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Is it Better to Develop Strengths or Overcome Weaknesses?

The performance review process in most organizations targets an individual’s weaknesses. Although strengths are usually identified – although more in terms of results than the fundamental strength that led to the result – the individual is often expected to work on the weaknesses before the next review. There is rarely conversation about how the person can further develop strengths during the coming year. Continue reading

Confidence and Humility: Two Critical Leadership Traits

Many people tend to confuse confidence and arrogance. The characteristics of confidence that make it a vital leadership trait are not present in ones who display arrogance. Discussions that include condescending remarks, as well as an overall lack of focus on developing others are clear signs of arrogance rather than confidence. Conveying negative energy, a lack of openness to questioning of decisions and actions, and overall uncomfortableness are other characteristics of arrogant leaders. Continue reading

A Simple a Process for Achieving the Vision

Determining the gap involves breaking down the vision, which is often stated as a generalization, into specific 3-5 year objectives (which often include targets for safety, quality, production/schedule, and cost, although other areas can be covered). The objectives are regularly compared to current performance to determine the gaps that needs to be closed to move the organization closer to the vision. Continue reading