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GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

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By GSMIweb on 21-Apr-10 23:28.

Much has been written about what makes a great leader. Although we agree that successful managers must have the attributes of a great leader, by themselves these attributes are not enough. Many great leaders still do not build successful organizations. Much has also been written about what makes a great organization. But again, poor managers can cause great organizations to lose momentum. Our concern is different. We are interested in how successful managers can achieve breakthrough performance regardless of the quality of the organizations they manage. What we call breakthrough performance is the kind that positions nonprofits to create high levels of social impact and lasting change. Nonprofits that deliver great results over time are best positioned to survive, grow, and have an impact. Nonprofits that perform poorly, on the other hand, end up irrelevant or even as failures. And nonprofits that perform merely satisfactorily are vulnerable to shifts in the funding climate or the political environment.
By GSMIweb on 21-Apr-10 23:20.

he journey to organizational improvement involves a major investment. Any executive deploying Six Sigma within their organization can describe the plethora of time, effort and money spent in bringing such an initiative to life. There are questions about organizational dynamics to consider: Who will serve as Champions, Master Black Belts, Black Belts and Green Belts? Will they engage in Six Sigma projects on a full-time or part-time basis? How will the selection process work? How will Six Sigma be communicated to management and employees? Will the organization reward employees for improving performance? Who will conduct the training? How will the organization measure success?
By GSMIweb on 21-Apr-10 23:19.

Over the past few years, some industry analysts and organizational executives have questioned the effectiveness of the balanced scorecard. The tool, introduced by Robert Kaplan and David Norton in 1992 in an article in the Harvard Business Review, is used to articulate to individual employees the organizational goals and objectives set by management. But some modern critics of the balanced scorecard have gone as far as to proclaim that it no longer possesses the potency to fill this communication function. Others have argued that the effectiveness of the scorecard has been overhyped by software solution providers and consultants who have promised quick fixes to problems associated with strategy execution. After reviewing these arguments and accusations, a logical question arises: Is the balanced scorecard dead?
By GSMIweb on 21-Apr-10 23:18.

We all want feedback - we want to know how we are doing. Getting that input gives us a benchmark of our current performance and helps us improve. It is important. It is necessary. And it isn't enough. Consider your basic performance review (even if it is a really effective one) or most any performance discussion. Most, if not all, of that conversation focuses on the past - what people have done that worked and went well, and what could be improved or changed. At the end of that conversation, the supervisor, coach or leader feels better - they have given the person feedback! Unfortunately, for the other person that might not be enough. While they now have a new perspective on their past performance, they must do the translation - they are left to figure out what to do next time.
By GSMIweb on 21-Apr-10 23:17.

We all want to be associated with a winner, be it a winning person, a winning team, a worthwhile cause or a successful organization. We all have sports people, teams, actors or artists that we consider "ours". When they do well, we bask in their reflected glory. It's the same at work - we want to be associated with a worthwhile "winning" organization. Our greatest reward is receiving acknowledgment that we have contributed to making something meaningful happen. More than anything else, people want to be valued for a job well done by those they hold in high regard. A famous study by Lawrence Lindahl in the 1940's came up with some surprising results. When supervisors and their employees were asked to list "What motivates the employees?" . . .


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