By Ron Price
In my own experience as an executive, I sought to put as much power as possible into hands of those I supervised. I wanted them to “own” their jobs and to always know how to accurately evaluate their performance. Once I retired from corporate management and started supporting other leaders, I discovered they are equally interested in providing clarity to their subordinates and nurturing a higher level of accountability. This led to formalizing a process for defining and measuring executive performance.
We start by asking our clients, “What are the three to five key results that will reflect superior performance in a job?” They often answer, “if we’re making money or if we’re growing, that hits the mark”.