Sublime

I’d say that a continuous performance management system has three requirements. The first is executive support. The second is clarity on company objectives and how they align with individual priorities—as set out in our “goals and expectations,” which equate to OKRs. The third is an investment in training to equip managers and leaders to be more ef

The axes of this framework are past performance and future growth trajectories. The assessment of past performance on the horizontal axis of this framework does go from “bad” to “good,” but not the vertical axis. It’s just as good to be in the bottom-right quadrant as in the upper-right. Rock stars are just as important to a team’s performance as s

But surprisingly, what drove the majority of employees’ perceptions of purpose wasn’t senior leadership, but rather middle managers discussing and emphasizing purpose. The survey was a 500,000-person, multiple-company replication of what KPMG found internally after implementing their “10,000 Stories Challenge.”72 All of this research, plus examples

One former client, who is now the CEO of a health-care company, said if he had to identify one key element of his career success, it was realizing early on that every new role in his career carried its own particular purpose. Whether the new role came from a promotion or from a move to a different organization, his first task was always to get very

In 2007, Professors Lynda Gratton and Tamara Erickson were looking to discover the conditions that enabled the most collaborative teams. They studied fifty-five teams at fifteen multinational companies. The teams ranged in size. One of their chief findings was that collaboration improved when individual roles were clearly defined. When individuals

One recent IBM survey of more than 1,500 CEOs reports that creativity is the single most important leadership competency for enterprises facing the complexity of global commerce today.

Studies by Peter Heslin, Don VandeWalle, and Gary Latham show that many managers do not believe in personal change. These fixed-mindset managers simply look for existing talent—they judge employees as competent or incompetent at the start and that’s that.

One of the main keys to being successful and fulfilling your purpose is to understand your unique talents and to find the right arena in which to use them.

Are you a builder, an evolver, or a caretaker? Here you are looking to understand: (1) how self-aware that person is; and (2) what their prime mode of operations is.