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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 [...]

HR professionals need to find and build champions of their 360 degree feedback programs. These are people who are willing to support the initiative and counter the resistance of staff and line managers who may find the 360 degree feedback a worthless effort. The first step that HR managers should take is to develop a Stakeholder Map to identify the major decisionmakers and stakeholders. This requires making a list of people with power to approve decisions and of people that might be affected by the feedback, rating the stakeholders in terms of their support for the initiative, and drawing a map based on the rating. After identifying the stakeholders and their level of support, HR managers should plan how to turn people who might resist or merely comply with the 360 degree feedback program into champions. The factors to consider when interacting with these people are discussed., Here's how to construct a Stakeholder Map to identify key people and their degree of commitment for your feedback initiative. Many a human resource manager has been delighted by the [...]

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 offers tips on how to have a top performing company in the U.S. Accordingly, becoming a top performer means adopting proven leader behaviors and creating the right organizational structure and systems. Moreover, the paper discusses the five simple steps on how to achieve these two important aspects as well as the five behaviors that will enhance the ability to lead and manage change effectively and the three ways to change the organizational structure and system.

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 article offers 10 ways on how to help employees in executing the vision and strategies of the business, which include planning, balanced-problem solving and decision making, and the use of business tools for performance management.

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 offers ten ways on how to carry out the companies' vision and mission statements to its employees. It notes that having a culture of execution is the first thing to do in fulfilling the companies' promises for its employees and customers. It highlights the survey conducted by OnPoint Consulting LLC which reveals that there is a gap between the ability of an organization to develop a vision and strategy and its ability to execute the plan.

The article offers tips on how to avoid virtual team failure. It presents 6 common missteps that threaten the team's success including lack of clear goals, direction or priorities, misunderstanding about the roles among team members and lack of engagement. Furthermore, it also notes tips and recommendations to improve virtual team performance.

The article offers tips on how supervisors can build a culture of execution to realize the company's vision and mission statements. It notes that supervisors must acknowledge that execution begins with a strategic plan to improve efficiency in the workplace. It mentions that supervisors must see to it that the plans are coordinated and compatible across the organization to avoid fallouts. It suggests that supervisors must create clear expectation on significant activities and responsibilities.

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.