Podcasts about Performance management

Mitarbeiterbeurteilung präzise gestalten: Warum die Kompetenzmatrix dein wichtigstes Führungstool ist Du kennst es: Dein Mitarbeiter liefert fachlich Top-Leistungen, ist sympathisch und engagiert – und trotzdem kommen Kundenreklamationen. Termine werden verdödelt, Checklisten ignoriert. Als Führungskraft sitzt du im Feedbackgespräch und musst die Mitarbeiter-Performance bewerten. Aber wie gibst du präzises Feedback, wenn "Du musst an deinem Verhalten arbeiten" viel zu schwammig ist? Die Lösung: Die Kompetenzmatrix für messbare Mitarbeiterbeurteilung In dieser Podcast-Folge zeigt dir Ines, wie du mit einer Kompetenzmatrix (auch Skillmatrix oder Qualifikationsmatrix genannt) aus der Blackbox "Verhalten" konkrete, messbare Kriterien machst. Die Kompetenzmatrix ist ein zentrales Tool im Performance Management, das dir hilft: Präzises Feedback geben – Statt schwammiger Aussagen benennst du konkret, ob es um Selbstkontrolle, Zeitmanagement, Qualität oder Lernbereitschaft geht Leistungsbeurteilung objektiv gestalten – Du bewertest Fachskills, digitale Skills, Soft Skills und Selbstmanagement auf einer klaren Skala (z.B. 1-5) Mitarbeiter-Performance differenziert entwickeln** – Eine kleine Schwäche im Selbstmanagement kann fünf andere Bewertungsbereiche kippen. Die Matrix macht diese Domino-Effekte sichtbar Feedbackgespräche konstruktiv führen – Mitarbeiter können ihre Stärken besser einordnen und verstehen, wo konkret Entwicklungsbedarf besteht Das erfährst du in dieser Folge: → Wie du eine Kompetenzmatrix für verschiedene Rollen aufbaust (Innendienst, Teamleiter, Sachbearbeitung) → Warum "fachlich top" noch lange nicht reicht – und wie du Fach-, Digital- und Soft Skills differenziert bewertest → Wie du Soft Skills und Selbstmanagement messbar machst (Teamfähigkeit, Kommunikation, Effizienz, Selbstkontrolle) → Konkrete Beispiele für Bewertungsskalen: Was bedeutet eine 1, was eine 5? → Wie du im Mitarbeiterjahresgespräch mit der Matrix arbeitest und präzise Entwicklungsziele setzt → Der Bonus-Effekt: Wie die Kompetenzmatrix Motivation, Purpose und Resilienz fördert Performance Management auf dem nächsten Level Die Kompetenzmatrix ist der perfekte nächste Schritt für Unternehmen, die bereits strukturierte Mitarbeitergespräche führen und ihre Mitarbeiterbeurteilung auf ein neues Level heben wollen. Nach 2-3 Jahren mit einem bewährten Leitfaden für Mitarbeiterjahresgespräche kann die Skillmatrix neue Impulse setzen und die Qualität deiner Leistungsbeurteilung deutlich erhöhen. Für wen ist diese Folge? Führungskräfte, die präzises Feedback geben und Mitarbeiter-Performance objektiv bewerten wollen. HR-Verantwortliche, die ein strukturiertes Tool für Mitarbeiterbeurteilung und Mitarbeiterentwicklung suchen. Unternehmer, die Feedbackgespräche auf eine messbare Basis stellen möchten. Schlüsselwörter: Kompetenzmatrix, Skillmatrix, Mitarbeiterbeurteilung, Feedback geben, Leistungsbeurteilung, Performance Management, Mitarbeiter-Performance, Feedbackgespräch, Mitarbeiterentwicklung, Qualifikationsmatrix, Führungskräfte, Soft Skills bewerten

Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMIONAmazon to announce largest layoffs in company history, in AI push. WHO DO YOU BLAME?Former CEO Jeff BezosAICovid (This wave of layoffs results from overhiring during the pandemic)Executive Chair and largest shareholder Jeff BezosF5 Expects Revenue Hit From Cyber Attack. F5, a $20B billion technology company with impressive gross profit margins of 81%, experienced a cybersecurity incident involving unauthorized access to certain company systems by a sophisticated nation-state threat actor. WHO DO YOU BLAME?The Risk committee: Dreyer, Klein, Montoya, Budnik*Chair Marianne Budnik is deemed to have Cybersecurity experience because she serves as a Chief Marketing Officer in the cybersecurity industryPeter Klein was the CFO at Microsoft for less than 4 years, then was the CFO for WME for 6 months and then has only been a director since 2014.Risk committee member Michael Montoya specifically. F5 revealed that the director mysteriously resigned in the same filing it disclosed the cyberattack, despite having served for only 4 years. According to the proxy, had “extensive experience as an information security executive.” Following his resignation from the Board, Mr. Montoya continued his service with the Company and has been appointed as F5's Chief Technology Operations Officer.The entire board, for doing dumb modern day board things: announced that CEO François Locoh-Donou, would assume the additional role of Chair of the Board following the Company's next Annual Meeting of Shareholders 12 days after they announced the cyberattack.Investors. 98% YES average this year: 7 over 99.2%, including Risk Committee Chair Marriane Budnik with 99.6%. Nobody feels like they have to work hard to impress anyoneF5! It's a god damn cybersecurity company!How climate change is fueling Hurricane Melissa's ferocity. WHO DO YOU BLAME?Exxon CEO Darren Woods because he sued his own shareholders last year: Arjuna Capital, LLC and Follow ThisExxon CEO Darren Woods because just yesterday: Exxon sues California over new laws requiring corporate climate disclosuresExxon CEO Darren Woods because gas and oilClimate ChangeOpenAI says U.S. needs more power to stay ahead of China in AI: ‘Electrons are the new oil' WHO DO YOU BLAME?The fear-and-spending geniuses behind the original Cold War: Truman, Stalin, ChurchillPeople who historically ignored Eisenhower and his statements on the U.S. military-industrial complex when he explicitly warned that defense contractors and the military could exert undue influence on government policy. Sound familiar?Anyone who empowered the board to not be empowered when they tried to fire Sam Altman for such reasons as:Conflicts over OpenAI's rapid growth and direction, especially the tension between aggressive AI deployment vs. safety oversight.Power dynamics between Altman, key researchers, and board members — some may have felt he had too much unilateral control.The college that let Sam Altman drop outSammy Altman Citi's Jane Fraser consolidates power with board chair vote — and a $25 million-plus bonus to boot. WHO DO YOU BLAME?The entire Compensation, Performance Management and Culture CommitteeThese two long-tenured Compensation, Performance Management and Culture Committee membersDiana L. Taylor* 10 other directorships: Brookfield Corporation, Accion (Chair), Columbia Business School (Board of Overseers),Friends of Hudson River Park (Chair), Mailman School of Public Health (Board of Overseers), The Economic Club of New York (Member), Council on Foreign Relations (Member), Hot Bread Kitchen (Board Chair), Cold Spring Harbor Lab (Member), and New York City Ballet (Board Chair)Peter B. Henry*8 other directorships: Nike, Inc., Analog Devices, Inc., National Bureau of Economic Research (Board), The Economic Club of New York (Board), Protiviti (Advisory Board), Biospring Partners (Advisory Board), Makena Capital (Advisory Board), and Two Bridges Football Club (Board)The lowest common denominator effect of bank compensation committees:Wells Fargo CEO Charlie Scharf: ~$30M special equity grant tied to becoming Chair as well as CEO (3 months after meeting)Goldman Sachs: CEO David Solomon & COO John Waldron ~$80M each (retention RSUs vesting in ~5 yrs)KeyCorp: CEO Chris Gorman & four other senior execs: ~$8M for Gorman; ~$17M combined for the five NEOsThe passive ownership (re: management-friendly) of BlackRock, State Street, and Vanguard (combined 22%): without their votes at Goldman then Say on Pay was nearly tied, which might have dissuaded the year of one-off bonuses for banking CEOs??The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO [Sunny Verghese, CEO of food and ag company Olam Group] says. WHO DO YOU BLAME?The world's top 28 richest people (those worth ~$160 B each) together would equal $4.5 trillionThe world's greatest sycophant Tesla chair RobynDenholm: “On the pay package specifically: “It's not about the money for him. If there had been a way of delivering voting rights that didn't necessarily deliver dollars, that would have been an interesting proposition.”Any two of these basically redundant techbro companies' market caps would sufficeNvidia ~$4.2 trillion Microsoft ~$3.8 trillion Apple ~$3.1 trillion Amazon ~$2.4 trillion Alphabet ~$2.2 trillion Meta Platforms ~$1.8 trillion Broadcom ~$1.3 trillion Taiwan Semiconductor Manufacturing Company ~$1.2 trillionBill Ackman. Because he's a douche.MATTTarget is eliminating 1,800 roles as new CEO Michael Fiddelke gets set to take over the struggling retailer - WHO DO YOU BLAME?Current CEO Brian Cornell, who's “stepping down” to the role of Executive Chair - which is basically still CEO, just on the board and doesn't have to talk to employees anymore, so he can eliminate 1800 jobs and then fade away into a multimillion dollar unaccountable board roleFuture CEO Michael Fiddelke, who starts February 1, 2026, but is current COO and was forced to send the memo to employees telling them 8% of the workforce will be cutMonica Lozano, chair of the compensation and human capital management committee of the board, who's also on the BofA and Apple boards and is the most connected board member at a highly connected board - does the chair of the human capital committee have to weigh in on firing?OpenAI - the memo makes zero mention of the fact that part of Target's problem is that it shit on gays and blacks because of a feckless internet toad named Robby Starbuck, but feels very written by AI which would account for phrases like:“Adjusting our structure is one part of the work ahead of us. It will also require new behaviors and sharper priorities that strengthen our retail leadership in style and design and enable faster execution so we can: Lead with merchandising authority; Elevate the guest experience with every interaction; and Accelerate technology to enable our team and delight our guests.”Does anyone know what that word salad actually means? Doesn't it just mean “you're fired because we basically sucked at our jobs”?Hormel recalls 4.9M pounds of chicken possibly 'contaminated with pieces of metal' - WHO DO YOU BLAME?The audit committee, the closest committee responsible for enterprise risk (ie, metal in chicken) - Stephen M. Lacy, William A. Newlands (also lead director), Debbra L. Schoneman, Sally J. Smith (chair), Steven A. White, Michael P. ZechmeisterThe governance committee - James Snee, the now retired CEO who retired somehow in January but the company still hasn't found a permanent replacement 9 months later - so they're being run by Jeff Ettinger, interim CEO? Chair Gary C. Bhojwani, Elsa A. Murano, Ph.D., William A. Newlands (also lead director), Debbra L. Schoneman, Steven A. WhiteThe one black guy on the board - Steve White - who works at Comcast, is somehow qualified to be on Hormel board, and is on BOTH the audit committee AND governance committeeThe conveyor belt that spit pieces of metal as large as 17mm long into “fire braised chicken” sent to hotels and restaurantsCervoMed appoints McKinsey veteran David Quigley to board of directors - WHO DO YOU BLAME? Board is 2 VCs, a longtime biotech CFO, and five MD/PhDs. And among those 8, there are just two woman - the co-founder/wife of the CEO and a VC. And when they did their search, they could only find a longtime professional opinion haver - a consultant from the big three?Nominating committee for lack of imaginationEx or current McKinsey, Bain, and BCG employed directors - the opinion industrial complex - make up a whopping 4% of ALL US DIRECTORSAmong boards with MULTIPLE ex opinion directors: Kohl's is 25% consultantStarbucks is 27% consultantDisney is 30% consultantsWilliams-Sonoma is 38% consultantCBRE is 40% consultant!Nominating committee chair Jane Hollingsworth, for not looking around the room and saying, “hey dudes, can we add, like, maybe, ONE other lady?”Co founders Sylvie Gregoire and John Alam (also CEO) who own 17.3% of voting power - add in Josh Boger, board chair and 12.3% voter, and you basically have the CEO daddy and his buddy Josh with 29.6% of voting controlSylvie and John's bios, which neglect to mention they're married to one anotherWe are all terrified of the future - which headline is worse for your terror? WHO DO YOU BLAME?The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO saysBill Gates Says Climate Change ‘Will Not Lead to Humanity's Demise' - ostensibly because billionaires in bunkers will, in fact, survive on cans of metal-filled Hormel chili.Sorry, Yoda. Mentors are going out of styleMan Alarmed to Discover His Smart Vacuum Was Broadcasting a Secret Map of His HouseJennifer Garner's baby food company is going public on the NYSE — should investors be putting their eggs in this basket?Woman Repeatedly Warned by Canadian Exchange Not to Transfer Crypto, Gets Scammed AnywayOpenAI completes restructure, solidifying Microsoft as a major shareholder - MSFT owns 27%, the non profit which controlled the company “for the benefit of humanity” now will only control it for 26% of humanity?Tesla risks losing CEO Musk if $1 trillion pay package isn't approved, board chair says - IF MUSK LEAVES, WHO DO YOU BLAME?Robyn Denholm, board chair, whose job it is to manage Musk, but does it like an overwhelmed permissive mother who parents with chocolate and Teletubbies when the kid has a tantrumKimbal Musk - I was told by a bunch of directors and institutional investors at a conference, no joke, that Kimbal was still on the board (ie, not voted out) to control his brother's ketamine intake and crazy episodes. So if he throws a tantrum and leaves, isn't it bro's fault? This is a binary trade - Musk gets extra pay/control, stock goes up and isn't de-meme'd. Musk doesn't, he leaves and the stock is de-meme'd and drops arguably by 66% or more to be more like a car company with some tech. So do we blame investors, no matter what they do? They meme'd the stock in the first place, he couldn't get a trillion extra dollars if they hadn't pumped up the stock - and now they could vote with humanity (no pay) or meme capitalism (pay)!Techbro middle school conservatism - is this Ben Shapiro and Joe Rogan's fault? A Yale economist paper suggests that Musk's politics cost between 1 and 1.26 million Tesla car sales… Would we even be worried if Musk stayed out of politics? Wouldn't the market have just paid him whatever?Pop quiz: which directors stay on the board if Musk leaves in a tantrum?Jeffrey StraubelKimbal MuskRobyn DenholmJames MurdochKathleen Wilson-ThompsonIra EhrenpreisJack HartungJoe Gebbia

