Comments for Performance Rules! http://performance-rules.com Just another WordPress weblog Mon, 20 Feb 2012 16:51:24 +0000 http://wordpress.org/?v=2.9 hourly 1 Comment on Right-Brain Thinking in a Left-Brain World by www.silversmalltalk.com http://performance-rules.com/performance/right-brain-thinking-in-a-left-brain-world/comment-page-1/#comment-372 www.silversmalltalk.com Mon, 20 Feb 2012 16:51:24 +0000 http://performance-rules.com/?p=578#comment-372 <strong>Brain Power – Teaming up Left and Right Hemispheres...</strong> Some things in nature are exactly alike, and it applies to so-called identical twins, too. This applies to both sides of our brain as well – as life partners have different skills that with practice can be developed in a complementary role. The l... Brain Power – Teaming up Left and Right Hemispheres…

Some things in nature are exactly alike, and it applies to so-called identical twins, too. This applies to both sides of our brain as well – as life partners have different skills that with practice can be developed in a complementary role. The l…

]]> Comment on Forced Rankings Suck by Dave http://performance-rules.com/performance/forced-rankings-suck/comment-page-1/#comment-343 Dave Mon, 15 Aug 2011 01:48:48 +0000 http://performance-rules.com/?p=600#comment-343 I know this post is over a year old now - but I have something of value to add as a "#8". The company I work for has had forced rankings for 4 years. We use the Jack Welch system as described above. It turns out that over a few years, the top people who are not in the top 20% end up leaving. With the "quota system" - of 20% getting the best rewards... those who are solid, smart workers that are in the next "grouping" (just under the top 20%) get frustrated that they are treated no differently than people scraping against the bottom 10% that they find more lucrative positions. In addition, maybe a #9. Managers are finding that they aim to hire people who will end up in the bottom 10% to retain their existing talent - and not try to hire someone better... I know this post is over a year old now – but I have something of value to add as a “#8″.

The company I work for has had forced rankings for 4 years. We use the Jack Welch system as described above.

It turns out that over a few years, the top people who are not in the top 20% end up leaving. With the “quota system” – of 20% getting the best rewards… those who are solid, smart workers that are in the next “grouping” (just under the top 20%) get frustrated that they are treated no differently than people scraping against the bottom 10% that they find more lucrative positions.

In addition, maybe a #9. Managers are finding that they aim to hire people who will end up in the bottom 10% to retain their existing talent – and not try to hire someone better…

]]> Comment on Addicted to Flow by What Motivates Makers · Contact and Coil http://performance-rules.com/books/addicted-to-flow/comment-page-1/#comment-338 What Motivates Makers · Contact and Coil Sat, 28 May 2011 02:06:53 +0000 http://performance-rules.com/?p=395#comment-338 [...] in “flow”. Yes, I’m Scott Whitlock and I’m addicted to flow. (I’m not the only one.) If you have one of those lucky days where you spend a full 8 hours without [...] [...] in “flow”. Yes, I’m Scott Whitlock and I’m addicted to flow. (I’m not the only one.) If you have one of those lucky days where you spend a full 8 hours without [...]

