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Jaap de Jonge, Editor, Netherlands
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As a manager, you are trying to improve the performance of your team members. And so you should. It's quite common to think that on their weaknesses is valuable to them and to their employer. And indeed for a simple, factual task this actually works.
But science is teaching us that such thinking is actually wrong if we are talking about complex stuff like strategic thinking, managing, decision-making, leading, conducting job interviews, planning, marketing, selling, purchasing, negotiating, coaching, assertiveness, etc.
In an article worth reading, Buckingham and Goodall explain there are 3 reasons why telling people what we think of their performance and how they should do it better does not work for complex jobs, tasks or skills:
- Telling people what we think of their performance and how they should improve it does not enable, but actually hinders them to learn and grow. Because we are poor at objectively observing and rating others. So we are unlikely to provide th (...) Read more? Sign up for free
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Dr. Sapna Dadwal, Professor, India
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Recognition & Motivation of Employees
A manager or a leader can improve his employees' p (...)
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Jeff Washburn, Strategy Consultant, United States
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Coué's Law: Imagination Wins over Willpower
Forty years ago, I learned about Coué's Law - perh (...)
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Tom Wilson, HR Consultant, United States
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Catch Them Doing Something Right
The more authentic your spontaneous recognition of (...)
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Charles P. Keith, Management Consultant, United States
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Time for Applied Behavioral Science: DCOM
Understanding the motivators of an individual is k (...)
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Johan Billow, Student (Other), Sweden
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Difference Between Improve and Correct
Thank you for interesting reading! I really need t (...)
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Jaap de Jonge, Editor, Netherlands
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Correcting a la Buckingham and Goodall
@: Good question, thanks. Sometimes clear instruct (...)
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Riphagen, Financial Consultant, Netherlands
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Recommendations in Relation to Performance Management System
The majority of large companies have a performance (...)
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Jeff Washburn, Strategy Consultant, United States
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How do you let a person find out what s/he can do best?
You can turn the question around (Editor: “How can (...)
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Charles P. Keith, Management Consultant, United States
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Be Careful of Mis-alignment in the Search
@: The questions are quite interesting but I would (...)
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srinivas, Lecturer, India
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Inner Being ⇨ Focus ⇨ Performance
You would agree that performance depends on the fo (...)
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Jeff Washburn, Strategy Consultant, United States
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Complex and Ambiguous Circumstances
@: You describe some of the variables involved whi (...)
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Maurice Hogarth, Consultant, United Kingdom
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Itemised Response for Self Feedback
@: Charles an excellent example of coaching i.e. b (...)
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DC Blosser, Analyst, United States
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My Favorite Question
I have found questioning to be a powerful manageme (...)
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