Story of the Week (DR):Citi's Jane Fraser consolidates power with board chair vote — and a $25 million-plus bonus to boota one-time equity award (the Award), consisting of Restricted Stock Units (RSUs) with a grant date value of $25 million and 1.055 million Citigroup stock optionsthe Compensation, Performance Management and Culture CommitteeDuncan P. Hennes (Chair)*Peter B. Henry*Other directorships: Nike, Inc., Analog Devices, Inc., National Bureau of Economic Research (Board), The Economic Club of New York (Board), Protiviti (Advisory Board), Biospring Partners (Advisory Board), Makena Capital (Advisory Board), and Two Bridges Football Club (Board)Renée J. JamesOther directorships: Oracle Corporation, Sabre Corporation, Vodafone Group Plc, President's National Security Telecommunications Advisory Committee (Member and Prior Chair), and University of Oregon (Trustee)Gary M. Reiner*Diana L. Taylor*Other directorships: Brookfield Corporation, Accion (Chair), Columbia Business School (Board of Overseers),Friends of Hudson River Park (Chair), Mailman School of Public Health (Board of Overseers), The Economic Club of New York (Member), Council on Foreign Relations (Member), Hot Bread Kitchen (Board Chair), Cold Spring Harbor Lab (Member), and New York City Ballet (Board Chair)Casper W. von KoskullCommittee Meetings in 2024: 15Citi elected CEO Jane Fraser as ChairJohn Dugan, who served as Chair of Citi's Board since 2019, will become Lead Independent DirectorCEO armies MMElon Musk Wants ‘Strong Influence' Over the ‘Robot Army' He's BuildingIn a Tesla earnings call Wednesday, the world's richest man pondered the future of his company's Optimus robots—and his control over them.“If we build this robot army, do I have at least a strong influence over this robot army?” he told investors. “Not control, but a strong influence… I don't feel comfortable building that robot army unless I have a strong influence.”His repeated use of the word “army” certainly stands out, suggesting the robot could eventually be used as a weapon. Is Musk considering having his robots be deployed as soldiers?Elon Musk Threatens to Leave Tesla if Shareholders Don't Approve His Trillion-Dollar Pay Package – Warns, “Which Other Automotive CEO Would You Like to Run Tesla Because It Won't Be Me”Secret Plans Reveal Amazon Plot to Replace 600,000 Workers With Robot ArmyThe ongoing CEO/Trump Oligarchical BromanceTrump pardons convicted Binance founder Changpeng ZhaoZhao, who is widely known as CZ, had pleaded guilty in 2023 to enabling money laundering while CEO of the huge cryptocurrency exchange.Zhao's plea was part of a $4.3 billion settlement Binance reached with the DOJ in 2023.The pardon of Zhao, widely known as CZ, came two months after The Wall Street Journal reported that the Trump family's own crypto venture, which has generated about $4.5 billion since the 2024 election, has been helped by “a partnership with an under-the-radar trading platform quietly administered by Binance.”NBC News, citing a public disclosure filing from Monday, reported that Binance in September had retained the services of the lobbyist Charles McDowell, who is a friend of the president's son, Donald Trump Jr.Trump calls off planned 'surge' of federal forces in San Francisco after talking to Jensen Huang and Marc BenioffHere are the donors contributing to Trump's White House ballroomIn summary: techbros, oil, tobacco, cryptoCorporationsAltria Group, tobacco (donated $1 million to Trump's 2025 inauguration fund)Amazon (donated $1 million to Trump's 2025 inauguration fund)Apple (donated $1 million to Trump's 2025 inauguration fund)Booz Allen HamiltonCaterpillarCoinbase (donated $1 million to Trump's 2025 inauguration fund)In February, the SEC dropped a pending case against the firm.Comcast Corporation (donated $1 million to Trump's 2025 inauguration fund)Google (donated $1 million to Trump's 2025 inauguration fund)$22 million toward the ballroom came from a settlement Trump reached with the Google-owned video site YouTube, ending a lawsuit he brought over the company's 2021 decision to suspend his account in the wake of the Jan. 6, 2021, attack on the U.S. Capitol.Hard Rock InternationalHP Inc.Lockheed MartinIn an emailed statement, the company said it was “grateful for the opportunity to help bring the President's vision to reality and make this addition to the People's House, a powerful symbol of the American ideals we work to defend every day.”Meta Platforms (donated $1 million to Trump's 2025 inauguration fund)In January, Meta agreed to pay $25 million to settle a 2021 lawsuit brought by Trump that alleged the company's suspension of his social media accounts after the Jan. 6, 2021, attack on the U.S. Capitol amounted to an act of censorship.Micron Technology (donated $1 million to Trump's 2025 inauguration fund)MicrosoftNextEra Energy (donated $1 million to Trump's 2025 inauguration fund)Palantir TechnologiesHas won hundreds of millions of dollars in new and expanded business since Trump's second term began, including contracts at the FAA, CDC, and further contracts with the U.S. military.Ripple (donated $4.9 million to Trump's 2025 inauguration fund)In March, the company's CEO announced that the SEC would drop its long-running litigation over whether its cryptocurrency is a security.Reynolds American, tobacco company.T-MobileTether AmericaThe company, which has ties to Commerce Secretary Howard Lutnick, is the issuer of the world's largest stablecoin, a type of cryptocurrency designed to hold a steady value.Union Pacific RailroadIndividualsStefan E. Brodie: an American businessman, convicted felon, and political donor known for co-founding The Bro-Tech Corporation (Purolite Company), a chemical manufacturing firmHarold Hamm: the billionaire oil executive played a key role in helping Trump raise funds from oil industry donors during the 2024 electionBenjamin Leon Jr., the health-care company founder was nominated as U.S. Ambassador to Spain in March.The Lutnick Family: Commerce Secretary Howard Lutnick is a billionaire and former Wall Street executive.Isaac “Ike” Perlmutter: former Marvel NEO who donated over $25 million towards the 2024 Republican campaign.Stephen A. Schwarzman: Blackstone CEO who donated $40 million to Republican organizations for last year's election.Konstantin Sokolov: private equity investor.Kelly Loeffler and Jeff Sprecher: Loeffler is head of the Small Business Administration; Sprecher is CEO/CHair/founder of Intercontinental ExchangePaolo Tiramani: founder of prefabricated homes company BOXABL Cameron Winklevoss and Tyler Winklevoss: co-founders of crypto platform Gemini.Activist investor group that includes Travis Kelce aims to revive struggling Six FlagsTravis Kelce is part of an activist investor group (with JANA Partners and others) that has acquired roughly a 9 % economic interest in Six Flags. The group's stated intention is to engage with Six Flags' management and board to improve performance, guest experience, marketing, etc. In the reporting by Reuters, it explicitly says that “Consumer executive Glenn Murphy and technology executive Dave Habiger … could, along with Kelce, serve as potential board nominees.”Goodliest of the Week (MM/DR):DR: Hundreds of Power Players, From Steve Wozniak to Steve Bannon to Richard Branson, Just Signed a Letter Calling for Prohibition on Development of AI Superintelligence"Nobody developing these AI systems has been asking humanity if this is OK."The letter cites recent polling from FLI, which was cofounded by the Massachusetts Institute of Technology professor Max Tegmark, showing that only five percent of Americans are in favor of the rapid and unregulated development of advanced AI toolsMM: Linda McMahon mixed up AI and A.1. — so of course now the steak sauce is all over itAssholiest of the Week (MM):Robot armies DRSecret Plans Reveal Amazon Plot to Replace 600,000 Workers With Robot ArmyElon Musk defends $1 trillion pay package: ‘I just don't feel comfortable building a robot army here and then being oustedMeta tells some employees their jobs are being replaced by tech: read the memoAWS Outage That Took Down Internet Came After Amazon Fired Tons of Workers in Favor of AIUS firm's Star Wars-style humanoid robot soldier brings sci-fi to battlefield2024: What Is a ‘Clanker'? New Slur for Robots Catches On (it's also from Star Wars)Fake retirementJeff Bezos Says He's the 'Least Retired Person in the World'...And He'll 'Never Retire Because Work Is Too Much Fun'In our data, there are 251 US board chairs that are executives at the company, WERE the CEO, but are NOT the CEO now - that's 251 Jeff Bezos' who get paid like a CEO to work how they want without any accountabilityThey don't give press conferences or earnings callsThey don't answer to the CEO, they answer to themselvesThey control the board without having to answer to it122 of them are NOT family or founder firms - meaning they were just the CEO and they're sticking aroundThat includes Donald Umpleby at CaterpillarAt Schwab, Charles Schwab is a CO-chair with ex-CEO Walter Bettinger II, and the board has a THIRD CEO on it in Richard WursterThe average TSR performance of these people is .477 - below averageIn zero situations is it worth having any of these people on the boardBoysTrump says Jensen Huang and Mark Benioff helped convince him not to send troops to San FranciscoCiti CEO's $25 Million Bonus Is Excessive, Top Bank Analyst Mike Mayo SaysElon Musk got feisty about his $1 trillion pay package in the final minutes of Tesla's earnings callMicrosoft CEO Satya Nadella's annual pay jumps to $96.5 millionPalmer Luckey says he told Anduril investors they can't complain if he takes time off to be on 'Survivor'Elon Musk Accuses Head of NASA of Being “Gay”Bill Ackman calls Trump the 'most pro-business president we've ever had'Integrity for sportsWhile the Trump Administration inserts itself in every crypto venture with no oversight, openly insider trades, and Congress does the same, heaven forbid it happen in sports… Chauncey Billups, others arrested in FBI probe linking NBA to Mafia gambling ringHeadliniest of the WeekDR: Airbnb CEO Brian Chesky has one question he likes to ask every entrepreneur: ‘Why does your company deserve to exist?'MM: SPEED ROUNDTesla recalls over 63,000 Cybertrucks due to the front lights being too brightMosquitoes found in Iceland for first timeCracker Barrel CEO Says Logo Update Wasn't 'Woke' — Just Easier to ReadReading IS woke!McDonald's CEO says he eats at the chain '3 or 4 times a week'Who Won the Week?DR: obviously JaneMM: MosquitosPredictionsDR: In 2070, future MetaSoul (née Facebook/Meta Platforms) CEO August Zuckerberg has one question she likes to ask every non-AI human: ‘Why do you deserve to exist?'MM: McDonald's CEO Chris Kempczinski goes from his reported weight of 158lbs to 220lbs inside a year

