High performing teams……

1. Have an equal balance of lead and lagging measures. 2. Don’t over-react when things go wrong and create worse conditions for the future. 3. Have frequent and short team briefs ‘for the room’. 4. Don’t have scheduled meetings longer than one hour or with more than 7 people. 5.

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Institutional repertoire

At our Chicago conference Jack Sheehan talked about ‘institutional repertoire’ – the daily behaviours that develop in organisations over time, whether they make good sense or not. In poor performing organisations it’s what the natural daily consequences deliver in the absence of any significant strategy or intervention. Perhaps we could

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Why create an environment of certainty?

Why create an environment of certainty? Because it’s the only environment where you can generate discretionary effort. When people want to do a great job, their happy discretion produces lower overheads, higher profits and sustainable jobs.  

Posted in General

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