R+ Book 5th edition print cover v4The following is an excerpt from “Performance Management: Changing Behavior That Drives Organizational Effectiveness,” Fifth Edition, revised, by Aubrey C. Daniels, PhD., and Jon S. Bailey, Ph.D., for Performance Management Publications, a division of Aubrey Daniels International Inc.

Success in business is defined by an organization’s ability to produce results. If you don’t make a profit, you will go out of business. The same is true for each managerial position within your organization. If a manager does not produce results, he/she will not be judged as successful.

All organizational results are the products of human behavior. Every result is produced by someone doing something. If you want to improve results, you must first get employees to change what they are doing. You want people to do some things either more or less often, or in some cases, to do something entirely different.

To change results, you must change behavior. (read more…)

Going from a one-woman marketing consultancy to a burgeoning agency is not something one plans, but a couple of years ago, I found myself hiring talented people and plugging them into my own workforce plan and in time, to those of my clients.

Because I wanted to ensure top-quality work from my team, my initial plan was to make the each an SME (subject-matter expert) within a specific area. One person handled social, another e-mail campaigns and so on. This worked wonderfully until digital ad management became an offering and overlapped with social, and marketing automation grew over email marketing, and feathers quickly got ruffled.

I had worked my team into a corner. Business was booming, but my workplace was a morgue. If I didn’t act quickly, our effectiveness was going to suffer. As workplace collaboration specialist, Jacob Morgan says: “Collaboration should never be seen as an additional task or requirement for employees. (read more…)

SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from more than 190,000 business leaders. We run the poll question each week in our e-newsletter.

Last week, we asked: How aware are you of the negative perceptions others might have of your actions?

  • Very aware — I always know how my actions can be seen negatively: 29.66%
  • Aware — I know the perceptions of major actions but miss seeing others: 56.51%
  • Not very aware — I know about negative perceptions after they’re pointed out: 11.62%
  • Oblivious — I rarely see the negative perceptions others can have of my actions: 2.2%

Look through a new lens. Perceptions are tricky. We think we know how others see us but the lens we look through is often rose colored. If you want to mitigate negative perceptions, you first have to see what they might be. The fastest way to do that is simply ask “what’s the worst way my words or actions could be perceived right now?” Once you know that worst case, you can better see how others might see you and take appropriate steps to ensure you’re seen in the light you want to be seen in. (read more…)

Of course you’re already a good boss, or you wouldn’t be reading this article. You may even be a great boss. But how do you stay at the top of your game? You do it by modeling great boss behavior on a daily basis.

Of course, you don’t get up every morning, look at that face in the mirror, and proclaim, “I’m going to be a great boss today.” Instead, you spend a little time on introspection and make some key personal decisions. Once you have created the internal foundation, you will more naturally do what a great boss does and you’ll be able to grow your people by showing them the way. Begin by asking yourself these three questions:

  • Where are you going?
  • Who’s going with you?
  • How are you going to get there?

But wait — how will you find time for this? It’s so easy to get stuck in the day-to-day rut. (read more…)

From the time of Alexander the Great to the invention of the steam engine in the 18th century, there was almost no increase in people’s productivity.

The speed a soldier in Alexander the Great’s army could travel was limited by the speed of the horse he rode or the beasts pulling his wagon; and weapons they used were all hand forged. The same was true for Napoleon’s troops 2,000 years later. But with the invention of the steam engine, things began to change. Since that time, the nominal annual rate of productivity improvement in developed economies has been between 0.5% and 2%. This is approximately the same natural improvement rate that is found in most traditionally run organizations.

But what if you could improve faster, at a rate that outpaced your competitors? And what if you could maintain this rate year-after-year? The result would be a considerable competitive advantage.

We have studied a number of companies that have been able to increase their productivity by as much as 13% to 15% annually. (read more…)