Tammy J. Bond shares her frustration after hearing a story from a middle manager dealing with a chaotic environment. The core issue: senior leaders are prioritizing being liked and showing misplaced "compassion" over actual leadership, accountability, and clear expectations. This episode is a fierce examination of how this dynamic demoralizes middle managers, promotes a culture of mediocrity, and actively destroys team trust and performance. Tammy challenges both senior leaders to put on the "boss hat" and middle managers to lead down and courageously speak up. Key Takeaways for Leaders (At All Levels) Chaos is Contagious, and so is Mediocrity: When leaders above the middle manager avoid difficult decisions (like performance termination), they model that mediocrity is acceptable, frustrating the rest of the high-performing team. Friendship is Not a Strategy: Prioritizing feeling liked or showing "compassion" in a performance issue is a destructive leadership failure. Compassion for hurt is necessary; compassion for unacceptable performance is enabling. The Cost of Circumvention: When a senior leader oversteps a middle manager (e.g., going directly to the employee or giving them assignments) it shows a break in trust, a lack of respect, and a disconnect that breaks down the entire organizational structure. The 90-Day Rule: Leaders must be slow to hire and quick to fire. Performance issues should be addressed and resolved (via performance plan or termination) well within the initial 90-day evaluation period. The Middle Manager's Survival Guide Middle managers are often stuck: managing up, communicating down, and balancing two sides with no support. Here's how to navigate the tension: Lead Down and Pull People Closer: When the top is failing, focus your energy on your team. Allow a three-minute "whine 101" for them to voice frustration. Acknowledge, "Heard, understood," and then ask, "And now what?" to shift to solution mode. Courageously Manage Up: Do not suffer in silence. Use curiosity to address boundary violations with your boss. Try framing your question like this: "I'm just curious, help me understand what's missing in my management style that's causing you to go around me directly to my staff? Here's what it feels like, and here's how it impacts the team." Know When to Escalate: If the unhealthy and destructive behavior of your superior continues, you have a right to go to HR to have a conversation about the negative impact on the team and your ability to lead. A word from Tammy: I unapologetically ask bold questions and challenge assumptions to help leaders rethink what they thought was true! If this episode resonates with you and you need help having this conversation with your boss, reshare this episode, tag me in your post, and I will reach out to discuss a role-play strategy.

Zu Gast im Performance Manager Podcast: Prof. Dr. Verena Rock von der Technischen Hochschule Aschaffenburg. Im Mittelpunkt steht die aktuelle Studie “Transform to Succeed 2025”, die sie zusammen mit Drees & Sommer durchgeführt hat. Stillstand im digitalen Reifegrad Die Untersuchung zeigt: Der digitale Reifegrad der Immobilienbranche stagniert nahezu. Gleichzeitig sind die Investitionen deutlich zurückgegangen – nur noch 7 % der Unternehmen investieren mehr als 20 % ihres Umsatzes in Digitalisierung, im Vorjahr waren es noch 19 % der Unternehmen. Hindernisse und neue Treiber Mentalität, Widerstände und organisatorische Strukturen bremsen viele Unternehmen weiterhin aus. Gleichzeitig gewinnt Künstliche Intelligenz an Bedeutung, während ESG an Relevanz verliert. Best Practices und Handlungsempfehlungen Erfolgreiche Beispiele kommen u. a. von GAG Köln, BUWOG und STRABAG. Zudem nennt die Studie fünf zentrale Handlungsfelder: strategische Verankerung, Kompetenzaufbau, Technologieeinsatz, Innovationskultur und Verantwortungsklärung.

In this new episode of The People Agenda podcast, host Chris Howard and performance management expert Debbie Mitchell sit down with Amira Kohler, AI Change Consultant and Transformation Expert at People Stuff Limited, to explore how AI is transforming performance management. From turning data into real-time insights that help managers prepare, coach, and evaluate more effectively, to analysing feedback and development goals in seconds. AI is changing the way we manage and develop people. Real success depends on balance because even the smartest algorithms can't replace human judgement.

