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“Example is not the main thing in influencing others; it’s the only thing.”
Albert Schweitzer (1875 – 1965)
Alsatian theologian, musician, philosopher, and physician
“I have ever deemed it more honorable and more profitable, too, to set a good example than to follow a bad one.”
Thomas Jefferson
3rd President of the United States of America (1801 – 1809)
The goal of any observation program is to promote adherence to the performance standard delineated by management in order to consistently achieve superior results. Additionally, observation program credibility exists when those being observed can expect both repeatable evaluations by one manager and consistent evaluations by different managers for a given job performance relative to established standards. Therefore, management observations must be aligned with and focus on those critical standards required to ensure outstanding performance.
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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 processAdditional 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.
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Rarely does unique, creative, or exploratory work complete on-time and on-budget (accounting for personnel, material, and financial resources). Although planners make every effort to accurately predict task needs, the many variables and uncertainties associated with these types of tasks make highly accurate planning nearly impossible. Even highly repetitive tasks can suffer from unforeseeable circumstances that delay their performance or raise costs. Subsequently, buffers are often added to work plans to accommodate for the uncertainty. At times, these buffers aren’t enough. On other occasions, excess time and/or resources remain. Only through timely communication of activity status can managers proactively prioritize and adjust their operations or project plans to accommodate the unknown and recover excess time and resources.
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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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