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Casual Articles - Rating The Boss: If Donald Rumsfeld Were CEO
The Art of Storytelling (eg. 'Branding')A few years ago at a conference for a large, multi-national corporation, I sat and waited for the keynote speaker. She was described in the program as a woman with all the appropriate credentials. At the podium, she said she forgot the notes for her speech and she would tell a story instead.The grey suited crowd shifted in their chairs, glanced left and right at each other. She began by asking for the lights to be turned down and for all of us to close our eyes. She then told a story about a young girl who had lost her imagination and, if she was to survive, she would have to find it. It was a frightening and joyful journey full of pictures, met
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard t
When my daughter was in elementary school, she came home one day with a simple form, that was to cause my wife and I undue anxiety for weeks. It was a list of one hundred magazines with a note on top. It explained how we needed to have her obtain subscriptions totaling $75 by the end of the month in order for her to fulfill her quota. She was ten years old, darn it and now she had a quota! It went on to detail the various needs of the art and music department and how about 25% of the money collected would go toward new equipment. So, now we had to approach every family member, neighbor, or relative for TV Guide, Field and Stream or Popular Quantum Physics. Okay, I made the last one up, but you get the drift.So, her mom and I set about bl
If he were a corporate CEO, president or top executive, would he have lasted as long?
Not likely you say? Don’t count on it.
A recent survey by independent polling and research firm, Rasmussen Reports LLC, found that most managers think pretty highly of their management skills. “They give themselves rave reviews, but their workers beg to differ.”
Fully 92 percent of those managers surveyed said they are an excellent or a good boss.
But ask their direct reports and you get a different story. Only 67 percent of employees surveyed gave their managers a favorable rating, and 10 percent said their bosses do their jobs poorly.
Since only a quarter of individuals are given the opportunity to formally review their manager’s performance (and 73 percent of that group say they believe their feedback is taken seriously), it may not be surprising that bosses may be clueless about what employees (and others) really think of their management skills.
For Execs, Full-Circle Job Reviews On The Increase.
Think 360 reviews, and gamers think Microsoft’s Xbox 360—the popular video game and entertainment system. (They may also be thinking Sony Playstation 3.)
But in the business world, there’s another 360 review. The 360-degree leadership assessment survey. And in lots of organizations, it’s that time of year. This 360 is designed for people who lead, manage, direct or influence the activities of others.
Many organizations use it to gather feedback from peers, managers, direct reports, and other internal and external sources; including self-assessment, customers, suppliers and other interested stakeholders. It’s executive development feedback, and it comes from all around—outlining the performance, strength and weaknesses of a leader or manager.
Participants receive feedback on a comprehensive list of leadership and management competencies. Feedback on hard to measure soft skills, setting priorities, suggested skill building exercises, individual development plans, and quantifying progress.
Managers gain a new perspective on their areas of strength, opportunities for development and blind spots. And if some (or most) of the feedback is negative, unexpected, or unwanted—it’ll be hard to dismiss when it comes from so many sources.
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard t
Logistics assets that have a circular flow are an essential part of the distribution network of any business. These assets are often reusable such as totes, racks, bins and roll cages, shipping containers, gas containers etc. used to transport goods from one place to another. Procuring, maintaining and managing these assets often forms a significant part of a company’s annual expenses. Since theft, damage and replacement erode asset productivity, these assets have to be managed in such a way as to minimize loss as possible. That is when RFID (Radio Frequency Identification Devices) and logistics management comes into effect.Using RFID to Manage Assets:Businesses have resorted to using radio frequency identification devices come in
But ask their direct reports and you get a different story. Only 67 percent of employees surveyed gave their managers a favorable rating, and 10 percent said their bosses do their jobs poorly.
Since only a quarter of individuals are given the opportunity to formally review their manager’s performance (and 73 percent of that group say they believe their feedback is taken seriously), it may not be surprising that bosses may be clueless about what employees (and others) really think of their management skills.
For Execs, Full-Circle Job Reviews On The Increase.
Think 360 reviews, and gamers think Microsoft’s Xbox 360—the popular video game and entertainment system. (They may also be thinking Sony Playstation 3.)
But in the business world, there’s another 360 review. The 360-degree leadership assessment survey. And in lots of organizations, it’s that time of year. This 360 is designed for people who lead, manage, direct or influence the activities of others.
Many organizations use it to gather feedback from peers, managers, direct reports, and other internal and external sources; including self-assessment, customers, suppliers and other interested stakeholders. It’s executive development feedback, and it comes from all around—outlining the performance, strength and weaknesses of a leader or manager.
Participants receive feedback on a comprehensive list of leadership and management competencies. Feedback on hard to measure soft skills, setting priorities, suggested skill building exercises, individual development plans, and quantifying progress.
Managers gain a new perspective on their areas of strength, opportunities for development and blind spots. And if some (or most) of the feedback is negative, unexpected, or unwanted—it’ll be hard to dismiss when it comes from so many sources.