Send us a MessageIn this episode of Culture Change RX, Sue Tetzlaff discusses the essential elements of developing high-performing teams in healthcare. She emphasizes that high performance is a continuous journey rather than a destination. She highlights the importance of distinguishing between behavior, performance, and contributions. Sue outlines leadership practices that foster team growth, the significance of feedback, and the need for leaders to engage in meaningful conversations with their employees. The episode concludes with a call to action for leaders to embrace these practices to elevate their teams and organizations ongoingly.Developing high-performing teams is a continual pursuit.Each team member should always strive to improve their behavior, performance, and contributions.Feedback is essential for individual and team growth.Recognizing positive behaviors encourages their repetition.Leaders must set clear expectations for behavior, performance, and contributions.Effective feedback can be both informal and formal.Engaging in conversations about performance fosters improvement.Leaders play a crucial role in helping their employees and teams improve and succeed.Capstone helps rural hospitals be the provider- and employer-of-choice to keep care local and margins strong. Learn more via a complimentary consultation call. Schedule at: CapstoneLeadership.net/Contact-UsHi! I'm Sue Tetzlaff. I'm a culture and execution strategist for small and rural healthcare organizations - helping them to be the provider and employer-of-choice so they can keep care local and margins strong.For decades, I've worked with healthcare organizations to navigate the people-side of healthcare, the part that can make or break your results. What I've learned is this: culture is not a soft thing. It's the hardest thing, and it determines everything.When you're ready to take your culture to the next level, here are three ways I can help you:1. Listen to the Culture Change RX PodcastEvery week, I share conversations with leaders who are transforming healthcare workplaces and strategies for keeping teams engaged, patients loyal, and margins healthy. 2. Subscribe to our Email NewsletterGet practical tips, frameworks, and leadership tools delivered right to your inbox—plus exclusive content you won't find on the podcast.

Zu Gast im Performance Manager Podcast: Prof. Dr. Verena Rock von der Technischen Hochschule Aschaffenburg. Im Mittelpunkt steht die aktuelle Studie “Transform to Succeed 2025”, die sie zusammen mit Drees & Sommer durchgeführt hat. Stillstand im digitalen Reifegrad Die Untersuchung zeigt: Der digitale Reifegrad der Immobilienbranche stagniert nahezu. Gleichzeitig sind die Investitionen deutlich zurückgegangen – nur noch 7 % der Unternehmen investieren mehr als 20 % ihres Umsatzes in Digitalisierung, im Vorjahr waren es noch 19 % der Unternehmen. Hindernisse und neue Treiber Mentalität, Widerstände und organisatorische Strukturen bremsen viele Unternehmen weiterhin aus. Gleichzeitig gewinnt Künstliche Intelligenz an Bedeutung, während ESG an Relevanz verliert. Best Practices und Handlungsempfehlungen Erfolgreiche Beispiele kommen u. a. von GAG Köln, BUWOG und STRABAG. Zudem nennt die Studie fünf zentrale Handlungsfelder: strategische Verankerung, Kompetenzaufbau, Technologieeinsatz, Innovationskultur und Verantwortungsklärung.

Friday October 17, 2025: In this episode of Future Ready Today... The Wall Street Journal reports that SHRM's invitation to anti-DEI speaker Robby Starbuck triggered outrage across HR circles. Jacob explains why boycotting the event might reveal more about HR's fragility than its values. Then, a Times of India report shows nearly half of U.S. employees are secretly using AI tools at work — a growing “shadow AI” movement that exposes weak leadership and poor communication. Reuters highlights how Citigroup's AI copilots now save 100,000 hours per week, while Unleash.ai and Gallup reveal deep workforce divides: only one in three workers feel future-ready and just 40% have a “quality job.” Finally, HR Canada Magazine finds that Gen Z workers feel more comfortable talking to ChatGPT than coworkers — and Harvard Business Review questions if CHROs should abandon performance improvement plans. Each story uncovers one truth: the future belongs to leaders who can handle discomfort, embrace AI, and rebuild trust in the workplace. Get my new book here: 8EXLaws.com

1952 löste Grace Hopper ein Problem, das heute in jedem Unternehmen existiert. Die IT spricht von ETL-Prozessen und Data Warehouses. Das Controlling denkt in KPIs und Forecasts. Das Marketing fokussiert sich auf Conversion-Rates. Alle sprechen eine andere „Datensprache“ - genau wie damals die unverständlichen Maschinencodes. Grace Hoppers Lösung? Der Compiler - ein Übersetzer zwischen Mensch und Maschine. Was Unternehmen heute brauchen: Einen Compiler für ihre BI-Projekte. Jemanden, der zwischen den Abteilungen dolmetscht und aus scheinbar gegensätzlichen Anforderungen eine gemeinsame Lösung entwickelt. Im aktuellen Podcast zeige ich, woran Sie echte BI-Kompetenz erkennen - und warum die meisten Berater zu schnell mit Softwarevorschlägen kommen. 

Renee Troughton: The Hidden Cost of Constant Restructuring in Agile Organizations Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Trust and safety are the most fundamental foundations of a team to perform. And so you are just breaking the core of teams when you're doing this." Renee challenges us to look beyond team dysfunction and examine the "dirty little secrets" in organizations—leadership-driven anti-patterns that destroy team performance. She reveals a cyclical pattern of constant restructuring that occurs every six months in many organizations, driven by leaders who avoid difficult performance management conversations and instead force people through redundancy rounds. This creates a cascade of fear, panic, and victim mindset throughout the organization. Beyond restructuring, Renee identifies other destructive patterns including the C-suite shuffle (where new CEOs bring in their own teams, cascading change throughout the organization) and the insourcing/outsourcing swings that create chaos over 5-8 year cycles. These high-level decisions drain productivity for months as teams storm and reform, losing critical knowledge and breaking the trust and safety that are fundamental for high performance. Renee emphasizes that as Agile coaches and Scrum Masters, we often don't feel empowered to challenge these decisions, yet they represent the biggest drain on organizational productivity. Self-reflection Question: Have you identified the cyclical organizational anti-patterns in your workplace, and do you have the courage to raise these systemic issues with senior leadership? Featured Book of the Week: Loving What Is by Byron Katie "It teaches you around how to reframe your thoughts in the day-to-day life, to assess them in a different light than you would normally perceive them to be." Renee recommends "Loving What Is" by Byron Katie as an essential tool for Scrum Master introspection. This book teaches practical techniques for reframing thoughts and recognizing that problems we perceive "out there" are often internal framing issues. Katie's method, called "The Work," provides a worksheet-based approach to introspection that helps identify when our perceptions create unnecessary suffering. Renee also highlights Marshall Rosenberg's "Nonviolent Communication" as a companion book, which uses language to tap into underlying emotions and needs. Both books offer practical, actionable techniques for self-knowledge—a critical skill for anyone in the Scrum Master role. The journey these books provide leads to inner peace through understanding that many challenges stem from how we internally frame situations rather than external reality. We have many episodes on NVC, Nonviolent Communication, which you can dive into and learn from experienced practitioners.  [The Scrum Master Toolbox Podcast Recommends]

Performance reviews get a bad rap — and for good reason. They’re often rushed, compliance-driven, and disconnected from what really matters: people, capability, and growth. In this episode, Zoe, Michelle, and Karen are joined by Emma Piercy, Learning Innovations Lead at Ausmed, to explore why performance management often falls short in healthcare — and how it can be redesigned to work better for everyone involved. Together, they unpack the real reasons reviews get delayed or avoided, the damage that can do to culture and trust, and how a culture of reflection and feedback helps you move from reactive firefighting to proactive capability-building. Emma also lifts the lid on Ausmed Perform™ — a new performance management tool built specifically for healthcare — and what early pilot results reveal about how it’s saving time, improving quality, and strengthening retention. Whether you’re still stuck in spreadsheets or already rethinking your approach, this episode offers practical insights, a few rants, and a whole lot of heart. Contact the show at podcast@ausmed.com.au Follow Ausmed on LinkedIn, Facebook & Instagram EVENT INFO: Building Workforce Capability with AI | Melbourne, VICNov 20, 2025 — Location TBA — Early Registration Now Open Resources: Learn more about Ausmed Perform™ | Workforce Capability System Performance Reviews in Healthcare | Emma's Toolbox Guide Demo of Ausmed Perform™ | Launch Webinar 10 Takeaways from the Gold Coast | AI Event Recap Generative Learning Experiences | Ausmed AI Features Learn More About Ausmed: https://lnk.bio/ausmed/organisationsSee omnystudio.com/listener for privacy information.

