Entries by Nathan Ives

Business Performance Assessment Program Warning Flag 4 – Effort Bias

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Superiors often find it difficult to provide critical feedback to those who put their very heart and soul into their work. Individuals receiving such messages tend to interpret them personally; feeling disappointment, regret, and unappreciated. Rather than constructively improving their performance, these individuals become less productive and contribute substantially less to the organization. Consequently, business performance assessment leaders frequently seek plausible justification to avoid criticizing these individuals’ performance; recognizing their exceptional effort while ignoring the results achieved. Doing so, however, foregoes the improvement opportunities and sacrifices the associated gains that could otherwise be realized.

Recommended Resources – Whole Business Thinking

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Whole Business Thinking – A Guide To Exceptional Business Performance by Robert S. Block About the Book Whole Business Thinking by Robert S. Block provides operational executives and managers with the insight needed to relate ‘shop floor’ decisions and activities with the organization’s financial future. Robert reveals how to connect the decisions and actions of […]

Recommended Resources – Mood-lites

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Mood-lites A Mood-Factory product www.themoodfactory.com About the Product Mood-lites are light bulbs that emit soft, colored ambient light; helping to positively influence affected individuals’ mood. Mood-Factory introduced its first incandescent Mood-lites in 2004 and expanded the line to include flood, porch, and compact florescent bulbs in 2012. Mood-lite colors were developed by applying expert color […]

Business Performance Assessment Program Best Practice 10 – Assessment Calendars

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Continuous performance improvement requires focus on both near-term operational priorities and long-term strategic capabilities and initiatives. In order to be optimally effective, performance assessments must be performed in a timely manner such that the subsequent recommended improvement activities can be implemented and effective prior to key operational events. Furthermore, the right organizational resources – particularly personnel – must be available to successfully conduct any assessment. By using self-assessment planning calendars, program coordinators gain the prerequisite insight to schedule assessments and resources far enough in advance to achieve these two imperatives.