The following are Chapter excerpts from “People Management”
True communication is when we achieve understanding…
So how imperative is communication to the success of a company?
You don’t need to look any further than Canada’s own Cirque Du Soleil, which reportedly generates $810 million every year.
Sooooooo how important is communication to Cirque Du Soleil?
Cirque employs an army of 100 interpreters including one who is fluent in sign language. There are nearly 50 nationalities represented at the Montréal headquarters and 25 languages spoken – making for a colourful, if at times confusing cross section of humanity (a United Nations of employees). It’s no surprise that the casting website is in seven different languages.
Agendas provide a structure to meetings and often contain sensitive information. Although they are necessary, I want to relate a word of caution concerning agendas. During the economic downturn of 2009, a company in the industrial sector holding a quarterly business meeting printed an agenda from a lap top. The printed copy could not be located as the executives did not know where the print job went. The agenda printed downstairs in the warehouse, it outlined branch closures, forced retirements and layoffs. The handling of this agenda was clumsy and amateurish and could have caused irreparable damage to the company. The lesson is that agendas can and often contain sensitive information….for your eyes only.
What are the essential qualities of an effective leader? It’s very difficult to define, are leaders born? or are leaders made? I believe it’s both…. Leadership is no longer expected just from people in the executive levels of an organization, it’s expected at all levels.
There are certain character traits that an effective leader demonstrates: integrity, accountability, responsibility, professionalism, and ethics. Leaders also have a strong set of beliefs and you need to be an optimist; a negative person can light up a room when they leave, who wants to follow a dark cloud?
I do know leadership is not sitting in a corner office with a Persian cat in your lap; you can put quotation marks around that.
On Performance Reviews vs. Performance Management:
I don’t have statistics on the number of employees who have found themselves on the receiving end of the “future endeavored” memo based on poor performance reviews. I never agreed with companies who simply conduct yearly performance reviews without engaging the employee. The reality is a “Performance review” typically reviews the past, whereas “Performance Management” involves open candid communication and developing performance through collaboration. Performance appraisals are daily and monthly events re-capped in a documented review and based solely on what’s observed and not on potential. In addition to the above, I firmly believe on the need for reward, recognition and “ranking” to form a part of any effective performance management system. It’s noteworthy that, according to the laws of nature most people hate to be rated average….
On being competitive
“(Laughing) I remember I had the puck and he came at me and I slid it between his legs and went around him. He was so mad he whacked me on the back of the leg. So I stopped and turned around and was like “are you serious? did you just hit me that hard? – talk about competitive”,
Cammie Granato on hubby Ray Ferraro (VancouverSun)
On Giving Back
On a personal note, this chapter means the most to me, I know this book will be in the hands of business people and hard working individuals who can make a difference and can use their influence for a higher purpose. I also know that giving money is like biting on foil and that is not what this chapter is about.
Many people are willing to give money to an assortment of causes but precious few are willing to give their time. Giving time for a good cause or practicing random acts of kindness is something we can all do.
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