Performance Management. Every leader's responsibility, but not everyone can retain difficult people. Most destroy the motivation of the whole team and their own reputation by mishandling sensitive conversations.  In this episode, I talk to Jose Aguilar about his experiences living and working in different cultures and how he managed a very difficult conversation with a team member who was no longer delivering up to standards.  ----more---- Buy my book - Get the Elephant Out of the Room. Outsmart Difficult People at Work I share my experiences and insights into various profiles of difficult people at work. Through stories and my personal experiences, I explain how you can achieve success despite them.  www.gettheelephantout.com Receive my Newsletter⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Chris on LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

How can neuroinclusion transform leadership and workplace culture?Creating truly neuroinclusive workplaces requires a fundamental shift in mindset, from seeing neurodivergence as a deficit to embracing it as a form of diversity. This means moving beyond a purely extractive business case, practicing cultural humility, and rethinking communication, onboarding, workflow, and even the physical environment. By focusing on the needs of neurodivergent employees – the “canaries in the coal mine” – leaders can create healthier, more dignified, and more productive workplaces for everyone.On this episode of Just One Q, Dominique chats with Dr. Ludmila Praslova, author of The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work. They explore how a neuroinclusive approach can fundamentally reshape leadership and workplace culture and why leaders must move beyond a narrow, extractive business case towards a model of “inclusive thriving.” They discuss practical ways to create more dignified and flexible workplaces that support neurodivergent employees, ultimately making them better and healthier for everyone.Keep Up with Ludmila:https://www.linkedin.com/in/ludmila-praslova/Try Learning Snippets:https://dialectic.solutions/signupContact Us to Be a Guest on Just One Q:https://dialectic.solutions/podcast-guest

„Daten sind das neue Öl“ – diese Metapher ist längst abgenutzt. Die eigentliche Frage ist: Wie schaffen es Unternehmen, aus ihren Datenbeständen echten Wert zu schöpfen? Und welche Rolle spielen Controller dabei?  Die neue Ausgabe 5/2025 der Fachzeitschrift Controlling zeigt vier unterschiedliche Wege zur datengesteuerten Organisation. Von systematischen Use Case-Bewertungen, die Subjektivität bei Daten-Projekten vermeiden, über modulare Data Mesh-Architekturen, die zentralisierte Data Warehouses herausfordern bis hin zu Knowledge Graphs, die neue Möglichkeiten der Unternehmenssteuerung eröffnen. Dazu kommt ein oft übersehener Aspekt: Controller sollen lernen, ihre Zahlen zu erzählen – Data Storytelling als Brücke zwischen komplexen Analysen und verständlicher Kommunikation.  Die zentrale Erkenntnis: Controller werden nicht zu reinen Datenexperten, sondern müssen ihre bewährte Rolle als Business Partner um technische Kompetenzen erweitern. Doch wo liegt die Balance zwischen Effizienz und organisatorischen Herausforderungen?  Darüber spricht ATVISIO-Geschäftsführer Peter Bluhm im Performance Manager Podcast mit Prof. Dr. Ulrike Baumöl von der Universität St. Gallen, Mitherausgeberin der Zeitschrift Controlling. 

In dieser zweiten Folge unserer AUA-Spezialreihe mit den HR Rookies geht's um zwei Themen, die eng mit Learning & Development verknüpft sind – aber in der Praxis oft nicht ganzheitlich mitgedacht werden: Kompetenzmodelle und Performance Management.

In this episode of Elevate Care, host Kerry Perez dives into the dynamic world of healthcare leadership with Cory Geffre, MSMSL BSN, RN, Executive Vice President of Hospital Operations and Chief Nursing Officer at Altru Health. Cory takes us on his inspiring journey from bedside nursing to the executive suite, sharing hard-earned lessons and actionable insights along the way.Discover the five essential pillars of leadership—developing people, managing performance, building teams, improving operations, and achieving results—and how they can transform not just your leadership style but your entire organization. Cory also opens up about the power of self-awareness, the importance of empathy, and why continuous learning is the secret sauce for staying ahead in the ever-evolving healthcare industry.Whether you're a seasoned leader or just starting your journey, this episode is packed with wisdom, real-world strategies, and a refreshing dose of honesty about the challenges and opportunities in healthcare leadership. Chapters:00:00 Introduction to Healthcare Leadership03:00 From Bedside to Boardroom: Cory's Leadership Journey05:58 The Five Pillars of Leadership Excellence08:59 Developing People: The Heart of Leadership11:54 Building Resilient Teams That Thrive15:04 Fixing Broken Systems: Improving Healthcare Operations18:05 Driving Results Through Accountability21:55 Soft Skills That Make Hard Impacts25:00 Leading with Empathy: Why It Matters28:01 Lifelong Learning: The Key to Staying Ahead30:54 Wrapping Up: Key Takeaways for Healthcare LeadersAbout Cory GeffreCory Geffre, MSMSL BSN, RN, is the executive vice president of hospital operations and chief nursing officer at Altru, providing executive leadership for the organization and oversight of nursing practices, clinical services, and evidence-based patient care services. Geffre's passion is building dynamic, diverse and engaged teams that deliver consistent high-quality healthcare to patients. Geffre has over 22 years of experience in healthcare leadership, business development and operational efficiency. Sponsors: We're proudly sponsored by AMN Healthcare, the leader in healthcare staffing and workforce solutions. Explore their services at AMN Healthcare. Learn how AMN Healthcare's workforce flexibility technology helps health systems cut costs and improve efficiency. Click here to explore the case study and discover smarter ways to manage your resources!Discover how WorkWise is redefining workforce management for healthcare. Visit workwise.amnhealthcare.com to learn more.About The Show: Elevate Care delves into the latest trends, thinking, and best practices shaping the landscape of healthcare. From total talent management to solutions and strategies to expand the reach of care, we discuss methods to enable high quality, flexible workforce and care delivery. We will discuss the latest advancements in technology, the impact of emerging models and settings, physical and virtual, and address strategies to identify and obtain an optimal workforce mix. Tune in to gain valuable insights from thought leaders focused on improving healthcare quality, workforce well-being, and patient outcomes. Learn more about the show here. Connect with Our Hosts:Kerry on LinkedInNishan on LinkedInLiz on LinkedIn Find Us On:WebsiteYouTubeSpotifyAppleInstagramLinkedInXFacebook Powered by AMN Healthcare Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this episode, Dr. Claus Reimers, Chief Technology Officer, Akselos, discusses the challenges in the disconnect between integrity, reliability and operations departments, and how structural performance management and concepts such as "agent AI" and "uber agent" can optimize operations and connect disparate plant systems.

