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Carl Robinson, Ph.D. on Leadership 3/5/2013
 
We help maximize the effectiveness of individuals and organizations by helping them improve their ability to lead, work together, select and develop their people.  Some of our related business services include: executive coaching, executive team coaching and executive assessments for development and selection.


Carl Robinson, Ph.D., Managing Principal
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Seattle, Washington
206-545-1990
carl@leadershipconsulting.com

In This Issue:

Read in Realizing Leadership Magazine

The ABCs of Performance


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Read in Realizing Leadership Magazine

Becoming a Top Level Leader
The article I wrote for the online magazine Realizing Leadership

>Click here to download the PDF and read the rest of the article

The ABCs of Performance

 
Imagining a possible future is a lot different than planning one.
 
Think about that sentence in terms of your own organization. If you set about "imagining" your possible future you may be visualizing market domination, celebrity endorsements, and bug-free technology releases.
 
It all sounds great, but if we're going to reach the next level of performance we need to understand our own ABC's. Once we have a firm grasp on those, we'll set better objectives and increase our odds of reaching our ideal state.
 
Let's Get To Work!
Learn your ABC's and you'll be on your way to higher performance.
 
A Stands for Antecedants
Antecedents are the people, places, things, events, or documents that come before the behaviors that eventually effect performance. If you don't know your Antecedants, the chances for identifying both positive and negative behaviors is greatly reduced.
 
B Stands for Behaviors
Our behaviors are the drivers of our results. Sitting squarely between the influence of our Antecendants, and the pressure of our Consequences, our behaviors determine our outputs. All of the knowledge in the world cannot overcome negative behaviors in the workplace.
 
C Stands for Consequences
Consequences are events that follow behaviors, and the results of which let us know the probability that they will recur in the future. Some consequences increase the behaviour or result others decrease them.
 
Every behavior is a reaction from an antecedant, and results in a consequence. Consequences influence and control what will occur in the future. 
 
Understanding our ABC's gives us a head start on the five question areas that will help us to shape our objective setting practices.
 
1) Define Your Strategic Direction
What are the results desired for your client? Your stakeholders? Or society in general?
 
2) Identify The Key Results
What are the desired team results? What are the desired individual results? Are your desired results areas aligned?
 
3) Select Your Performance Indicators
How will you measure success in your key results areas? Do you require addtional technology or time resources? Have you developed a scorecard?
 
4) Determine The Standards
What are our current results? What measurable form do they take? What are our desired results? What measurable form do they take?
 
5) Write Clearer Objectives
Are our desired results realistic? Are they challenging? Are they aligned?
 
Only once we've answered all of the questions above, giving consideration to our ABC's, can we effectively develop our action plans and plot our strategic direction.
 
Need help discovering your organization's ABC's? Click the link below to visit our website and take the first step!



Advanced Leadership Consulting • 2815 Eastlake Ave., E, Suite 300 • Seattle, WA 98102
http://www.leadershipconsulting.com/
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