Sara Lobkovich, J.D., NBC-HWC<p>Too often, success criteria are unspoken or ambiguous, creating conditions where bias thrives and those with privilege or insider knowledge have an unfair advantage.</p><p>No-BS OKRs create a shared language and measurement framework that puts everyone in the organization on equal footing.</p><p>The most powerful moment? When I see clutch behind-the-scenes players get their due because their impact isn't hidden behind the leaders or teammates taking credit. </p><p><a href="https://thinkydoers.social/tags/PerformanceManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PerformanceManagement</span></a> <a href="https://thinkydoers.social/tags/OrganizationalDesign" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>OrganizationalDesign</span></a></p>
lingo.lol is one of the many independent Mastodon servers you can use to participate in the fediverse.
A place for linguists, philologists, and other lovers of languages.
Administered by:
Server stats:
53active users
lingo.lol: About · Profiles directory · Privacy policy
Mastodon: About · Get the app · Keyboard shortcuts · View source code · v4.4.3
#performancemanagement
0 posts · 0 participants · 0 posts today
Insecurity Princess 🌈💖🔥<p>"Benchmarking" is often missing from performance or growth conversations in the workplace</p><p>And when we leave that out, a growth mindset approach can come across like gaslighting or moving goalposts: like Mario, we reach the end of a level only to be told that the princess is in another castle.</p><p>If we don't acknowledge that getting to that point means finishing a level beyond where we were before, it can be perceived as endlessly moving goalposts, rather than achieving another stage of growth and celebrating that before diving back in to work towards the next stage of growth.</p><p><a href="https://infosec.exchange/tags/PeopleManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PeopleManagement</span></a> <a href="https://infosec.exchange/tags/Growth" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>Growth</span></a> <a href="https://infosec.exchange/tags/Performance" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>Performance</span></a> <a href="https://infosec.exchange/tags/PerformanceManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PerformanceManagement</span></a> <a href="https://infosec.exchange/tags/PowerDynamics" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PowerDynamics</span></a><br><a href="https://managinginthemargins.com/benchmarking-and-performance-management-acb0580ba44e" rel="nofollow noopener" translate="no" target="_blank"><span class="invisible">https://</span><span class="ellipsis">managinginthemargins.com/bench</span><span class="invisible">marking-and-performance-management-acb0580ba44e</span></a></p>
Dr Robert N. Winter<p>Organizations often prioritize conformity over innovation. Nvidia CEO Jensen Huang favors public feedback over traditional 1-on-1s to enhance transparency, flexibility, and productivity.</p><p><a href="https://social.winter.ink/tags/Management" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>Management</span></a> <a href="https://social.winter.ink/tags/PerformanceManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PerformanceManagement</span></a> <a href="https://social.winter.ink/tags/OrganisationalBehaviour" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>OrganisationalBehaviour</span></a> <a href="https://social.winter.ink/tags/Innovation" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>Innovation</span></a></p><p><a href="https://robert.winter.ink/is-it-time-to-abandon-1-on-1s/" rel="nofollow noopener" translate="no" target="_blank"><span class="invisible">https://</span><span class="ellipsis">robert.winter.ink/is-it-time-t</span><span class="invisible">o-abandon-1-on-1s/</span></a></p>
Dr Robert N. Winter<p>After something of a hiatus, I am back at the keyboard and have published another column. This week I tackle the growing challenge of terminating underperforming employees. A topic that is too little discussed but, if left attended, increases risk, degrades performance, and drives top employees out of the organisation as they feel poor performance is not being properly managed.</p><p><a href="https://social.winter.ink/tags/Management" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>Management</span></a> <a href="https://social.winter.ink/tags/PerformanceManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PerformanceManagement</span></a> <a href="https://social.winter.ink/tags/OrganisationalBehaviour" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>OrganisationalBehaviour</span></a> <a href="https://social.winter.ink/tags/LegalChallenges" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>LegalChallenges</span></a></p><p><a href="https://robert.winter.ink/the-growing-challenge-of-terminating-underperforming-employees/" rel="nofollow noopener" translate="no" target="_blank"><span class="invisible">https://</span><span class="ellipsis">robert.winter.ink/the-growing-</span><span class="invisible">challenge-of-terminating-underperforming-employees/</span></a></p>
Reda Sadki<p>We need a conceptual framework that situates health performance management within complex adaptive systems. <a href="https://techhub.social/tags/HRH" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>HRH</span></a> <a href="https://techhub.social/tags/PerformanceManagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>PerformanceManagement</span></a> <a href="https://techhub.social/tags/LMICs" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>LMICs</span></a> <a href="https://techhub.social/tags/complex" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>complex</span></a> <a href="https://techhub.social/tags/adaptive" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>adaptive</span></a></p>
Niels Pflaeging<p>Target-setting, annual <a href="https://mastodon.social/tags/planning" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>planning</span></a>, <a href="https://mastodon.social/tags/budgeting" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>budgeting</span></a>, plan-actuals reporting, performance <a href="https://mastodon.social/tags/appraisal" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>appraisal</span></a>, bonuses, <a href="https://mastodon.social/tags/incentives" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>incentives</span></a> these things are wasteful & superfluous. Worse: They destroy motivation and performance. There is a better way of dealing with performance systems: It's called <a href="https://mastodon.social/tags/RelativeTargets" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>RelativeTargets</span></a>.<br><a href="https://redforty2.com/relativetargets" rel="nofollow noopener" target="_blank"><span class="invisible">https://</span><span class="">redforty2.com/relativetargets</span><span class="invisible"></span></a> <a href="https://mastodon.social/tags/betacodex" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>betacodex</span></a> <a href="https://mastodon.social/tags/beyondbudgeting" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>beyondbudgeting</span></a> <a href="https://mastodon.social/tags/performancemanagement" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>performancemanagement</span></a> <a href="https://mastodon.social/tags/orgdev" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>orgdev</span></a> <a href="https://mastodon.social/tags/orgdesign" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>orgdesign</span></a> <a href="https://mastodon.social/tags/newwork" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>newwork</span></a> <a href="https://mastodon.social/tags/futureofleadership" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>futureofleadership</span></a> <a href="https://mastodon.social/tags/agile" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>agile</span></a> <a href="https://mastodon.social/tags/leadership" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>leadership</span></a> <a href="https://mastodon.social/tags/hr" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>hr</span></a> <a href="https://mastodon.social/tags/lean" class="mention hashtag" rel="nofollow noopener" target="_blank">#<span>lean</span></a></p>
TrendingLive feeds
Mastodon is the best way to keep up with what's happening.
Follow anyone across the fediverse and see it all in chronological order. No algorithms, ads, or clickbait in sight.
Create accountLoginDrag & drop to upload