Künstliche Intelligenz muss nicht komplex und teuer sein, um echten Mehrwert zu schaffen. Das beweist die Mehrer Compression GmbH eindrucksvoll: Das traditionsreiche Industrieunternehmen hat sein Servicegeschäft durch clevere KI-Anwendungen grundlegend transformiert – ohne teure Sensoren oder komplizierte Automatisierung. Mehrer Compression ist ein über 130 Jahre alter Spezialist für Kompressoren in Industrieanwendungen. Das Servicegeschäft macht die Hälfte des Umsatzes aus – war aber bisher rein reaktiv organisiert und damit nicht mehr zukunftsfähig. Anstatt auf vollautomatische Systeme zu setzen, wählte Mehrer einen schrittweisen Ansatz: Mit intelligenten Prognosemodellen können sie heute Service- und Ersatzteilbedarf vorhersagen. Das Ergebnis: deutlich bessere Lagerhaltung und optimierter Kundenservice. Jens Elfert, Bereichsleiter Finanzen und Personal bei der Mehrer Compression, berichtet über eine praxisnahe Geschichte digitaler Transformation im Mittelstand – ohne Buzzwords und mit konkreten Learnings für CFOs, Controller und IT-Verantwortliche. Weitere Informationen:  Controller Magazin 4/2024 https://www.haufe.de/controlling/zeitschrift/controller-magazin/controller-magazin-ausgabe-42024-controller-magazin_28_626584.html

In this episode of The CX Tipping Point Podcast, host Martha Dorris sits down with Christopher Mannozzi, Director of Performance Management, and Jim Schaefer, Director of Surveys at the Department of Veterans Affairs' Veterans Health Administration (VHA).Together, they lead the Survey of Healthcare Experiences of Patients (SHEP) program, which is transforming how the VA listens to and improves care for veterans.The conversation explores how SHEP:Uses surveys to capture veterans' experiences across all types of careAnalyzes data to highlight what's working well and pinpoint opportunities for improvementLeverages automation and monthly reports to deliver fast, actionable insightsThey also share what's ahead for the program, including:Enabling veterans to complete surveys directly from their phonesComparing VA care to community care to better understand the full patient journeyExploring AI and natural language processing for deeper analysisProviding training to staff on turning feedback into meaningful actionAt its core, SHEP's mission is simple yet powerful: to improve healthcare quality and satisfaction, helping veterans live healthier lives. By surfacing common challenges and spreading best practices, the team is driving positive change across VA facilities nationwide.Congratulations to the SHEP team on receiving the 2024 Service to the Citizen® Award!Thank you for listening to this episode of The CX Tipping Point Podcast! If you enjoyed it, please consider subscribing, rating, and leaving a review on your favorite podcast platform. Your support helps us reach more listeners! Stay Connected: Follow us on social media: LinkedIn: @DorrisConsultingInternational Twitter: @DorrisConsultng Facebook: @DCInternational Resources Mentioned: Citizen Services Newsletter 2024 Service to the Citizen Awards Nomination Form

This week I discuss the broad topic of “how do we manage individual performance” while employees become superpowered by AI? Do we need a different or new process? Should we push deliver metrics higher? Or do we change the model? As I explain in this discussion, the big change in work is how everyone is “super-charged,” enabling all of us to get more done (or higher quality) for a given cost. So one would guess we “raise the expectation bar.” However, as I discuss in this podcast, this really doesn't address the issue. In the world of AI transformation we're asking people to do different things, not just “more of the same.” So we need to refocus our performance management on the company's core values and behaviors, not only output metrics. I also discuss this flawed idea of “beating the competition” to measure performance. Great companies are not evaluated by their ability steal customers or market share from competitors (nor are great countries, btw). Rather they are evaluated based on their growth and return to shareholders. In a time of rapid transformation this means focusing people on “value creation” not just “market share.” There are lots of philosophical issues to debate here, stay tuned for more to come on this topic. Additional Information The Rise Of The Supermanager: A New Role In The World of AI The AI Revolution in Corporate Learning (new research) The AI Revolution in Talent Acquisition (new research) Like this podcast? Rate us on Spotify or Apple or YouTube. Chapters (00:00:00) - The future of AI and human resources(00:00:55) - The Difference between Competition and Performance(00:07:28) - Performance Management in an AI World(00:12:16) - Who Wins the War on AI?(00:17:55) - SAP Connect: Work redesign and supermanager

Wie schaffen es Unternehmen, Ordnung in ein komplexes Datenchaos zu bringen und eine verlässliche Grundlage für Entscheidungen zu schaffen? Diese Frage steht im Zentrum der aktuellen Episode des Performance Manager Podcasts. CFO Sebastian Wassermann von der Interzero Plastics Recycling Group berichtet aus erster Hand, wie sein Unternehmen das Fundament für eine „One Source of Truth“ geschaffen hat – und welche strategischen, kulturellen und technischen Faktoren dabei entscheidend waren. Komplexer Transformationsprozess Interzero hat in nur zwölf Monaten eine umfassende Neuausrichtung der Finanzorganisation umgesetzt. Im Gespräch wird deutlich, welche Auswirkungen ineffiziente Prozesse und fragmentierte Daten für Entscheidungen und Reporting haben können und warum Handlungsbedarf bestand. Kultur, Team und Technik im Zusammenspiel Die Episode zeigt, wie ein kleines Team diese Transformation erfolgreich umsetzen konnte. Diskutiert werden sowohl die Rolle eines neuen BI- und Konsolidierungssystems als auch kulturelle Aspekte: der Umgang mit Widerständen, die Förderung einer unterstützenden Transformationskultur und die Frage nach der richtigen Balance zwischen Standardisierung und Flexibilität. Einblicke für CFOs und Controller Sebastian Wassermann teilt seine Erfahrungen und macht deutlich, wie technische, organisatorische und kulturelle Faktoren zusammenspielen müssen, damit eine Finanzorganisation den Sprung vom Datenchaos zur One Source of Truth schafft.

Wie schaffen es Unternehmen, Ordnung in ein komplexes Datenchaos zu bringen und eine verlässliche Grundlage für Entscheidungen zu schaffen?  Diese Frage steht im Zentrum der aktuellen Episode des Performance Manager Podcasts. CFO Sebastian Wassermann von der Interzero Plastics Recycling Group berichtet aus erster Hand, wie sein Unternehmen das Fundament für eine „One Source of Truth“ geschaffen hat – und welche strategischen, kulturellen und technischen Faktoren dabei entscheidend waren. Komplexer Transformationsprozess  Interzero hat in nur zwölf Monaten eine umfassende Neuausrichtung der Finanzorganisation umgesetzt. Im Gespräch wird deutlich, welche Auswirkungen ineffiziente Prozesse und fragmentierte Daten für Entscheidungen und Reporting haben können und warum Handlungsbedarf bestand. Kultur, Team und Technik im Zusammenspiel Die Episode zeigt, wie ein kleines Team diese Transformation erfolgreich umsetzen konnte. Diskutiert werden sowohl die Rolle eines neuen BI- und Konsolidierungssystems als auch kulturelle Aspekte: der Umgang mit Widerständen, die Förderung einer unterstützenden Transformationskultur und die Frage nach der richtigen Balance zwischen Standardisierung und Flexibilität. Einblicke für CFOs und Controller Sebastian Wassermann teilt seine Erfahrungen und macht deutlich, wie technische, organisatorische und kulturelle Faktoren zusammenspielen müssen, damit eine Finanzorganisation den Sprung vom Datenchaos zur One Source of Truth schafft.

