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O P I N I O N
Three common problems
You’ll lose control of your office if you have no performance metrics, no accountability, and put employees in the wrong roles.
T he difference between leadership and management is quite substantial. Make no mistake, as a leader, you need to be good at both to win in today’s competitive marketplace. Leadership is working “on” the business – providing vision and clarity on where the company is headed and what to do when it gets there. In management mode, however, you are working “in” the business and executing that shared mission with your team.
Chris Hallberg GUEST SPEAKER
activity-based metrics, you get a view of the future instead of looking at lagging indicators, which pro- vide a good view of the past. Once you post lead- ing indicator numbers for all to see, “the cool kids” change. They are the ones at the top getting the work done, not the ones who seized power in an “Leadership is working ‘on’ the business ... In management mode, however, you are working ‘in’ the business.”
I’d like to focus on the management side in this article by pointing out some of the most common management issues I see working with CEOs and their leadership teams. 1)Lack of metrics to track employee performance. You think Dave is a great worker because every time you walk by, his head is down and he’s making things happen. The problem is, Dave is actually the lowest performer on your team from a pure output standpoint and the only time Dave works hard is when one of the “bosses” are out on the prowl. I’ve seen “the cool kids” take over an office culture and turn it into a high school scenario with all the ru- mors, cliques, and various other juvenile forms of behavior teenagers are known for. When you track
See CHRIS HALLBERG, page 12
THE ZWEIG LETTER February 19, 2018, ISSUE 1236
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