Raad Al-Saady

The difference between a great company and an average company is how it deals with barely sufficient managers. If you continue to infect your organization with people who don’t drive excellence, you drag your company down.

Mediocrity kills companies. Organizations are quick to take action on bad leaders or ineffective leaders. Those, you can spot. But what stops a company from moving into greatness are all … [ Read more ]

Raad Al-Saady

We use a clear set of performance criteria and objectives to measure leaders’ performance and potential. We measure the engagement levels of their teams, their 360-degree feedback scores, and many other things and then categorize leaders on a potential/performance axis.

With high performance/low potential people, you make sure they’re in roles that get the most out of them while continuing to recognize their contribution. The high … [ Read more ]

Raad Al-Saady

You have a duty to find and keep great leaders — not only to produce results but also because they coach and mentor the next group of leaders. When people get promoted to their level of incompetence, they end up managing a group of people who are more talented than they are. Then they start playing politics because they’re insecure about the people below them. … [ Read more ]

Betsey Stevenson

All economic issues ultimately boil down to assessing whether people are better or worse off. If you look at the correlation between GDP per capita across countries and the average score on the wellbeing scale, we see that those two things have a correlation of 0.82. That’s just about as correlated as any two things I’ve ever seen.

Randall Beck

Developing a [succession] plan in advance gives you time to react and develop more leaders. Take the CEO position, for example. You might identify three viable candidates, which is a good rule of thumb for filling any key role. But during the succession planning process, you might discover that none of the three candidates you’ve identified are ready for the role. You can then speed … [ Read more ]

Randall Beck

You can develop a high-performance organization by making the company stronger every time you move an employee, either via a promotion, a lateral move, or when a person leaves the organization.

Randall Beck

There are five key dimensions of leadership: direction, drive, execution, influence, and relationship. To be a leader, you must be talented in these five dimensions. Does the presence of those talents make you a leader? No. It increases your probability of being successful as a leader, but you also need key experiences. Having enough key experiences combined with innate leadership talent gives you high predictive … [ Read more ]

Randall Beck

Companies waste a lot of time when they try to set up a development plan to make people become someone they’re not.

Randall Beck

You should hire for talent from day one. If you are just hiring based on experiences and don’t have a good handle on the level of your company’s talent needs, it becomes a lot harder to prepare employees for leadership roles.

The Constant Customer

Holding onto a customer has never been harder — or more important. Proprietary Gallup research shows that the key to wooing customers isn’t price or even product. It’s emotion. Here’s how to win over fickle customers and make them love you for life.

Editor’s Note: discusses the Gallup CE11 (Customer Engagement) tool.

Daniel Kahneman

[The hubris] hypothesis was proposed by a famous professor of finance to explain why so many mergers and acquisitions among large firms fail. The idea is that you look at the other firm, and it seems to be floundering. So you think, “Oh, those managers are inept — I could do better.” That motivates you to buy their company, usually at an inflated price, because … [ Read more ]

Tom Rath, Jessica Tyler

The results of our encounters are rarely neutral; they are almost always positive or negative. And although we take these interactions for granted, they accumulate and profoundly affect our lives. Great managers know this and see every interaction as an opportunity to engage.

Tom Rieger

The biggest threat to an organization’s success isn’t necessarily the competition — often, it’s the fear that lives within its own walls. That fear leads to all sorts of problems and causes people to believe that they need to create walls and barriers to protect themselves, even though those walls and barriers make it harder for others in the organization to succeed.

The Fundamentals of Performance Management

Three keys to creating a system that eliminates costly variation in employee performance.

Building a World-Class Sales Force

Many leading organizations have launched efforts to achieve “world-class sales.” But what are the most important factors to measure when assessing the quality of a sales force? And what defines a world-class selling organization? Gallup research shows that measuring and improving three critical factors can help your sales force achieve world-class status.

Don’t Waste Time and Money

During the past decade, organizations have longed for a disciplined process to select, measure, evaluate, develop, and promote their employees. Competencies promised to bring order and focus to employee development, but they don’t deliver on that promise. Here’s a radically different approach to improving each employee’s total performance.

Your Salespeople’s Impact on Customers

Customers frequently need a nudge to make a commitment. In fact, some of them may need to be bulldozed off the edge of a cliff before they buy. That’s where a salesperson makes all the difference. But not all salespeople are equally effective at gaining commitments from their customers. What allows some salespeople to do this consistently?

What Your Employees Need to Know

They probably don’t know how they’re performing. Feedback and recognition are among the lowest rated workplace elements.

The Five Essential Elements of Wellbeing

What differentiates a thriving life from one spent suffering?

Collaborating Means Communicating

A partnership changes every time counterparts communicate — or fail to do so.