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« Using Your Leverage | Main | Work is a Virus »

June 14, 2005


Great stuff, Lisa.

I have found that listening is a great way to encourage people not only to perform their best, but also to be thinking about how to improve work processes and systems. When a manager asks: "What are we not doing that we should be doing?" and then takes the time to engage in a meaningful's powerful stuff.

I'd be curiious to hear your thoughts on how you get employees to do their best work. Especially employees who are already sometimes listening and engaging them in meaningful conversations just isn't enough...

Rick: You bring up a great topic that I would enjoy addressing in future posts - how to develop and environment that enables and encourages peak performance. I will put that on my list, thanks! One preview note: I think the answers are often contrary to conventional "industrial" wisdom.


Great post and great list of "standards". The big question is: As the leader of a lot of great managers, how can I lead so my managers are enabled or are enpowered to meet their "standards"?

Thats a another post! Great, great stuff.

Terry - that is a good topic for a future post, thanks. Many of the same standards apply, of course, but there is also a whole set of things relating to how to grow great leaders.

Great post as always Lisa. How do we measure whether or not managers are actually doing this? With today's lean times, people managing managers often spend more time doing their own jobs instead of just "managing" that it makes it tough to find the time to observe. I'm a front line manager, so I'm looking for good ways to show that I am adding value and many of the other things you say, and yet so much is hard to measure. Any thoughts on that, or are you saving that for a future post?


Personally, I think managerial efficacy is pretty easy to see, because it impact so many aspects of the organization. If something is not quite right, it can take some work to pin down the root cause.

I think goal attainment, results, retention, work culture, problem solving, and alignment are great indicators.

When we are key contributors, people know it because the business moves forward and keeps its commitments (a bigger deal than it may seem).

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