A Leadership Screw Driver: The 90 Day Improvement Plan

Written by Brent Filson

Continued from page 1

"Be specific about improvement," he says. "For instance, one leader I gave an Improvement Plan to was very bright but was not getting results. He tended to deal with future, strategic issues; whereas our business wants results now, preferably yesterday. We identified specific ways he could improve his performance in getting results, such as precise calls to make and exact, quick-closing targets to pursue."

The objective of 90-Day Improvement Plans should not be to get rid of people. "Their objective is to improve performance," he says. "Though I do write onrepparttar first page, ‘Ifrepparttar 135849 objectives are not met, further actions, including dismissal, can be taken.'"

He sometimes combines Improvement Plans withrepparttar 135850 force-ranking of all his leaders into a 20/60/20 continuum. The bottom 20 percent getrepparttar 135851 Plan. He says, "My objective is to haverepparttar 135852 bottom 20 percent be indispensable leaders."

Mind you, in developing a 90-day Improvement Plan, keep Aesop's fable in mind and seek not compliance but commitment. The Improvement Plan must not be imposed from without but agreed upon. Here is a four-step process to do that.

First, all parties must agree to develop a 90-Day Improvement Plan. If people are forced to do it, it won't work as it should.

Second, askrepparttar 135853 poor performers to describe what should be in it. Remember, you can veto any suggestions. However, it is best if its key components come fromrepparttar 135854 other people. Only after they have run out of suggestions do you incorporate yours.

Third, developrepparttar 135855 Plan together, and agree on its action steps.

Fourth, implement it. Have weekly or bi-weekly meetings to insurerepparttar 135856 Plan is being carried out.

Ifrepparttar 135857 Plan is forced upon someone, it becomes just another screw, another imposed reward/ punishment. However, if it is put together with mutual consent, indeed with mutual enthusiasm, it becomesrepparttar 135858 screw driver by which poor performers may very well gladly putrepparttar 135859 screws into themselves.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at www.actionleadership.com

Managing Monsters in Meetings - Part 3, Drifting From the Topic

Written by Steve Kaye

Continued from page 1

Direct new ideas torepparttar Idea Bin by saying:

"That's a great idea. Could you put it inrepparttar 135553 Idea Bin?"

When you planrepparttar 135554 agenda, leave time atrepparttar 135555 end ofrepparttar 135556 meeting to checkrepparttar 135557 Idea Bin. You will find that many ofrepparttar 135558 new ideas were resolved duringrepparttar 135559 meeting. If possible, deal withrepparttar 135560 remaining ideas that have merit or place them on future agendas.

Use these techniques to bring your meeting back torepparttar 135561 issue on your agenda.

This isrepparttar 135562 third of a seven part article on Managing Monsters in Meetings.

IAF Certified Professional Facilitator and author Steve Kaye works with leaders who want to hold effective meeting. His innovative workshops have informed and inspired people nationwide. His facilitation produces results that people will support. Sign up for his free newsletter at http://www.stevekaye.com. Call 714-528-1300 or visit his web site for over 100 pages of valuable ideas.

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