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Management Observation Program Best Practice 3 – Use of Standard Observation Forms

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StrategyDriven Management Observation Program Best Practice ArticleIn order to be fully effective, a management observation program must have credibility with those being observed and provide organizational performance improvement information. Credibility is established when those observed can expect both repeatable evaluations by one manager and consistent evaluations by different managers for a given job performance relative to established standards. Organizational performance improvement information is yielded when evaluation data from across the organization is aggregated; providing insights to the common patterns of desired and undesired employee behaviors.

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Project Management Best Practice 5 – Define Success First

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StrategyDriven Project Management Best PracticeProjects and the organizations supporting them share a key characteristic; they both deploy human, financial, and material resources to achieve defined goals. So like organizations, projects must have specific goals against which the project manager’s decisions and team member actions are focused. Like mission measures, results-based project goals should be defined before work begins and refined as scope and/or circumstances change. Only when this occurs can a project be effectively managed and efficiently completed.

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StrategyDriven Podcast Special Edition 12 – An Interview with Nat Stoddard, author of The Right Leader

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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 12 – An Interview with Nat Stoddard, author of The Right Leader explores the challenges and solutions to selecting executives who possess the needed skills and experiences while also being a good fit with the organization’s culture. During our discussion, Nat Stoddard, author of The Right Leader: Selecting Executives Who Fit and Chairman of Crenshaw Associates, shares with us his insights regarding:

  • importance of an effective executive transition and gaps in the contemporary selection process
  • why hiring organizations should identify actions a new executive needs to take in addition to results to be achieved
  • impact of culture alignment between the organization and new executive on the transition’s success
  • steps the hiring organization should take to prepare for and execute a more effective executive selection and transition

Additional Information

Complimenting the invaluable insights Nat shares in The Right Leader and this special edition podcast are the additional resources accessible from his website, The Right Leader (www.TheRightLeader.com). Nat’s book, The Right Leader, can be purchased by clicking here.

Nat Stoddard, author of The Right Leader, is Chairman of Crenshaw Associates, a New York-based consulting firm specializing in career and transition management for senior executives. Nat is the former CEO of World Kitchen, a leading kitchen products manufacturer and former Chairman, President, and CEO of GE’s Canadian appliance affiliate Camco, Incorporated. To read Nat’s full biography, click here.

Podcast: Play in new window | Download (Duration: 40:05 — 55.1MB)

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Project Management Best Practice 4 – Team Calendar

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Project complexity seems to increase exponentially with team size. Larger teams require greater division of work and additional managers and supervisors to oversee these disparate efforts. Subsequently, the number of meetings increases to coordinate and align efforts between work groups, communication with stakeholders, and gather requirements and ideas from the organization’s subject matter experts. Absent meeting coordination, team members and line organization sponsors and participants become increasingly double and triple booked; causing individual frustration and diminishing the team’s effectiveness credibility.

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Management and Leadership – Managing Your Virtual Team

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People used to think that “working from home” was code for “getting paid to eat Oreos in pajamas”, but with the recent recession, getting paid at all isn’t anything to take chances with. If you’re engaged in virtual project management you can’t physically just drop in to check on your workers – at least, not without a lot of gas, possibly a jet, and the risk of some extremely unpleasant surprises. But with the right web based project management software it’s entirely possible to keep tabs on your employees – without them setting their Twitter status message as 1984.

The main problem with online collaboration is that your staff, by definition, must have a reliable access to the Internet. Aka “The Infinite Distraction Engine.” Administering employees online can be like herding cats, except the cats are all in different countries, and invisible. The cats also have access to YouTube. How can you remotely manage them?

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Elmer Thomas blogs primarily at Thinking Serious which focuses on programming, design, business and productivity content for tech entrepreneurs living in a 2.0 world. That is, when he is not tickling his entrepreneur itch or consulting. To read Elmer’s complete biography, click here.