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The Truth About Performance Management: Four Insights on Making Your System Work

Many professionals see performance management as a dreaded chore that yields little obvious payoff. A recent study by OnPoint Consulting revealed that fewer than half of the 115 HR professionals and 441 managers surveyed believe that their companies’ current performance management systems deliver value to the business. We found that a paltry 30 percent of respondents believe their systems achieve their intended objectives. While there is no one-size-fits-all solution, OnPoint’s research reveals that there are four key steps organizations can take to optimize their performance management systems.

Secrets of Top Performing Change Agents

Companies spend millions of dollars each year to make change initiatives a success. Yet the results are frequently dismal-change initiatives fail and leaders are left wondering what went wrong. A recent survey by OnPoint Consulting sheds light on this issue:  Only 46% of the 655 leaders surveyed believe change is managed effectively in their companies.  Moreover, 43% lack confidence that current organizational changes will be implemented effectively. What does it take to implement change successfully? OnPoint’s research found that top performing companies are more effective in four areas:

The Hall of Shame: Four Companies That Couldn’t “Get it Done” in 2012

Once upon a time strategy was king. The subject of strategy dominated the attention of senior executives and the writings of management gurus. Experts weighed in on how to put strategic planning processes in place and transform employees at all levels into strategic thinkers. And yet, for too many organizations, the results of these well-crafted visions went unrealized. Quite simply, they couldn’t execute. Now, the business world has shifted its focus to execution-execution of plans and the consistent delivery of results. Thomas Edison famously said: “Vision without execution is hallucination.” It’s true. And as the hallucinations of countless business leaders have proven, knowing what you want to do or where you want the company to be may be less than half the battle.

Leading From a Distance: Six Lessons For Success

Leading a team of diverse employees with different needs is hard enough. Scatter those employees across different geographic areas, where face-to-face contact is infrequent, priorities are constantly shifting, and there is little time to address their individual needs, and you can begin to understand why leading a virtual team is one of the most difficult jobs in business today. It takes a special breed of leader to get the job done right. In order to help businesses understand which behaviors are directly associated with highly effective virtual team leadership, we conducted a global study of 48 virtual teams. We wanted to understand what differentiates the most effective virtual team leaders from those who are less successful.

Four Ways Top-Performing Companies Stay Ahead of the Pack…Even in Tough Times

These are challenging times that test the competence and endurance of even the best companies. Our research on how top-performing companies prepare for and manage change and what they do to ensure they are able to execute plans effectively reveals some interesting differences between companies that are able to weather an economic down turn and less successful companies. Top-performing companies are characterized by cultures that are flexible, adaptive, participative, and innovative-and they translate these cultural attributes through leader behavior.

What Virtual Leaders Can Learn From Baseball

Interestingly, the sports section often has a story that illustrates a key lesson for leaders. One recent NY Times article, "BP: A Cherisher Tradition? Or a Collossal Waisre of Time? Players Take Their Swings," focused on how the routine ritual of batting practice is continued despite a concern about its value. Flexibility and adaptability are important managerial characteristics and our research on effective virtual team leaders found that the ability to develop new habits is even more critical when leading from a distance.

Working Effectively in a Matrix: Three Cooperation Builders

In a matrix organization-where people rely on getting work done through others over whom they have no direct authority-maintaining high levels of cooperation and coordination can be a challenge. What can leaders do to encourage and sustain cooperation?

The Hall of Shame: Six Organizations That Couldn’t “Get It Done” in 2011

It’s that time of year when business owners and senior executives take stock of the past twelve months. What did 2011 look like for you and your company? The questions you could ask during your year-end review are endless. But, there’s only one that really matters: Did your company effectively execute its business goals? To learn from the “living laboratory” of real-world companies, here are six of this year’s headline makers and the lessons we can take away from their struggle.

Get What You Need From Your Matrix Partners: Five Guidelines for Influencing in a Matrix Structure

In a matrix organization-where people rely on getting work done through others over whom they have no direct authority-maintaining high levels of cooperation and coordination can be a challenge. What can leaders do to encourage and sustain cooperation?

The 2011 Execution Round-Up: Six Organizations That Couldn’t “Get It Done” This Year

It’s that time of year when business owners and senior executives take stock of the past twelve months. What did 2011 look like for you and your company? The questions you could ask during your year-end assessment are endless. But, there’s only one that really matters: Did your company effectively execute its plans and initiatives?

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