initiator.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or
Although companies have much in common with one another, they also differ in many ways. Some companies are large, some are small and some operate in only one product area, others operate in many diversified areas. Some operate in a small geographic area whereas others do business in many countries of the world. To cope w
You see, not only does an idea need to be a good one, but the idea-maker needs to be a performer who can deliver the vision. That doesn't mean you need to have executed lots of ideas before getting one approved. It does mean the base quality of your work is a deciding factor.
In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trust the person to deliver the idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.
If you can't do the little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned from the ones that fail, too. Look at Edison and the light bulb. But if an idea fails because it was poorly executed, we only learn the competency quotient of the initiator.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or
Engineering can be defined as the implication of science to meet the demands of humanity. This is executed through the implication of knowledge in regards to mathematics, physics and practical experience to the blue print of useful processes and objects. The professionals of this execution are known as engineers.J
In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trust the person to deliver the idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.
If you can't do the little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned from the ones that fail, too. Look at Edison and the light bulb. But if an idea fails because it was poorly executed, we only learn the competency quotient of the initiator.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or
The office chair is ubiquitous in every part of the office - in cubicles, the CEO's room, conference rooms, the cafeteria, the reception area and more. Whatever the area, the purpose is singular - to sit down in a comfortable and healthy manner.The office chair is no longer just another piece of furniture. A
If you can't do the little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned from the ones that fail, too. Look at Edison and the light bulb. But if an idea fails because it was poorly executed, we only learn the competency quotient of the initiator.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or
Even bad advertising works.But the good stuff works better. In fact, if you have a good concept with good copy, then you don't have to spend as much money on media. While writing ads is a specialty, someone willing to devote some time to doing it well can certainly create an effective ad. Here are some tips.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or ideas. I do on both. But, business decisions are about odds and risks. Make sure both are in your favor. Being a strong performer is the best way to get your ideas noticed and sell them to the powers that be.
You can start enhancing your performance reputation by implementing ideas that don't require anyone's approval. Do what needs doing, what would be helpful if implemented or beneficial if created. Of course, this at-your-discretion work is always in addition to current responsibilities. People who are winning at working use ideas to build performance trust. And performance trust builds careers.
(c) 2005 Nan S. Russell. All rights reserved.
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