]]> Comment on Act As If You’re Not Being Judged by Lauri Tonspoeg http://performance-rules.com/performance/act-as-if-youre-not-being-judged/comment-page-1/#comment-336 Lauri Tonspoeg Mon, 25 Apr 2011 16:50:30 +0000 http://performance-rules.com/?p=747#comment-336 This thread triggered a chain reaction in my brain, that I had to write here. I built a cobra replica car for a customer who was in metal construction business and he could see right away, if a piece was a 1 mm off somewhere. That made me think with every detail that I made, that this detail must be perfect, because Mart will come and see with one glance, if it is perfect or not. In that sense it was good for the quality that I knew somebody with eagle eye look will come to judge me. This had me putting a lot of effort into making very precise parts and consequently I can now see myself, whether a part is 1 mm off, or is the edge straight or curved. So now I don´t have to worry about someone judging me on my works quality anymore, because if I am myself happy with it, then it is already very much OK. Also, if you work in creative sector, then fear of being judged is something that kills the creativeness right away. The only way to being creative, is to get into the "zone", where subconscious part of brain will start to play randomly the program that you have got, in order to come up with something new. Everything new still holds most parts from some old things, or something that has already been done, only with a little something new added to it. In music there are 7 notes and 5 halftones, so all possible combinations have been used thousands of times already, yet people still write new music every day. Yet, if in that process, when you are in the zone and just let the fingers play what ever they want to play and your conscious mind is sort of like following this procedure from another room and when something interesting comes along, it triggers a replay button, to save this riff or tune, or work further with it. If you then think of judges, the whole zone program hits a delete key. But in a later phase, when you have the base tunes already worked out, then you start thinking of judges or public, because you want these pieces of music to make a one song, that people would love. Then you start arranging it, add strings and horns and whistles. Now I´ve written two examples from my own experiences that are opposites how they work, but still contain the fear of being judged, that leads to better quality outcome, but also the importance of being free of the fear, to get creative or to just enjoy the work process, without fearing others. This thread triggered a chain reaction in my brain, that I had to write here. I built a cobra replica car for a customer who was in metal construction business and he could see right away, if a piece was a 1 mm off somewhere. That made me think with every detail that I made, that this detail must be perfect, because Mart will come and see with one glance, if it is perfect or not. In that sense it was good for the quality that I knew somebody with eagle eye look will come to judge me. This had me putting a lot of effort into making very precise parts and consequently I can now see myself, whether a part is 1 mm off, or is the edge straight or curved. So now I don´t have to worry about someone judging me on my works quality anymore, because if I am myself happy with it, then it is already very much OK.
Also, if you work in creative sector, then fear of being judged is something that kills the creativeness right away. The only way to being creative, is to get into the “zone”, where subconscious part of brain will start to play randomly the program that you have got, in order to come up with something new. Everything new still holds most parts from some old things, or something that has already been done, only with a little something new added to it. In music there are 7 notes and 5 halftones, so all possible combinations have been used thousands of times already, yet people still write new music every day. Yet, if in that process, when you are in the zone and just let the fingers play what ever they want to play and your conscious mind is sort of like following this procedure from another room and when something interesting comes along, it triggers a replay button, to save this riff or tune, or work further with it. If you then think of judges, the whole zone program hits a delete key. But in a later phase, when you have the base tunes already worked out, then you start thinking of judges or public, because you want these pieces of music to make a one song, that people would love. Then you start arranging it, add strings and horns and whistles.
Now I´ve written two examples from my own experiences that are opposites how they work, but still contain the fear of being judged, that leads to better quality outcome, but also the importance of being free of the fear, to get creative or to just enjoy the work process, without fearing others.

]]> Comment on Changing The Organization by Anil Dogra http://performance-rules.com/performance/changing-the-organization/comment-page-1/#comment-335 Anil Dogra Thu, 14 Apr 2011 06:32:17 +0000 http://performance-rules.com/?p=737#comment-335 Agreee to what Patrick says. The major thing as per my perspective is that team should be well aware of the mission, vision and values of the organisation.Almost every week the teams should discuss the mission first and discuss where are we. for example, my organisation wants to establish no. 1 hospitality brand in the country. Discuss with team members where have we reached. This would set a working attitude, would instil confidence. You dont have to ask them to do things, take suggestions what should be done to accomplish the mission. People want to be a part of the change. Remember. Cheers!!! Agreee to what Patrick says. The major thing as per my perspective is that team should be well aware of the mission, vision and values of the organisation.Almost every week the teams should discuss the mission first and discuss where are we. for example, my organisation wants to establish no. 1 hospitality brand in the country. Discuss with team members where have we reached. This would set a working attitude, would instil confidence. You dont have to ask them to do things, take suggestions what should be done to accomplish the mission.

People want to be a part of the change. Remember.

Cheers!!!

]]> Comment on Changing The Organization by Patrick http://performance-rules.com/performance/changing-the-organization/comment-page-1/#comment-290 Patrick Tue, 16 Nov 2010 03:28:22 +0000 http://performance-rules.com/?p=737#comment-290 Good question. Change is very hard to implement. A lot of people don't like change. I am not a big fan of change. But I also realize business changes everyday. We have to continually develop better ways. What worked yesterday to be successful may not work today. There is no choice. If you are not growing and you are doing the same things you always did, you are actually falling behind. That being said you need a team of people with a clear vision and clear understanding of the goal. So how do you do that? Communicate. Comunnicate and empower people to make their own decisions. Give everyone the picture of what is trying to be accomplished. You can't really change people, but I notice the more I communicate , the more I guide, the more I give people tools to develop themselves the better they become. People do want to learn, they want to do better and they want to change for the better. Teams do not want to change just for the sake of changing. People really do want to be winners and be part of a successful change. As long as they understand why we are changing. I guess it all goes back to communication. Good question. Change is very hard to implement. A lot of people don’t like change. I am not a big fan of change. But I also realize business changes everyday. We have to continually develop better ways. What worked yesterday to be successful may not work today. There is no choice. If you are not growing and you are doing the same things you always did, you are actually falling behind. That being said you need a team of people with a clear vision and clear understanding of the goal. So how do you do that? Communicate. Comunnicate and empower people to make their own decisions. Give everyone the picture of what is trying to be accomplished. You can’t really change people, but I notice the more I communicate , the more I guide, the more I give people tools to develop themselves the better they become. People do want to learn, they want to do better and they want to change for the better. Teams do not want to change just for the sake of changing. People really do want to be winners and be part of a successful change. As long as they understand why we are changing. I guess it all goes back to communication.

