Performance Management - Lean Consulting

Leadership styles for improvement

By Lean Consulting
In Leadership, Performance Management, Process Improvement, Uncategorised

Daniel Goleman et al. (2002) found during his research that there were 6 distinctive Leadership Styles. He noted that these styles, when used, will have different effects on the emotions of the target followers. He always classed them as styles, not types and stated any leader can choose to use...

Variations are hidden in averages

By Cameron Turner
In Performance Management

We look at averages all the time. This is especially true in business. The average customer call lasts for 5 minutes. The average customer has their query resolved in 24 hours. The average application time is 5 days.

What gets measured gets done. But what if you’re measuring the wrong things?

By Cameron Turner
In Leadership, Performance Management

Probably the #1 issue I see when we visit an operation is around what is measured. Even in environments where they have a balanced scorecard, the custom in practice leans heavily in one direction.

4 reasons why Poor Performers are ALWAYS the Managers fault

By Cameron Turner
In Leadership, Management, Performance Management, Uncategorised

When I visit companies and speak to Managers, I commonly hear them complain about poor performers bringing down their overall performance and how they can’t do anything about it.

Forced Rankings are Terrible!

By Cameron Turner
In Leadership, Management, Performance Management

The measures are often arbitrary. If you can quantifiably measure something, that takes away a lot (but not all) of the bias, but in most cases, we try to measure behaviours like Cooperation, Teamwork, Collaboration & Communication which are all qualitative, or Opinion-based. Then there is a whole set of...

Creating a Culture of Continuous Improvement

Why would you ever want to be unsupportive of improvement?

By Cameron Turner
In Performance

Working as an improvement consultant I sometimes come across stakeholders who are unsupportive of the work. It always strikes me as a somewhat odd position to take. If you think about it, there is very little to gain from being unsupportive of improvements.

The higher the number the better, right…?

By Cameron Turner
In Performance

We are quite often asked for input by our customers in defining and shaping their performance objectives for managers. One of the most common mistakes I see is the notion that a higher level of performance is always better.

Leadership styles for improvement

Variations are hidden in averages

What gets measured gets done. But what if you’re measuring the wrong things?

4 reasons why Poor Performers are ALWAYS the Managers fault

Forced Rankings are Terrible!

Creating a Culture of Continuous Improvement

Why would you ever want to be unsupportive of improvement?

The higher the number the better, right…?

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