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Pathways to Performance

Chapter Summaries

Chapter 2: Wandering Off the Improvement Trail: The Deadly Dozen Failure Factors

 

  • Leadership Lip Service – 'Walk the talk.'
  • Fuzzy Focus – Lack of clear goals and direction.
  • Priority Overload – Do the right thing. How hard you work is less important than how much you get done.
  • Partial and Piecemeal Efforts – Focus is too narrow, individual areas are targeted rather than the entire system.
  • Confusion Between Knowing and Doing – Managers need to use the tools, not just know about them.
  • Flimsy Feedback – Ironically, those people that need improvement feedback are usually the least receptive.
  • Technomanagement Tools – Bureaucratic 'technomanagement' is often rigid and misses the 'soft people issues' critical to high performance.
  • Misaligned Systems and Processes – Business systems/structures that create non-value added work, inhibit communication, and unbalance compensation.
  • Failure to Connect to Customers – Lack of good feedback about customers' real needs and desires.
  • Impotent Improvement Process – Lack of disciplined process, failure to invest required time.
  • Passing Programs – Temporary short-term programs have no real long-term impact, 'flavor of the month.'
  • Asinine Improvement Attitudes – Looking for a quick fix or victimitis – it's someone else's problem.

The more of these factors you have in your business, the tougher the path to performance and the more persistent and passionate you'll have to be.

 



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