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard t
There are two ways to bring an invention to market:Licensing—granting rights to make, use and/or sell your invention to a company; orVenturing—starting your own company to make, use and/or sell your invention.Licensing requires little time and money and is extremely risk-free, while venturing requires a huge amount of time and money and is extremely risky. (There is only one exception to this rule that will be the subject of my next book Venturing on a Budget.).When you venture your own product, you are competing with larger, more established and experienced companies for market share. When you license, you are partnering with these same companies to bring your product to market. Simply put, licen
Think 360 reviews, and gamers think Microsoft’s Xbox 360—the popular video game and entertainment system. (They may also be thinking Sony Playstation 3.)
But in the business world, there’s another 360 review. The 360-degree leadership assessment survey. And in lots of organizations, it’s that time of year. This 360 is designed for people who lead, manage, direct or influence the activities of others.
Many organizations use it to gather feedback from peers, managers, direct reports, and other internal and external sources; including self-assessment, customers, suppliers and other interested stakeholders. It’s executive development feedback, and it comes from all around—outlining the performance, strength and weaknesses of a leader or manager.
Participants receive feedback on a comprehensive list of leadership and management competencies. Feedback on hard to measure soft skills, setting priorities, suggested skill building exercises, individual development plans, and quantifying progress.
Managers gain a new perspective on their areas of strength, opportunities for development and blind spots. And if some (or most) of the feedback is negative, unexpected, or unwanted—it’ll be hard to dismiss when it comes from so many sources.
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard t
Whether you're just doing research for travel or whether you're a Chinese native or expatriate, you'll be able to catch up on the latest Chinese news, sports, entertainment and stay in touch by using the many Chinese search engines and directories available on the web. Here are some of the most popular and useful sites:Baidu.com - The world's 6th most visited site and the top Chinese website, and that's saying something. This site is a true search engine in the same vein as Google, offering general search, MP3 search, news search and image search. Baidu.com is the world's leading Chinese language search engine.GCWeb - A traditional human reviewed directory, similar to the top English language directory called DMOZ, GCWeb offers hun
Participants receive feedback on a comprehensive list of leadership and management competencies. Feedback on hard to measure soft skills, setting priorities, suggested skill building exercises, individual development plans, and quantifying progress.
Managers gain a new perspective on their areas of strength, opportunities for development and blind spots. And if some (or most) of the feedback is negative, unexpected, or unwanted—it’ll be hard to dismiss when it comes from so many sources.
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard t
The Arkansas State Agency that oversees the collection and reporting of State income taxes deducted from payroll checks is:Department of Finance and Administration Revenue Division P.O. Box 9941 Little Rock, AR 72203-9941 501-682-2212 www.state.ar.us/dfa/taxes/wh_tax/index.htmlArkansas requires that you use Arkansas form “AR4EC, Employee’s Withholding Exemption Certificate” instead of a Federal W-4 Form for Arkansas State Income Tax Withholding.Not all states allow salary reductions made under Section 125 cafeteria plans or 401(k) to be treated in the same manner as the IRS code allows. In Arkansas cafeteria plans: are not taxable for income tax calculation; are not taxable for unemployment
What you get is not only information necessary to assess those leadership and management skills—linking performance measures with organizational standards—but also what action you may need to take for those bosses “behaving badly.”
When conducting 360-degree feedback on any employee, it’s a good idea to involve a "neutral" third party in the process. This can provide better objectivity and confidentiality. Often these third parties will also have sophisticated survey delivery and analysis tools that can often be hard to find internally in most organizations.
One such company is Profiles International, Inc. of Waco, Texas http://www.profilesinternational.com—an employment evaluation and human resource management assessment firm. (Wonderlic is another.) They offer a comprehensive, three-part 360-degree feedback program for professional development that focuses on 8 major skill sets and 18 universal competencies:
Communications: Listens to others, processes information, communicates effectively
Leadership: Instills trust, provides direction, delegates responsibility
Relationships: Builds personal relationships, facilitates team success
Adaptability: Adjusts to consequences, thinks creatively
Task Management: Works effectively, works competently
Production: Takes action, achieves results
Self-development: Displays commitment, seeks improvement
Development of Others: Cultivates individual talents, motivates successfully
Putting it in context, a recent Harvard Business School study suggested, that in one organization they worked with, many employees recommended that (a) "openness to input from below" should become a key component of each leader's 360-degree performance evaluation; and (b) a cut-off score be set for this component, and that those below the threshold could not be promoted.
This would have been a fairly radical change for this particular company, where technical excellence was seen as the primary basis for promotion. Although senior management did not act on this suggestion, which would have been very difficult in their well-established culture, it points in the right direction.
The study states: “It's worth remembering that this is not about being ‘nice’ or creating a ‘nice’ workplace.” In fact, those organizations where voice is more natural and welcome can be pretty tough places, in the sense that people are direct! Not all news is good news! But people also have learned to expect the good and the bad, and know how to process it.
You might be thinking at this point, given how difficult it is and given that it's not necessarily going to be fun, why bother? Their response is that no news is not good news, from the point of view of senior management, or even bosses all the way down.
Managers need to hear from the people in the organization who are closest to the work, closest to the customers—those who are in the best position to recognize
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