Tag Archives: US

What Really Happens When Companies Nix Performance Ratings

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By David Rock and Beth Jones

The move away from conventional, ratings-based performance management continues to gain momentum. By November this year, at least 52 large companies had shifted from the practice of once-yearly performance appraisals; estimates are that hundreds of other companies are considering following suit. A wide range of industries are represented, from technology (39% of the 52) to business services (19%).

At the NeuroLeadership Institute, we’ve conducted in-depth research with 33 of these 52 companies to find out what really happens when companies remove performance ratings. Here are some of our high-level findings:

1. The frequency of manager-employee conversations increases dramatically.
All of the companies increased the recommended number of manager interactions with their teams. Of the 33 U.S.-based companies we studied, 76% had previously recommended an annual performance conversation. After moving away from ratings, 68% moved to a recommendation of, at minimum, quarterly conversations.

The focus has clearly shifted to conversations happening throughout the year. Managers are being urged to use their judgment about a conversation frequency that best supports employee performance. Some companies are also asking direct reports to play a more proactive role in owning the responsibility for scheduling and preparing for performance conversations. Continue reading →

Three Steps for Successful Digital Integration

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by David Dubois

The “uberisation” of the economy is making companies rush into digital integration, but they need to build some critical capabilities before investing.

In the face of emerging digital disruptions across fields as varied as healthcare, transportation or even banking, companies have massively increased their digital investments. For instance, a survey by eConsultancy revealed that 77% of companies plan to increase their digital marketing budget in 2015, a sharp 71% increase compared to the preceding year. Continue reading →

Leadership: can you learn to communicate and embody it?

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Arthur JosephBy Arthur Joseph

 

In the “Education Life” section of the New York Times this past spring, Duff McDonald asked the questions, “Can you learn to lead?” and “What does one learn at graduate business school?”

He went on to point out that the biggest topic in business schools today is “leadership,” then quoted a few of the lofty goals such programs espouse. Examples? “Leaders who make a difference in the world” (Harvard Business School), and “Brave leaders who inspire growth in people, organizations and markets” (Kellogg at Northwestern).

Duff then described various approaches to teaching leadership, citing Ann L. Cunliffe’s advice to include “challenges” like “thinking critically, seeing situations in new ways, being able to deal with uncertainty and ambiguity, learning from experience and mistakes, knowing yourself . . . being passionate about what you do.” Continue reading →

Senior Sales Lead

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A rare opportunity to help build a sales program from the ground up. Our client, a Gartner-ranked innovator in Robotic Process Automation, has developed an advanced AI platform for IT operations. Founded 20 years ago in Germany, it has recently concluded a round of private equity financing to fund its US expansion. US headquarters have been established in New York City and their high-profile president is currently hiring his core staff.

Summary

Senior level sales reporting to the president with a focus on new enterprise logo acquisition. Responsible for full life cycle. Continue reading →

4 Top Lessons In Leadership From John Sculley

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By Jack Zenger

The success of Apple is often attributed to Steve Jobs, and clearly he deserves much credit. But it was another CEO, John Sculley, who took Apple from a million dollars to a billion in revenue.

I recently had the privilege of speaking with John Sculley for a podcast series we produce. Our conversation was a vivid reminder that Sculley is a gifted marketer who truly understands how to focus on customers’ needs. From his vast experience running some of the world’s successful companies, I would like to highlight a few of the leadership lessons he gained from his distinguished career and which he describes in his new book Moonshot. Sculley has profound advice for those just beginning their careers and equally insightful wisdom for those of us at the opposite point in the age spectrum. Continue reading →