2008-07-24T16:26:10Z http://humancapitoolsblog.com/comments/atom.aspx Quick Blog tag:humancapitoolsblog.com,2008-04-14:967970 Pat Williams http://www.none.com 2008-04-14T09:47:14Z 2008-04-14T06:33:40Z tag:humancapitoolsblog.com,2007-06-02:379577 Gary Cokins http://Blogs.sas.com/cokins 2007-06-02T22:03:26Z 2007-06-02T19:34:16Z
I fully agree with your messages. I have been in the Performance Management field for over three decades. 90% of success is change management and behavior modification, and 10% is the math and systems. But people tend to reverse those.

I recently wrote a monthly column in www.dmreview.com on this topic. You can search on my name there. I welcome further dialog.

Gary Cokins, SAS
http://Blogs.sas.com/cokins]]> tag:humancapitoolsblog.com,2007-05-13:355663 Jerome Alexander http://thecorporatecynic.wordpress.com 2007-05-13T20:45:51Z 2007-05-13T20:45:51Z tag:humancapitoolsblog.com,2007-05-08:349057 Joe O'Keefe http://www.rms.biz 2007-05-08T11:30:32Z 2007-05-08T09:17:13Z
I am trying to see the feedback as a "gift" but maybe the gift is an undeniable feeling it is time for me to move on to another company. I say this not in anger but the dynamic has changed dramatically over the past few months and this shift has culminated in the conversations of the past few weeks that have me feeling a little less than confident.]]> tag:humancapitoolsblog.com,2007-04-28:336835 Joe O'Keefe http://www.rms.biz 2007-04-28T10:41:08Z 2007-04-28T04:12:20Z
I created a very simple concept for an email blast. My supervisor took it and wanted to drive people to our website rather than just keep it simple with a "this product is here and this is how you get it" theme. The supervisor cut out the point in my draft that said, "Contact so-and-so to get the product". Well, the first response to my ininital email blast was, "who do I contact and how do I get the product?". When I pointed this out to the supervisor, rather than a, "hey, we needed to keep that in there", the response was, "email the potential client back and tell him how to get it".

Very discouraging but I sure it happens all of the time in companies large and small. No real resolution, just focusing on something else or blaming some other aspect.]]> tag:humancapitoolsblog.com,2007-04-25:334242 Jerome Alexander http://thecorporatecynic.wordpress.com 2007-04-25T21:46:37Z 2007-04-25T20:37:59Z
Manager,"Look, here's what you need to do. They need this by Thursday!"
Subordinate,"Have you considered....?"
Manager,"I don't have time to debate the issue. Just get it done."
Subordinate, "Sure but...."
Manager,"But nothing. I have your buy-in don't I?"
Subordinate, "Buy-in? I don't think..."
Manager,"You're being paid for results."
Subordinate,"But..."
Manager,"Don't be part of the problem, be part of the solution. Don't focus on what you can't do. Focus on what you can do."
Later when the plan fails or does not produce the desired results.
Manager,"I thought I had your buy-in."
Subordinate,"I tried to tell you..."
Manager,"Had you only been stronger in your views, we may have able to avoid this. You need to work on your communication skills."

Sounds funny but happens all the time.]]> tag:humancapitoolsblog.com,2007-04-12:318795 Bob Gilbert http://bobgilbertconsulting.com 2007-04-12T12:36:44Z 2007-04-12T01:11:55Z tag:humancapitoolsblog.com,2007-04-04:311855 Joe O'Keefe http://www.rms.biz 2007-04-05T11:35:58Z 2007-04-04T23:19:39Z
Great point, Kathy. Thank you!]]> tag:humancapitoolsblog.com,2007-02-24:265276 Kathy Miller 2007-02-24T12:13:10Z 2007-02-24T12:13:10Z
Let me hear from you on this topic. If this post is relevant to you, please comment.]]> tag:humancapitoolsblog.com,2007-02-24:265275 Kathy Miller 2007-02-24T12:21:24Z 2007-02-24T12:10:12Z