Defining Award, Reward, and Recognition

Accountability never succeeds without making work consequential. And part of making performance matter is in providing for reward, award, and recognition. For our purposes, we define these terms as follows: Reward: The benefits obtained as a result of an action taken or a job well performed. Such rewards can be both extrinsic (such as a … Read more

In The Loop

Editor’s Note: Over the months to come, we are providing posts dedicated to better improving the post secondary education experience. This post is authored by David Zanolla, who teaches at Western Illinois University, and who annually hosts students learning best in business practices at Walt Disney World. Over the course of my 12 year collegiate teaching career, … Read more

With Real Performance Comes Real Failure

In a previous post, we spoke about being accountable. It takes courage for individuals and teams to take accountability in their own hands and to move forward in breath taking ways toward improving results. Often the hard wiring of the organizations has created a culture where people don’t want to “get their hands slapped” so … Read more

Soft Wiring For Accountability

We want excellence. We want people to be performing at their very best. But how do we get them there? There is a hard wiring way to hold employees accountable. That usually involves performance plans, annual reviews, and other mechanisms that seldom align themselves toward attaining real results. Most people tie a negative connotation/emotion to … Read more

Exceed in Meeting Employee Needs

In a previous post, we spoke of separating steering from rowing. If supervisors and executives aren’t steeped in the rowing—if they aren’t figuring out the do’s and don’ts of a thousand different policies and procedures—than just what is their role? In our work, Lead With Your Customer, Mark David Jones and I note that there are … Read more

Separate Steering From Rowing

World-class organizations separate the work of rowing from steering. Too often, management and executives want to “pick up the paddles” and make things happen themselves—or at least dictate what they should be. Rather, the emphasis should be on putting that manifesto and values in place, then supporting their teams in helping them be their very … Read more

Freedom In A Framework

In our previous post, we spoke about declaring your manifesto as a way to soft wiring the organization for moving to the next level. Returning to Tim Cook’s manifesto, you see that some very key core values are woven in his statement. The power of innovation, being collaborative, demanding excellence and even recognizing/learning from one’s … Read more

Declare Your Manifesto

In our previous post, we talked about the advantage of Soft Wiring. We want to share with you some important ways to make that happen. We’ll begin with Declaring Your Manifesto. At Ritz-Carlton, it’s “Ladies and Gentlemen Serving Ladies and Gentlemen.” At Disney, it’s “We Create Happiness.” What do those two things have in common? They … Read more