How do you define performance? How do you assess good performance of employees and executives? Is inappropriate or bad performance accepted in your organization? What would this mean for the corporate culture? And above all: what should your executives and employees focus on to accomplish? There are 4 core categories for describing and measuring performance. Executives, coaches, personnel managers should know and hold them apart.
More influence through assertiveness? We often want too much or just the wrong thing. Then we often leave a selfish or unfriendly impression. This goes contrary to our goal. And it does not meet people's mind anyway.
The people make up the organization. They are either fit or failing. They are either passionate or half-hearted. They are either proactive or reactive. The culture of the organization determines how good the output will be, how happy the customers are, and how open people are to challenges, crises, and visions of the future. 12 universal and actually pretty simple action items determine the engagement and ultimate energy for innovation and customer orientation. As a leader this is your encourage agenda. But be careful - ironically many executives actually are doing exactly the opposite. These should be your starting points:
Every year, the Society for Industrial and Organizational Psychology, the world's leading institution for human success and well-being at work, announces the hot topics to be tackled by employees, HR managers, managers, and organizational developers. SIOP surveys their members worldwide of which 7.000 have given their answer. Fun fact: there are 69 full SIOP members in Germany – are proud to be one of them. Here are the results - the COVID-19 pandemic clearly left its signature:
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