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E-book
Performance-Based Management: What Every Manager Should Do to Get ResultsISBN: 978-0-7879-7129-8
E-book
240 pages
October 2003, Pfeiffer
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List of Figures ix
Common Missteps 10
Leadership 11
Goals, Objectives, and Outcomes 13
Messages and Direction 21
Consistency 21
Off the Cuff 24
Tips 30
Summary 31
Where to Learn More 32
Notes 32
Common Missteps 36
Governance 37
Endorsement and Legitimacy 42
Operational Protocols 43
Tools and Techniques 44
Tips 54
Notes 55
Common Missteps 58
What Sets Expectations 59
Where to Find Measures 63
What to Measure 65
Jobs and Measures 67
What to Use for Comparison 74
Tips 74
Summary 75
Where to Learn More 75
Note 75
Common Missteps 78
Competencies and Competency Statements 78
Using Competencies to Select People 83
Tips 86
Summary 86
Where to Learn More 87
Note 87
Readiness Check 119
Training 122
Tips 130
Summary 130
Where to Learn More 130
Common Missteps 134
Job Aids or Quick Reference Guides 134
Standards, Work Rules, and Procedures 145
Tips 152
Summary 152
Where to Learn More 152
Notes 152
Common Missteps 156
Performance Problems 156
Feedback and Coaching 157
Why We Give Feedback 158
Why Giving Feedback Is Difficult 159
System Solutions 159
Human Connection 169
Performance Appraisals and Feedback 170
Tips 175
Summary 176
Where to Learn More 176
Note 177
Common Missteps 181
Leading and Lagging Indicators 181
Leading Indicators 183
Lagging Indicators 187
Recognizing the Unseen and the Unclean 188
Peer Recognition 190
Compensation 192
Meaningful Work 193
Aligning Incentives 193
Tips 197
Summary 198
Where to Learn More 199
Notes 199
CD-ROM Contents xi
Preface xiii
Introduction 1
Chapter 1 How Leaders Set the Direction 9
Performance Improvement 10Common Missteps 10
Leadership 11
Goals, Objectives, and Outcomes 13
Messages and Direction 21
Consistency 21
Off the Cuff 24
Tips 30
Summary 31
Where to Learn More 32
Notes 32
Chapter 2 How to Provide Direction 35
Performance Improvement 35Common Missteps 36
Governance 37
Endorsement and Legitimacy 42
Operational Protocols 43
Tools and Techniques 44
Tips 54
Notes 55
Chapter 3 How to Set Expectations 57
Performance Improvement 58Common Missteps 58
What Sets Expectations 59
Where to Find Measures 63
What to Measure 65
Jobs and Measures 67
What to Use for Comparison 74
Tips 74
Summary 75
Where to Learn More 75
Note 75
Chapter 4 How to Identify Behaviors That Lead to Performance 77
Performance Improvement 77Common Missteps 78
Competencies and Competency Statements 78
Using Competencies to Select People 83
Tips 86
Summary 86
Where to Learn More 87
Note 87
Chapter 5 How to Use Orientations and Training Effectively 117
Performance Improvement 117
Common Missteps 117
Readiness Check 119
Training 122
Tips 130
Summary 130
Where to Learn More 130
Chapter 6 How to Use Job Aids to Support Performance 133
Performance Improvement 133Common Missteps 134
Job Aids or Quick Reference Guides 134
Standards, Work Rules, and Procedures 145
Tips 152
Summary 152
Where to Learn More 152
Notes 152
Chapter 7 How to Make Giving Feedback Less Painful 155
Performance Improvement 155Common Missteps 156
Performance Problems 156
Feedback and Coaching 157
Why We Give Feedback 158
Why Giving Feedback Is Difficult 159
System Solutions 159
Human Connection 169
Performance Appraisals and Feedback 170
Tips 175
Summary 176
Where to Learn More 176
Note 177
Chapter 8 How to Recognize and Reward People 179
Performance Improvement 180Common Missteps 181
Leading and Lagging Indicators 181
Leading Indicators 183
Lagging Indicators 187
Recognizing the Unseen and the Unclean 188
Peer Recognition 190
Compensation 192
Meaningful Work 193
Aligning Incentives 193
Tips 197
Summary 198
Where to Learn More 199
Notes 199
Index 201
About the Author 217
How to Use the CD-ROM 219
Pfeiffer Publications Guide 223
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