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Human Performance Management Best Practice 1b – Verbalized Self Checking

StrategyDriven Human Performance Management Best Practice ArticleEven the most well-intentioned and dedicated humans are fallible. Therefore, the challenge becomes one of minimizing human error.

Verbalizing the written word further engages the activity performer in the task at hand. By speaking the directions, the performer is driven to mentally register the assigned actions.


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Human Performance Management Best Practice 1a – Demonstrative Self Checking

StrategyDriven Human Performance Management Best Practice ArticleEven the most well-intentioned and dedicated humans are fallible. Therefore, the challenge becomes one of minimizing human error.

While use of the STAR self checking technique can significantly reduce the rate of individual errors (See StrategyDriven Human Performance Management Best Practice 1 – Self Checking), demonstrative engagement in the process further enhances its effectiveness.


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Human Performance Management Best Practice 1 – Self Checking

StrategyDriven Human Performance Management Best Practice ArticleEven the most well-intentioned and dedicated humans are fallible. Therefore, the challenge becomes one of minimizing human error.


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How to Turn a Great Strategic Principle into Great Results

Results start with a strong strategic principle – a shared objective about what the organization wants to accomplish. The strategic principle guides the company’s allocation of scarce resources – money, time, and talent.

The strategic principle doesn’t merely aggregate a collection of objectives.

Rather, this simple statement captures the thinking required to build a sustainable competitive advantage that forces trade-offs among competing resources, tests the soundness of particular initiatives, and sets clear boundaries within which decision makers must operate.


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About the Author

For more than 30 years, Linda Henman has helped leaders in Fortune 500 Companies, small businesses, and military organizations define their direction and select the best people to put their strategies in motion. Linda holds a Ph.D. in organizational systems, two Master of Arts degrees in interpersonal communication and organizational development, and a Bachelor of Science degree in communication. By combining her experience as an organizational consultant with her education in business, she offers her clients selection, coaching, and consulting solutions that are pragmatic in their approach and sound in their foundation.

The Transformational Leader: Compass to a New World, part 2

Inspire

A pure fact of transformational leadership is that you can accomplish only a small portion of the requisite forward movement on your own. Therefore, if you are to transform a company you must inspire others to follow you. What are the qualities of a leader that inspire others and impel them to follow?


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About the Author

Mahesh Rao, a dynamic, creative, and highly-skilled executive consultant with more than 20 years of business experience, holds 14 US and international patents. Some have been industry-shaping. In 2005 he won the Japanese government’s Most Valuable Patent award. Mahesh has received numerous corporate, client, and industry accolades for coaching senior executives at Fortune 100 companies to become successful transformation leaders and organizational innovators. He has also founded startups that were taken through acquisition. His work with large global companies, including Mitsubishi – and his wide exposure to numerous industries, schools of thought, practices, organizational needs, and corporate responsibilities – account for his consummate ability to advance a vision through strategizing, planning, and execution on a global scale while managing risks. Mahesh Rao’s extensive travel and keen cultural awareness, along with his MBA from the Kellogg School of Management, contribute to his ability to see processes clearly, from the big picture to the details. To read Mahesh Rao’s complete biography, click here.

To contact the author write to: [email protected].