The Performance Principle is written for any manager, supervisor, or business leader who feels there must be a better, more systematic way to motivate their team and achieve phenomenal results. It tells the fictional story of Will Campbell, the newly promoted executive in charge of the Hyler manufacturing facility. The company has fallen on hard times and Campbell is given a year to turn around Hyler’s fortunes, a feat made all the more challenging because of the discontent among all of Hyler’s employees, from management to sales to the unionized shop floor. Over the course of several tumultuous months, Campbell and his team learn the unique principles of performance management and the powerful results it can deliver.Unique, lively and powerfully effective, The Performance Principle illustrates the fundamentals of performance management, providing a model that allows the reader to understand exactly what motivates people in the workplace, and how to align this with the organization's strategy.
Оглавление
Mackenzie Kyle. The Performance Principle
Contents
Preface
ONE. Changes
TWO. Home for the Problem Days
THREE. The Return of Martha
FOUR. Will Gets Some Perspective
FIVE. Will Consults with the Family
SIX. Martha Weighs In on Alignment
SEVEN. Will Talks Alignment with the Team
EIGHT. Martha Is Home with More Advice
NINE. Will Shares the Performance Principle Model with the Team
TEN. A New Wrinkle: Will Adds More Detail to the Model
ELEVEN. Martha Gets the Update
TWELVE. Will Implements the Model with the Sales Team
THIRTEEN. Will Applies the Framework at Home
FOURTEEN. Martha Ruminates on Implementing the Performance Principle
FIFTEEN. Will Has a Surprise Visitor
SIXTEEN. Transitions
SEVENTEEN. Will Thinks about the Bigger Implications
Glossary
Acknowledgments
Отрывок из книги
IN SEPTEMBER 1983, I started my second year of studying sciences at university. My courses comprised predominantly math, chemistry, and physics, but for my one elective I chose a psychology course, in the hope that it would add very little to my workload.
In one of the first classes, I watched a short film documenting some guy named B. F. Skinner working with a severely physically and mentally disabled young girl. The girl was about four years old, and due to her challenges she had never walked. Over the course of five hours, using only a clothesline and ice cream, Skinner taught the little girl to walk on her own.
.....
“Funny thing is, no, I didn’t. I was a special projects guy, reporting to Ralph. My teams formed and disbanded based on what I was working on. I never had a performance review, and neither did my teams. We were judged based on the short-term success of the project or the change we’d introduced. And because I had a way to manage that, it seemed to work out most of the time. Now that I think about it, though, we did lose some good people over the years in other places in the company. Never understood it then, but now . . .” He fell silent, watching the dog and little boy wrestle.
I thought it best to keep him focused, so I said, “Run along and get me another beer, Willie. While you’re doing that, think about what else is causing you headaches at Hyler.”
