We’re talking about measuring leadership here at Horizon Point this month. In an increasingly prove-it-to-me through data world, one of the things that we don’t do a good job of measuring, and I wonder if we ever really will, is leadership. It’s so complex. I think part of the reason we have trouble measuring it is because we have trouble defining it. What is leadership? What is great leadership? Most people will tell you that leadership is some form of influence. It’s getting work done through others. True, but what do we want to accomplish because leadership is at work?
“If you can’t measure it, then you can’t manage it.” Peter Drucker When you talk to people about selecting anything, especially people or talent, they are usually going to advocate for a multiple hurdles approach. This means you don’t just look at the resume and hire based on it, you have several steps in your hiring process all of which come together to help you make the best hiring decision. In measuring training effectiveness, we have Kirkpatrick’s model (a multiple dimensional approach) by measuring 1. Reactions (did they like it?), 2. Learning (did they learn something?), 3. Transfer (did
I had a reader send me a suggestion for a blog post a little over a month ago. It said: “With the terrible shooting in VA yesterday, maybe an article on how HR can better handle identifying, coaching, counseling & later termination of disgruntled employees if coaching is not effective. I am sure HR departments are concerned about their own employees. Just thoughts.” With all our content written for the month, I told him I’d add it to the roster even though this shooting would be old news. The sad thing, though, is that I silently thought there will be
I’ve been rambling on this month about how to drive employee performance. If you missed the run-down so far, you can check out the posts here: What You Pay Does Matter 3 Steps to Winning A Best Place to Work Award 3 Steps for Driving Employee Engagement through Personalization But why does it matter? Why would you or any organization want to pay competitively, win a great place to work award and/or drive employee engagement through personalization. We’d argue first that it is simply the right thing to do. But this reason alone won’t keep you in business. However, doing
In a leadership training class on communication in the workplace, I had one participant tell the group that meetings at his company were the biggest waste of time. When probed as to why, the basic gist of it came down to two reasons: 1. No one knows why the heck a meeting has been called and/or why they need to be there 2. Nothing results from the meetings Because of this dialogue as well as other feedback we had received, we started incorporating a segment on effective meetings into our standard Communication Outline lineup. Whether you are dealing with these two