 |
|
|
||||||||||||||||
|
Issue 4 March 2006
As this is the first Perform of 2006, we would like to thank all our clients, suppliers and colleagues for making 2005 such a great year for us. While the logo has changed you can be assured that the solid value, capability and delight that Motivation Matters delivers have not changed one jot.  For our third great leader we have moved away from historical and really famous leaders and have chosen an emerging leader who is “a man of the moment.” If you check out the results table of the Scottish Rugby Union team during the 2004-2005 season you will find that they were in a desperate straits. Rumours were saying that all was not well in ( Picture © Scotsman Publications Ltd www.scotsman.com )
the Scottish camp. Rumours of a breakdown in the relationship between coach and players to the point that, on occasion, the team was not speaking to their coach. This state of affairs could not, and was not, allowed to continue.
Frank Hadden was appointed as the new Scottish coach only 5˝ moths ago. Look at the results table for this season’s RBS Six Nations. Scotland has beaten France and England and, by so doing, has won the Calcutta Cup! Sadly, their run of improved rugby did not carry them to victory on Saturday against Ireland! However Frank was able to make positive noises about the team’s performance in such a scrappy, rain soaked match.
Look at our Great Leaders’ articles for more details.
A survey, conducted by the CIPD in September last year showed that just about every organisation has some sort of annual (at least) performance appraisal system.
Sadly, it also showed that little over half respondents did not think they were very effective!
We know that talking to your people is the right thing to do. The setting has to be right of course and having a fixed time to talk does not mean you cannot talk another time.
Certainly, the appraisal process can be arduous for both parties. Does that make it worthless? We do not think so.
We favour annual appraisals with mid term reviews, everything else being equal. If your pace of change is faster then your appraisal timescale must be shortened.
How can your people know what is expected, how they are achieving and whether you are happy unless you take the time to sit down and talk?
Appraisals are a major part of the good practice that will bring your people to take your goals as theirs.
Only the person’s manager – whatever title she may have, can do the appraisal. If you do not do the appraisal, you are not that person’s manager.
When do you really talk with your people?
A recent roundtable discussion with senior decision makers explored the key issues that affect organisations today. The conclusion was that the
 big issue was the ability of the organisation to adapt to change. This issue keeps the CEO awake at night!We know, from our experience in business, that unless you have your people on your side, empowered to adapt to circumstances, then you simply will not have the time to look to the horizon and prepare for the big one.
You need a process that devolves decision making to a level that has the data on which to decide. You need to allow but limit this authority to avoid catastrophe. Then your organisation will best meet the environmental requirements.
However, you cannot devolve all worry about the future. Some changes are not evolutionary but revolutionary.
How do you get the time to think about these revolutionary changes? How do you get your organisation rapidly adapted to these new requirements?
We hope you enjoyed this Perform. Please forward it to anyone you feel would enjoy it. Please look at the information on our website for more details and articles. The next Perform will be in a month.
Although we believe you wish to receive communications from us we accept that this Perform may be something you no longer wish to receive.
Please e-mail to here from the email address you wish to unsubscribe and allow seven days for it to take effect. Thank you.
© Motivation Matters 2006
|
