Introducing this set of 4 blog posts
I learned something important about myself on the weekend. I am less patient with myself now and much less accepting of some of the things others in my society believe about life in organizations.
I don’t expect to be seen as being any more “right” in my views now than in my earlier years. I don’t expect folks in general to agree with me any more than they did in the past – that is up to them.
But I do find that I am not prepared to engage in as much dialogue about these beliefs with those who see things differently, unless that dialogue leads to real constructive action that benefits both of us.
I have worked for a long time, and am still actively involved with clients, and my own business. Over the course of my career, I have kept up a constant involvement in academic life – as a night student, graduate student, part time lecturer and distance education participant. I have, and still do, read widely in management and workplace psychology. I have thought hard about what I was doing at work and how I was leading the folks who worked for me.
I have come to these four conclusions by reflecting on both the reading and the experience. I have quietly held them for years. They underlie all my consulting work and business writing.
The 4 conclusions
- Performance appraisal is a waste of time if you are looking for business results. (Post 1)
- Organizations waste the dollars they spend on interpersonal skill training (e.g. programs on leading others, resolving conflict …).
- Interview-based recruiting is all about “good enough” hiring, not future performance excellence on-the-job.
- Many human abilities are as much instinctive as thoughtful. Excellence at work requires thought rather than just responding instinctively.
I will expand on each of these in separate blog post. The first, on performance appraisal, follows.
