Kates Kesler
JUNE 29, 2020
Metrics serve as a powerful motivator and unfortunately, are often perfectly designed to drive sub-optimal results. For a simple comparison, consider this sports team analogy. In team sports, measuring vital, non-point metrics and de-emphasizing individual metrics is not a new concept.
LSA Global
MARCH 20, 2020
The origin of the term player-coach refers to a member of a sports team who simultaneously holds both playing and coaching duties. Although the practice is mostly extinct in sports, many companies today expect their managers – especially their first-level managers – to be an effective player-coach at work. The Bottom Line.
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Martinka Consulting
JANUARY 18, 2019
Tom and Kevin shared their experiences and feelings as part of Tom selling off ownership and giving up control and Kevin investing in the company and taking over its leadership. Others on the panel were Julie Eisenhauer with Clark Nuber CPA, Jesse Ficks with Skis Painting, and Casey Schindler and Jake Licht with Baden Sports.
Martinka Consulting
FEBRUARY 5, 2020
Leadership, or the lack thereof, is the top reason management people switch jobs (not money). It’s very much like sports, the more the team wins, the greater the number of fans it has. The icing – the top three. Customers (efficiency vs. make more calls) Yes, we can! They won’t change if they’ve got a good thing going.
Harvard Business
OCTOBER 10, 2017
Every step of the process was measured, and real-time metrics were easily accessible. Metrics emphasized speed. We asked the management team if we could eliminate the narrow metrics and bonuses, which rewarded only tactical performance, and focus more on the adaptive. Previously, working in the call center was a solo sport.
Harvard Business
MAY 19, 2016
Four of the attributes were presented as objective indicators of performance: leadership performance, management skills, IQ, and past record of investor capital raised. The profiles were randomly generated, so any potential alignment between objective metrics (e.g., years of leadership experience, 8.07% in management skills, 30.17
Harvard Business
NOVEMBER 22, 2017
A new operating model also requires a governance structure and leadership model so leaders know how they will exercise operational control and inspire employees—and hold themselves accountable for doing both. As companies move to more agile operating models , they must learn to balance accountability with autonomy. ” he asked.
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