Performance Management

The use of coaching strategies at work can boost individual and organizational effectiveness. But when coaching is not done well, it may […]

Don’t underestimate feedback. As Marshall Goldsmith said, “People will do something—including changing their behavior—only if it can be demonstrated that doing so is in their own best interests as defined by their own values.”

Even if you have plenty of room in your budget to pay everyone on your team over and above market rates, money isn’t the only thing that keeps people happy and engaged at work.

At a recent event, this question was posed to respected leader Sheryl Sandberg: “What’s the number one thing you look for in someone who can scale with a company?” Her answer may (or may not) surprise you.

As part of your leadership development toolbox, rotational assignments can go a long way in strengthening your frontline leadership muscle and succession planning strategies, says HR expert and author Paul Falcone.

The more things change, the more one thing has remained the same. Goal setting (based on mutually agreed-upon goals) is still one of the most effective tools in the manager’s toolbox for managing performance.

Chances are you have at least a couple of introverts on your team. The first step to managing introverts is understanding that their introversion is not a defect or fault—they merely derive their energy from a different source.

Corrective action, in its purest form, is meant to be an alert that performance isn’t meeting company expectations, so the individual can turn things around and get back on track. But what if an employee refuses to sign a written warning?

During periods of upheaval and change, your staff will inevitably wonder what’s in it for them, and if it’s even worth it to stick around. It doesn’t cost anything to make people feel appreciated.

Bad employees are easy to pick out of a crowd—their terrible work habits have likely already appeared on a performance appraisal. But what about the ones who fly under the radar because their worst characteristics aren’t performance related?

Performance reviews aren’t necessarily the best way to gauge your talent’s value to the organization. Here’s how to spot who your most valuable players are, and what makes them stand out from the pack.

Are you trying to eliminate distractions at work? Accomplish the task at hand and become a bigger asset to your organization by applying the rules of attention control from Dr. Louis S. Csoka, President and Founder of APEX Performance.