October 2016
Rethinking Performance Management

"People are surprised when they hear information in a yearly performance review that, in the past year, either hadn't been delivered with the necessary sense of importance or hadn't been delivered at all. As a result, people often feel ambushed," says Scott Blanchard, principal and EVP with The Ken Blanchard Companies.

This is just one of the ways the performance review process—as it is currently structured—is not adding value, explains Blanchard.

"When people look at the amount of time consumed in managing the review process and then compare it to the benefit, it doesn't seem to be a model that works particularly well."

Because of this, organizations are taking a second look—and many are considering significantly restructuring or evening abandoning the process.

Blanchard believes there are two aspects of the review process that are especially in need of an overhaul. READ THE ARTICLE

Like all federal law enforcement agencies, the United States Postal Inspection Service (USPIS) faces a unique dilemma: mandatory retirement at age 57. With tenure and experience walking out the door, people were being promoted to fill vacant positions.

Greg Campbell, deputy director of the USPIS, identified, "Leadership plays an important role in the development of individuals and in the vision and morale of the organization, so we knew we needed to act quickly." READ THE ARTICLE

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Upcoming Events

• The Five Elements of Advanced Goal-Setting—a new take on the popular SMART model that puts a special emphasis on motivation
• The Four Stages of Development—learning how to identify the starting mindset of direct reports on new tasks and also the four stages of development all people pass through
• Learning How to Flex Your Leadership Style—the steps required to begin developing beyond a comfortable default leadership style in order to provide appropriate direction and support for ALL the people managers lead