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EXECUTIVE SUMMARY Proper accountability includes setting people up for success and having a system to learn from mistakes. Failure to hold people accountable could lead to employees viewing you as [...]

Should 360 ° feedback be used not just for 'developmental' purposes but also for performance management? Should it be part of an organization's performance-appraisal process, helping to determine salaries, promotions [...]

Managers who find out how others see them a) become willing to change, b) become defensive and vindictive, or c) go back to business as usual. Feedback from multiple sources, [...]

Today, many companies have nearly half of their employees working on virtual teams. Unfortunately, our research finds that many enterprises recycle the same guidelines they use for their co-located teams [...]

If your organization is like so many others it seems to have all the ingredients for success firmly in place. A well-thoughtout vision ... a realistic strategy ... skilled, highly [...]

As a leader, you have a clear vision for your company and are 100 percent committed to pursuing it. But something is going wrong between the creation of that vision [...]

Companies frequently develop vision and mission statements about being at the top of their industry, the great service they provide to customers, and their rewarding work environment. Yet more often than not, these statements are so far from reality that they become joke fodder for customers and employees alike. It doesn't have to be this way. Your company really can keep its promises-- but first you must create a culture of execution. [ABSTRACT FROM AUTHOR]

The article discusses effective leadership within workplace teams, especially teams of executives or managers within a cross-functional structure. Topics addressed include the importance of fostering consensus through influence, establishing and communicating shared goals, and clarifying roles and decision-making authority.

The author comments on Yael Zofi's article on virtual teamwork which creates a variety of challenges for team members and leaders. He notes that cross-cultural issues impact communication and collaboration in a virtual setting which virtual teams have to face. A discussion on results of OnPoint Consulting's study which shows the three characteristics of working in a virtual setting that impact employees and team leaders' ability to do what they have always done is provided.

The article presents commentary from several executives on how to get honest feedback from employees. Sherri Stevens of SRG in Ingersoll, Ontario advises making employees feel comfortable about presenting their ideas. Others heard from include Richard Lepsinger of OnPoint Consulting in New York City and Mark Murphy of Leadership IQ in Atlanta, Georgia.

The article assesses the practices of several U.S. companies and associations regarding personnel management. The author criticizes the National Basketball Association because it failed to involve its players in the changes that the organization implemented. He also mentions that Ford Motor Co. is inefficient in executing its growth strategies. On the other hand, it complements Motorola for efficiently coordinating decisions and actions across its work units.