Performance Management, Part 3: Managing Performance

Third installment of this series of posts on performance management:

1. The Importance of Performance Management
2. Performance Management, Performance Reviews and Appraisals
3. How to Think About Performance
4. Matrix Organization Design - Don’t Go There
5. Leading Knowledge Workers: 5 Deadly Leadership Sins To Avoid
6. Why You Need to Tell it Like it Is
7. Giving and Getting Great Feedback
8. What Every Manager Should Know About Feedback
9. Get Rid of the Performance Review
10. Why employee performance appraisals are ineffective, sometimes?
    
11. Where Jack Welch Got It Wrong - The Mandatory, Annual Low-Performer Cut
12. Setting and Resetting Expectations
13. The Time To Manage
14. Six Obstacles to Extraordinary Performance
15. Micromanagement undefined
16. Is Micromanagement Inherent or Contextual?
17. More Talent Management Facts
18. Stop Sabotaging Employee Performance
19. 5 Reasons CEO’s Get Fired
20. Leaders Who Think They Walk on Water
21. Beware of Setting Goals
22. The Case Against Cutting the Bottom 10%
    

And in case you missed it: Performance Measurement.

Performance Management, Part 2: Accountability

A dozen good links for you today:

1. Five Signs That Personal Accountability Isn’t a Core Cultural Value
2. Creating An Accountability Culture
3. Personal Accountability – Who are you Really Pointing the Finger at?
4. Gain Accountability by Passing the Buck
5. Managerial Accountability Is Not Missing; It’s just Misplaced
6. Requisite Organization Resources
7. When Everyone is Accountable, No One is Accountable - The Team Accountability Fantasy
8. Personal Accountability Training
9. Responsibility
10. Accountability and the High-Performance Organization
11. Operationalizing Engagement via Managerial Leadership
12. Leadership Lessons from Geese