]]> Comment on Story Time: The Courage to be an Exceptional Leader by Leadership Style http://performance-rules.com/performance/story-time-the-courage-to-be-an-exceptional-leader/comment-page-1/#comment-273 Leadership Style Thu, 21 Oct 2010 01:00:06 +0000 http://performance-rules.com/?p=573#comment-273 When it comes to managing people effectively, the atmosphere and type of work environment often means you have to "switch" your leadership style in to a different gear. Good leaders can do this instinctively; they understand what needs to be done and the people they are leading. When it comes to managing people effectively, the atmosphere and type of work environment often means you have to “switch” your leadership style in to a different gear. Good leaders can do this instinctively; they understand what needs to be done and the people they are leading.

]]> Comment on Comfortable Being Uncomfortable by Can you back your words up? http://performance-rules.com/performance/comfortable-being-uncomfortable/comment-page-1/#comment-248 Can you back your words up? Wed, 15 Sep 2010 14:58:43 +0000 http://performance-rules.com/?p=380#comment-248 [...] The ability of the “small guy” to innovate and win. Tools are created every single day that allow the small business to compete. This creates a whole new level of complexity for the large corporations that feel secure. If your comfortable, then maybe you should look to get yourself uncomfortable. [...] [...] The ability of the “small guy” to innovate and win. Tools are created every single day that allow the small business to compete. This creates a whole new level of complexity for the large corporations that feel secure. If your comfortable, then maybe you should look to get yourself uncomfortable. [...]

]]> Comment on Multitasking Your Way To Mediocrity by Ross Bentley http://performance-rules.com/performance/multitasking-your-way-to-mediocrity/comment-page-1/#comment-243 Ross Bentley Sun, 12 Sep 2010 20:41:26 +0000 http://performance-rules.com/?p=681#comment-243 "Might there be situations where it’s good to have both types of behaviors on a team?" It makes logical sense to think that having some of both would be good. But, if you have a specialist for each position on the team, would you need a generalist? "What are some of the typical problems people can run up against in building a team of specialist? What are the strategies for dealing with these issues?" I suppose the problem with a team of specialists is that you could end up with each one wanting to be the star, or each one wanting to do their own thing. But if that was the case, it wouldn't really be a team, would it? So, the strategy to deal with it would be to ensure that everyone operates as a team. Of course, that's easier said than done, and perhaps a bigger subject than this space allows. Any ideas? “Might there be situations where it’s good to have both types of behaviors on a team?” It makes logical sense to think that having some of both would be good. But, if you have a specialist for each position on the team, would you need a generalist?

“What are some of the typical problems people can run up against in building a team of specialist? What are the strategies for dealing with these issues?” I suppose the problem with a team of specialists is that you could end up with each one wanting to be the star, or each one wanting to do their own thing. But if that was the case, it wouldn’t really be a team, would it? So, the strategy to deal with it would be to ensure that everyone operates as a team. Of course, that’s easier said than done, and perhaps a bigger subject than this space allows.

Any ideas?

]]> Comment on Multitasking Your Way To Mediocrity by Adam White http://performance-rules.com/performance/multitasking-your-way-to-mediocrity/comment-page-1/#comment-231 Adam White Thu, 09 Sep 2010 02:11:47 +0000 http://performance-rules.com/?p=681#comment-231 You did a great job of outlining the specialist vs generalist problem that teams can run up against. Might there be situations where it's good to have both types of behaviors on a team? What are some of the typical problems people can run up against in building a team of specialist? What are the strategies for dealing with these issues? Adam You did a great job of outlining the specialist vs generalist problem that teams can run up against. Might there be situations where it’s good to have both types of behaviors on a team?

What are some of the typical problems people can run up against in building a team of specialist? What are the strategies for dealing with these issues?

Adam

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