In 2002, the Corporate Leadership Council conducted a survey to rank the effectiveness of over one hundred performance drivers. The project surveyed 19,000 employees from 34 different companies in 29 countries. The biggest driver of performance, not surprisingly, was...
We know from previous articles that to be effective, managers need to satisfy five key requirements with their direct reports and their team. Successfully setting context and boundaries, planning, delegating, executing personal goals and establishing feedback loops...
I was recently enjoying some leisure time working on a pine table in my workshop. It was one of those rare occasions when deadlines, plans and preconceived schedules were not an issue – just the table and I working together at our own pace. I remember how rewarding...
The third and final of the three fundamental capabilities of managers is Application. Defined by McDonald, Burke and Stewart, it is, “the effort and energy that a person puts into applying the other elements of capability to their work.” Often, individuals can have...
The first of the three fundamental capabilities of managers, Problem Solving Capability, helps us understand how problems are solved and decisions are made. For managers, however, there are other types of abilities that are necessary for success. The second of the...
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