I know jokes
often have a
That is why I
read them and
...and I apply
them in my
They both need to have it
Having designed the wheel...he could be forgiven for thinking that he has done
enough for history. But has he done enough for his history? He cannot live off
his major success...he needs to keep having successes.
It is easy for us to bask in the glory of an outstanding success...when we need to
see it as a point of progress...not point of arrival. This provokes us to look for
more and we therefore find it.
The ‘cave man’ management style is not appropriate either though - this is not
reinforcing the greatness of his wheel design...it is using it to point to current
The illusion of ‘rightness’.
When we all look at the same thing, in the same way, with the same briefing and
we are all from the same background...unsurprisingly we all see the same thing.
Its worth checking whether diversity, difference and creativity is valued in your
organisation or merely tolerated. What are you known for being like?
Can you describe the last time your team engaged in innovative and creative
thinking that resulted in a brilliant (but not obvious) solution? These things are
often more important than consistent consensus.
The mature team can debate, disagree and have strong but different perceptions
- yet still act with a common vision and with common endeavour.
you don’t make...
They do most damage
There is a big difference between ‘tactically waiting for the right time to move’
and decision avoidance. “Waiting to see how it progresses” may be very wise
or it may simply be decision avoidance.
Decisions are made easier and options are clearer when you have a definite
objective (a clear mission) and you have consciously identified a preferred route
to get there. In the absence of these things ‘wait and see’ can look like a good
strategy...but it seldom is.
More cartoons on the next slide!
can help you to
situations and results.
If you would like to engage in
coaching and discover better
ways of doing things contact us
(using the form on the last slide) for
How do you define good
performance? Try this…
P=(A + R)i
It is good to work very hard...but it is not good enough! If that sweat and toil is not
giving you the results you need then it has very little value. Try this definition of good
Doing (A) - the right activities. Getting (R) - the right results. Using (i) the right
intentions, purpose, motivation etc.
This is helpful because it is all about doing the right things and having the right
approach. Lucky people can get good results...but not perform well. People can be
unlucky (a product they are selling gets recalled) but demonstrate outstanding
performance. You cannot simply judge people’s performance on sales results,
production targets, click rates or staff turnover - judge performance on what they do
and why they do it...in addition to the results they get.
What gets measured
Beware of what you measure
Obviously there is a good link to the previous cartoon about defining good
performance - in this joke we see the silliness of some appraisal processes.
Performance appraisals or evaluations should be an even that is looked forward
to because it captures what the person has done well and it identifies
opportunities to discuss and highlight what could be done better.
The real risk in many organisations is that ‘appraisals’ have become an HR
requirement/task/routine as opposed to a dynamic act of motivational
leadership. That is usually a choice made by the manager/leader...not HR.
Thanks for watching the
Jonathan Frost is a Director of
Discovery Coaching Limited and has
been a consultant and coach for
over 17 years.
His focus is on enabling people to
discover the practical tips, hints and
techniques that are relevant to their
everyday leadership life.
He has extensive experience
working with leaders at all levels in
industries as diverse as Retail,
Distribution, Utilities, Defence,
Engineering, Local Government and
If you would like to understand more about
your leadership style, your approach and
how it could be better...our coaching can
make a difference.
We would be delighted to hear from you.