If you let subordinates select their own performance criteria, most of the time they will make the wrong choice. Get the best out of your employees by creating effective, high-quality performance criteria documents -- here's how. by Mark Goulston
If you are willing to go to the trouble of creating a vision statement, shouldn’t it motivate your employees? Avoid three common pitfalls that can negate the impact of your vision. by Gordon Quick
Want to gain cooperation, get the best out of your employees, and be a good leader? Just say "Yes" to Early Adopters, "No" and then "Bye" to Naysayers. by Mark Goulston
Are vision statements really necessary? Does anyone really take them seriously? If the majority of vision statements are any indication, the answer to both questions is no. But are these companies missing something? by Gordon Quick
Often the greatest regret after you fire someone is that you didn't do it earlier -- sometimes it's just better to fire sooner than later. by Mark Goulston
To avoid the danger of having employees prioritize personal career goals over company goals or of just having them lose motivation, it is imperative to create a clear sense of purpose. by Gordon Quick
Until you rise above the fray of WIIFM ("what’s in it for me")-minded participants, everyone will put their needs above that of their company. by Mark Goulston
The environment people work in can make a huge difference to their productivity. Employ a three-pronged approach of openness, candor and respect to get the best out of your employees. by Gordon Quick
Seeing is believing. And unless the changes you commit to are observable to you and the stakeholders who have a stake in your improving as a leader, they are no more than good intentions. by Mark Goulston
In larger organizations, how do you sustain the high performance magic that seems to come naturally in a well-managed entrepreneurial environment? by Gordon Quick
Get an inside peek into how a 45 minute intervention effectively injected a much-needed dose of transparency into the performance and functioning of one CEO by Mark Goulston
There are 10 things that smart leaders do to help them cope -- but those very actions could mess up their companies, careers, and lives. by Mark Goulston
Can companies still be innovative once all the low-hanging fruit has been plucked? The answer lies in the right incentives for management -- rewarding actions one level up. by Chris Trimble
When champions and great leaders hit a wall and reach inside they come up with "heart." When occasional winners and "not-so-great" leaders reach inside they come up empty. by Mark Goulston
No competitor, whether born in the Internet boom or several decades earlier, will succeed without recognizing that revolutions in strategy call for bold steps in organizational design. by Vijay Govindarajan and Chris Trimble
Yes, groundbreaking ideas are important. But in any great innovation story, the brainstorm is only the beginning. by Vijay Govindarajan and Chris Trimble
An organization built for success in one business is unlikely to succeed in a much different one. Unless, that is, it creates a separate group with an entirely different DNA. by Vijay Govindarajan and Chris Trimble
The notion of experimenting and learning makes everyone feel good. But not everyone really understands what it means. by Vijay Govindarajan and Chris Trimble
If it's true that organizational history repeats itself, perhaps the best thing to do is to forget everything you've learned. by Vijay Govindarajan and Chris Trimble
The needs of new business efforts and existing organizational initiatives aren't necessarily mutually exclusive. Leaders need to find a middle way that draws on innovation as well as efficiency. by Vijay Govindarajan and Chris Trimble
The Donald is back. It's time to settle back into our easy chairs and watch the amusing, stimulating -- and even educational -- second season of the Apprentice. by Mark Goulston
As companies such as Kodak show, innovation isn't the only requirement for success. Leaders need to execute on their ideas, as well. by Vijay Govindarajan and Chris Trimble
Coming face to face with an overbearing, win-at-all-costs blowhard can take courage. Recognizing those characteristics in yourself can take even more. (Fifth in a series. by Mark Goulston
Innovators know that the importance of strategy decreases as uncertainty increases. The solution? Strategize. Then, strategize again. by Vijay Govindarajan and Chris Trimble
Character is one of the four characteristics of successful leaders. Sometimes, expressing it can take the courage of your convictions. (Fourth in a series. by Mark Goulston
Instead of being defensive when people challenge business activities, benefits, and ethics, leaders should be more vocal about what they do right -- and how they help society. by Vijay Govindarajan and Chris Trimble
Integrity is one of the four characteristics of successful leaders. And it's important in every aspect of your business. (Third in a series. by Mark Goulston
Aspirations -- like leadership skills -- aren't always enough. Leaders must do more than motivate; they must manage. by Vijay Govindarajan and Chris Trimble
Good judgment is one of the four characteristics of successful leaders. But how do you know what the right thing to do is -- and when to do it? (Second in a series). by Mark Goulston
Paying close attention to the bottom line and objective measures of performance doesn't always work. So how do you evaluate innovators and experimental businesses? by Vijay Govindarajan and Chris Trimble
Instead of dealing with failure and frustration in self-defeating, self-destructive ways, take a tip from golf to become not just a winner, but a champion. by Mark Goulston
Vijay Govindarajan considers the balance of efficiency and entrepreneurship within larger organizations -- and the need to embrace reliable unpredictability. by Vijay Govindarajan
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