Are you solving the wrong problems? If so, you are not alone. But that doesn’t mean you want to continue!
You’d never buy a car without taking it for a test drive. It’s a big purchase and you’ll likely have it for several years. Never mind that it’s guaranteed to work as advertised and get you from Point A to Point B, you’ll still get in, poke around, see how it feels, count the cup holders, and take it out on the road. I’m a big fan of test drives and here are two situations where they should be used. Process Changes When you want to change the way lots of people work together (e.g., establish new practices, create a new form, shift responsibilities), it’s not unlike buying a new car. It’s a big investment and you’ll likely be stuck with the changes for several years. But unlike a car, your changes are not even guaranteed to work as advertised.
There was a fascinating story on NPR recently (Struggle for Smarts, November 2012) about cultural differences between Japan and the US related to learning. To put it in a nutshell, Americans are keen on appearing to be smart while the Japanese put more emphasis on persistence. I encourage you to read the article in its entirety. Consider for a moment two children. One has been told directly and indirectly her entire life that she is smart, that being smart is most important, and that smart people are the most successful. The second child has been told just as often that her effort is most important and will be the reason for her success. Which child will be more willing to take the risks necessary for learning? The one who wants to look smart or the one who will be applauded for persisting until successful?
All the skill and eagerness in the world won’t help if an employee doesn’t know what needs to be done. In less than 5 minutes, this video will help you understand the three types of awareness that are critical to success.
What do your employees think about annual reviews? Do they view them: With enthusiasm as a vital tool for their professional growth and satisfaction OR With trepidation as an obstacle standing between them and a raise? Are your performance management policies and procedures primarily geared toward: Developing exceptional performers OR Keeping your company compliant and out of hot water? If your company is like a lot of companies I’ve seen, you probably picked #2 in both cases. Far too many companies do what they think they are supposed to do when it comes to performance management, but accomplish absolutely nothing when it comes to improving performance.
Do what you love and love what you do. But not now. Watch this 2 minute video and learn when you shouldn’t do what you love!
If any of the following are of interest to you, you must see Ken Burns’ The Dust Bowl on PBS: big government respect for the land bullying water conservation the New Deal and WPA agribusiness American history short term thinking immigration social safety nets Keystone pipeline across the Ogallala aquifer fracking