Chapter FourThe Challenges of Managing Performance
Even with direct reports who are mostly on time, well-organized, and regularly following good standard operating procedures, the goal is increasingly “more, faster, better.” That’s just another way of saying “constantly increase productivity and quality.” These are the mantras of continuous improvement. That is the order of the day and will be for the foreseeable future.
It’s a lot of pressure. And sometimes managers push back: “Do I really need to be driving people all the time? Constantly nitpicking details? When is good enough performance ever good enough?”
Don’t be lulled into thinking that continuous improvement is only about driving more profits and staying ahead (or afloat) in today’s ...
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