See if the following statements describe your leadership style to some, or even a large degree:
- Do you view the people you work with as the types of people who don’t care about doing a good job, or take pride in their performance?
- Do you feel that you would be better off doing the job yourself rather than having to re-do the less than perfect work of others?
- Do you expect too much from your direct reports or from your peers?
- Do you often feel disappointed or upset if you don’t accomplish everything on your to-do-list?
- Have others told you that you are a perfectionist?
If most of these statements resonate, you may be a “Perfectionist” and as a leader you may want to reconsider that state of mind and leadership style.
Perfectionism Is A Two-Sided Coin
Now let me say up front that perfectionism is a two-sided coin.
One side, which I commonly refer to as the “Achievement Side”, is expressed as needing to perform in an excellent manner whereby striving for results provides a great level of satisfaction and a sense of pride and accomplishment.
Read More Perfect Leadership Is All About Balance
Using reliable research results in order to formulate and choose employee assessment methods is known as evidence-based management – something every leader should strive for.
Looking at the research on executive employee assessment effectiveness offers some fresh perspectives on what works — and what doesn’t.
In this post I’m going to employ this approach to show you what available research had to offer on employee talent assessment for hiring.
Read More Employee Assessment Tools: How To Hire The Best Talent Based On Research
Part 6 of The Six Truths of Executive Coaching
Coaching is cheap! Cheap from the perspective of return on investment (ROI). In fact, in the words of the world’s preeminent executive coach, Dr. Marshall Goldsmith, coaching is the “cost of paper clips!”
(I had the privilege of talking with Marshall on the cost and value of executive coaching in a recent Leadership Leverage radio program, which you can listen to here).
But before I show you how to easily calculate your ROI from executive coaching, let’s take a look at what happens in most organizations today.
Measuring the Impact of Executive Coaching
The sad truth is this: Most coaches and human resources practitioners worry more about the real impact of coaching than their own organizational leaders do! In fact, most organizations don’t even formally measure it — and get this: most leaders couldn’t care less about the ROI (or any other metrics, for that matter) of executive coaching.
Read More The Cost of Executive Coaching? Paper Clips!
Part 5 of The Six Truths of Executive Coaching
The truth is that to achieve the most impact from an executive coaching engagement, the leader being coached must involve his or her key stakeholders — those people who are key to their business success.
Taking this perspective, it is more than just the leader and his or her boss. It includes their peers, direct reports, and others such as key customers, vendors or suppliers. And, in many family-owned businesses, it includes family members who are often part of an ongoing family business council.
The world’s preeminent executive coach, Dr. Marshall Goldsmith, calls this process Stakeholder Centered Leadership Coaching. It’s the process we use at rd&partners to successfully coach hundreds of leaders and their teams. (I had the privilege of talking with Marshall on this process in a recent Leadership Leverage radio program, which you can listen to here). In brief, here’s how the process works:
Read More Executive Coaching Involves More than the Leader and Coach
In troubled economic times like these, most organizations are engaged in some form or “belt-tightening,” cutting down on capital expenditures, laying off workers or freezing salaries, even cutting back on office supplies, travel, or training.
But rarely do they conduct any sort of employee assessments to find ways to boost revenue…or at least stop the hemorrhaging a bad hire creates. Let’s face it…no manager worth their salt would knowingly hire a poor producer – but once the facts are in, they find themselves subject to the 80/20 rule – spending 80 per cent of their time trying to improve the performance of 20 percent of their workforce.
And most educated leaders readily accept the idea that bad hires cost money – but rarely conduct the talent assessments that would prevent a bad hiring decision in the first place.
In this article, I’ll show you exactly HOW to calculate the actual costs of poor performance — how you can recoup millions of dollars in heretofore “hidden” waste and add it directly to your bottom line.
Read More Employee Assessments: How They Can Save Your Organization Millions of Dollars