by Roger Addison, Carol Haig | Sep 2, 2019 | Managing People & Organizations, Performance Management
Performance Architecture: A Walk on the Performance Side – Part 2. Performance Architects are in the business of investigating human performance issues in the workplace and determining how best to help their client organizations meet business goals. That said, it is...
by Janet Candido | Aug 25, 2019 | Managing People & Organizations, Performance Management
Should you care if your employees are happy? There is such a thing as the Global Happiness Report, and it was released at the World Government Summit earlier this year. Among other things, it notes that in the workplace, employee happiness has a marked impact on...
by Roger Addison, Carol Haig | Jul 7, 2019 | Managing People & Organizations, Performance Management
Performance Architecture: A Walk on the Human Side – Part 1. Performance Architects have a license to snoop. We are in the business of supporting our client organizations in their quest for results that meet or exceed goals. We accomplish this by poking our noses into...
by John B. Lazar, Daniela Robu | Jul 2, 2019 | Leadership, Managing People & Organizations, Strategy
Accelerating the development of learning organizations. We live in a world of increasing and accelerating volatility, uncertainty, complexity and ambiguity. This is happening across a number of different domains. Many of our traditional, modern ways of thinking,...
by Janet Candido | Jun 12, 2019 | Managing People & Organizations, Performance Management, System Thinking
Here’s why the annual review needs an overhaul. The annual review has been a business staple for decades and sitting down annually with employees to discuss performance remains a continued practice, despite calls for its demise. While the format and tone may have...
by John B. Lazar, Mariano Bernardez | May 25, 2019 | Leadership, Managing People & Organizations
The supervisor’s job is performance support. We are all familiar with the Peter Principle where a person is promoted up through the hierarchy of an organization to a level of incompetence. This tends to be true at every level of promotion. Perhaps the biggest leap is...