Do you also think that your Organization has very Complex Talent Management processes that make it difficult to ensure Accountability and Transparency?
Are your leaders invested in continuously developing their skills and capabilities to lead your organization effectively?
Are you facing challenges in leading and driving change in your organization successfully?
Are you looking for the right fit in a leadership role to drive performance? Or the right methodology to hire Senior Leaders?
Whitepaper on SDF Employee Engagement Model
Do you also think that feedback is a long and boring process and not be limited to annual or bi-annual discussions?
Does your 360 give long, boring and difficult to understand reports and does not clearly call out the actionables?
Is Retention at the Front line one of your important objectives? Would you want a single step solution to your front line attrition problem?
Can your HR Business Partners effectively Influence business without authority? Can they hold tough and critical business dialogues?
Does having best functional leaders ensure meeting organizational goals or even that leaders work collaboratively?
Science shows that you completely control 50 percent of your work performance - 8 Steps tells you how to optimize that 50%. The other 50%? You can’t control it so don’t waste your time.
Is your organisation worried about the engagement level of its employees?
Follow through is the difference between a 'good' manager and a 'great' manager. It is an essential part of the work we do. If you delegate tasks then this becomes the ingredient, which will help get the task done effectively and in time. Most of us hate follow through, we assume that once we have shared a task with a person they will automatically do it. We ask ourselves - why should I the 'manager' follow up? Is it not the task of the 'lowly' executive to come and report back to me on the progress. Many a balls fall through the cracks on this assumption. Needless to say that our ego plays a big part in the process of following through.
Once, I remember, my CEO called me into his office and wanted to share some important information with me. Being a young, overconfident and pompous HR executive, I walked in empty handed. He looked at me, devoid of paper and pen, and asked how I was going to remember the task assigned to me. He then asked me to get a notebook to write down the tasks. I ate the humble pie,my ego deflated, and I returned with a notebook. The lesson learnt was an important one, and it made possible for both the CEO and myself to follow up on that important task and complete it as desired.
If you assume that follow through is beneath you, you need to look at your journey and decide where are you going and who you want to become.