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Answer Upon - Executive Performance-Who's to Blame for Incompetent Managers
Who do you think is better at selling your product or service, you or your satisfied customer?If you are trying to close a $10,000 deal, would it help if the potential customer could talk to a satisfied customer?It's obvious, your satisfied customers are your best sales people, and they will outsell you by 100 times. You can say how good you are, until you are blue in the face, but a 2 minute conversation between a pote
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for i
Advertising is the life blood of any business, no matter how big or how small. So, the problem is how to make ones advertising dollar get the most bang for the buck. It's not enough to advertise. Your advertising must be effective. Check out the following ways to advertise for little or no cost.Having a Website - The age of the internet has expanded the possibility of owning your own business to an almost unlimited number of p
The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead, fault lies with the systems used for evaluation and the alternatives available for dealing with performance failure.
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for in
A little over a year ago my wife and I decided to jump out of a perfectly good airplane at 13,000 ft. But before we did so we had to fill out about 20 different forms basically stating this: “Even though it may be a perfect day, all equipment works properly, your tandem partner is not suicidal, the plane works fine, things are going great, you still may die! And you do this on your own free will.” It is just like saying, yes, I am wi
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for i
Your company is considering a merger or acquisition. You’ve explored the financial and legal ramifications. But do you know what your point of distinction will be post-merger?Today, mergers and acquisitions (M&A) are commonplace. They are strategic decisions grounded in geographic expansion, product and competency diversification, and brand leveraging. While businesses clearly address the associated legal and financial
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for i
Occupational Fraud: The use of one’s occupation for personal enrichment through the deliberate misuse or misapplication of the employing organization’s resources or assets. -The key to occupational fraud is that the activity: a. Is clandestine b. Violates the employee’s fiduciary duties to the organization c. Is committed for the purpose of direct or indirect financial benefit to the employee
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for i
Job seekers never had it so good. Innumerable opportunities, escalating salaries and recruiters consistently ringing in with even better opportunities.., the job scene today is brimming with optimism. Despite all the hope that it holds for job seekers, this period of excess, has had its fallouts. The most visible one being the birth of job-hoppers. Job hoppers are individuals who find it really difficult to commit to one job for a si
Despite their widespread popularity, standard 360 evaluations and psychometric tests are poor substitutes for informed, thorough evaluation. Standardized assessments and tests are promoted as rapid, economical alternatives for determining competence and assessing performance. Consultants and salespeople alike tout them for their objectivity and accuracy.
In reality, the typical 360 evaluation is far from objective. How can a group of very different people, with very different relationships to the subject and very different priorities, be expected to evaluate an individual professionally and objectively?
Additionally, reliance on these measures can cause you to miss crucial informat
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