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Are There Gaps on Your Team?
A leader has three primary roles: set the direction — the vision for the team; attract and retain the best talent you can find; and build and protect the corporate culture.
Robert Walter
Founder and Former CEO, Cardinal Health
Leo Van Wart is a professional golfer who helped propel Notah Begay III to the ranks of the Professional Golfers Association of America. Leo was hired to run a golf complex just outside of Las Vegas, and shortly after he arrived he hopped in a golf cart and drove the expanse of his new course. Many fairways and greens were in disrepair, and the desert had all but reclaimed his new driving range. When he stopped by the grill and sampled its marquee item – a flavorless cheeseburger – he had a complete picture of why the course was bleeding money. The biggest gap he found in the operation was ownership. No one on the small team took pride of ownership in the work – there was no sense of cohesion or unity. To them the course was just a job. Does that sound familiar?
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About the Author
Colonel JV Venable [USAF, Ret], author of Breaking the Trust Barrier: How Leaders Close the Gaps for High Performance
, is a Fighter Weapons School graduate who went on to lead the USAF Thunderbirds and combat group of 1,100 American airmen in the Persian Gulf. For more information, please visit http://jvvenable.com/ and connect with JV on Twitter and LinkedIn.
Business performance assessments lose their value if the recommended performance improvement actions are not fully implemented. Consequently, it is not only important for executive leadership accept the recommendations; the mangers responsible for providing the time, capital, and labor to implement the actions must also buy-in. Because these managers tend to be those whose area was cited as needing improvement, their buy-in can be difficult to earn.
Executive leadership development and corporate training coaches, Peter B. Stark and Mary C. Kelly (Commander, US Navy Ret.) are co-authors of the new book, 
. Peter is the President of 
Jim Dewald is the author of 
. He is the dean of the University of Calgary’s Haskayne School of Business and an associate professor in strategy and entrepreneurship. Prior to entering academe, Jim was active in the Calgary business community as the CEO of two major real estate development companies and a leading local engineering consulting practice, and president of a tech-based international real estate brokerage company.
An effective business performance assessment program does more than simply identify performance improvement opportunities. Highly effective programs reinforce management’s commitment to and fosters a culture of continuous performance improvement among all organizational members. To achieve this, these programs must be inclusive of as a many individuals as possible throughout the assessment process; engaging personnel – from the C-Suite to the shop floor – in interviews, on assessment teams, and at the final closeout briefings.
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