Mexiko 1968: Dick Fosbury revolutioniert den Hochsprung, springt rückwärts – und gewinnt Gold. Was damals radikal neu war, ist heute Standard. Genau das Muster zeigt sich auch in der Business Intelligence (BI): Viele setzen noch auf alte Methoden – und scheitern an den heutigen Anforderungen. Wer mit BI wirklich Wirkung erzielen will, braucht: eine durchdachte Architektur echte Integration Klarheit bei Rollen, Kennzahlen und Prozessen  BI braucht einen Fosbury-Moment: Nicht höher springen – sondern völlig neu denken.

ATVISIO-Geschäftsführer Peter Bluhm hatte die Gelegenheit, mit einem der weltweit einflussreichsten Managementdenker zu sprechen: Prof. Dr. Hermann Simon, der einzige Deutsche in der „Thinkers50 Hall of Fame“. In der neuesten Folge des Performance Manager Podcasts diskutiert Peter Bluhm mit dem Chairman von Simon-Kucher & Partners über dessen neues Werk „Simon sagt! Was im Management wirklich zählt“ und erhält exklusive Einblicke in vier Jahrzehnten Beratungspraxis.  Das Buch hinter dem Gespräch  „Simon sagt!“ ist kein klassisches Managementbuch. Es entstand aus Notizen, die Hermann Simon über Jahrzehnte in Hotelzimmern, an Flughäfen und zwischen Beratungsterminen gesammelt hat. Das 352-seitige Werk behandelt 23 verschiedene Managementthemen. Von Führung über Digitalisierung bis hin zu Preisstrategien.  Führung bleibt ein Rätsel  Warum bleibt Führung trotz unzähliger Seminare und Bücher „ein mysteriöses Phänomen“? Hermann Simon erklärt sein Konzept der „zweimal geborenen“ Führer. Das sind Menschen, die zwar in Organisationen arbeiten, aber „nicht wirklich dazugehören“. Diese bewusste Distanz hilft ihnen dabei, Veränderungen anzustoßen, wo andere alles beim Alten lassen.  Bemerkenswert: Seine 10 Führungsthesen aus dem Jahr 2000 könnte er heute „nahezu unverändert“ vortragen. Eine davon sagte voraus, dass „Unternehmensführung der Führung in Freiwilligenorganisationen ähnlicher“ wird. Das war eine gewagte Prognose, die sich heute bestätigt hat - junge Talente suchen nach Purpose und Sinn in ihrer Arbeit.  Visionen versus Prognosen  Simon zeigt einen interessanten Widerspruch auf: Nur 15 Prozent aller Prognosen treffen ein, die Hälfte liegt „völlig daneben“. Trotzdem betont er die Macht von Visionen – wenn man sie aufschreibt, werden sie eher verwirklicht. Sind Visionen also etwas anderes als Prognosen? Simon erklärt dies am Beispiel von Werner Siemens, der als 17-Jähriger von „einem Weltgeschäfte à la Fugger“ träumte und diesen Traum später verwirklichte. Für Business Intelligence-Experten wie ATVISIO zeigt sich hier: Daten liefern Fakten, aber Visionen schaffen Zukunft.  Digitalisierung und verschenkte Chancen  Die Corona-Pandemie zeigte ein erstaunliches Phänomen: Technologien, die 20 Jahre lang ungenutzt blieben, wurden plötzlich zum Standard. Remote Work, digitale Zusammenarbeit, virtuelle Meetings – all das war längst verfügbar. Aber erst ein externer Schock führte dazu, dass alle diese Tools nutzen. Die Parallele zu Business Intelligence-Projekten ist offensichtlich: Wie viele andere technische Möglichkeiten lassen wir heute ungenutzt?  Besonders schwierig wird es bei künstlicher Intelligenz. CFOs und IT-Verantwortliche müssen heute Millionen in KI-Systeme investieren. Aber selbst Experten geben zu: „Es ist unmöglich zu sagen, wo wir in fünf oder zehn Jahren stehen.“ Simon beschreibt Experimente, bei denen ChatGPT Preisanalysen für Zahnpasta erstellt – mit durchaus brauchbaren Ergebnissen. Revolutioniert KI die Marktforschung oder ist das naive Technik-Euphorie?  Pricing als Königsdisziplin  Hermann Simon ist weltweiter Pricing-Experte und erklärt die Geheimnisse kontinuierlicher Preissteigerungen. Gillette schaffte es, mit jeder neuen Rasierergeneration deutlich höhere Preise durchzusetzen – für im Grunde dieselbe Funktion. Das Geheimnis liegt in der geschickten Kombination aus Innovation, Marketing und Wertkommunikation.  Gleichzeitig stellt Simon fest: Unternehmen kennen zwar die Weisheit „Den Preis vergisst man, die Qualität bleibt“. Trotzdem haben sie oft Schwierigkeiten, höhere Preise für höhere Qualität durchzusetzen. Aus vier Jahrzehnten Beratungspraxis hat Simon universelle Pricing-Prinzipien entwickelt – von der Kunst der Basarhändler bis hin zur BahnCard als Meisterstück der Preisdifferenzierung.  Das ewige Dilemma  Simon nennt das „ewige Dilemma zwischen Preis und Wachstum“ die „unternehmerische Herausforderung schlechthin“. Höhere Preise steigern den Gewinn, bremsen aber das Wachstum. Niedrigere Preise fördern das Wachstum, schaden aber der Marge. Die Lösung liegt in „raffinierteren Vorgehensweisen“ oder „extremer Kostenorientierung wie bei Ryanair“. Aber warum schaffen es so wenige Unternehmen, beides zu erreichen – profitabel zu wachsen?  Ein Buch für Praktiker  „Simon sagt!“ richtet sich an erfahrene Manager, Controller und Führungskräfte, die über Rezeptbücher hinausgewachsen sind. Hermann Simon bietet keine einfachen Antworten, sondern regt zum Nachdenken an. Das Werk verbindet die Erfahrung des Praktikers mit der Reflexion des Wissenschaftlers – eine seltene Kombination in der Managementliteratur.  Das Buch ist eine Fundgrube von Erkenntnissen, die nur jemand mit Simons einzigartiger Perspektive liefern kann. In einer Zeit schnelllebiger Management-Moden bietet "Simon sagt!" zeitlose Prinzipien aus einem halben Jahrhundert erfolgreicher Praxis.  Hier gelangen Sie zum Buch: https://www.murmann-verlag.de/products/hermann-simon-simon-sagt-was-im-management-wirklich-zahlt?srsltid=AfmBOoo295Qa87Pgj2ICv_7475L6sKkk1TjpYLlGv55J-LJwTKWUGD3z

I'm Josh Kopel, a Michelin-awarded restaurateur and the creator of the Restaurant Scaling System. I've spent decades in the industry, building, scaling, and coaching restaurants to become more profitable and sustainable. On this show, I cut through the noise to give you real, actionable strategies that help independent restaurant owners run smarter, more successful businesses. In this episode, I dive into the critical aspects of restaurant marketing, the value of hiring top talent, and how to build a high-performance culture inside a restaurant. I break down why clear roles and defined outcomes are essential, how to financially justify investing in A players, and the role leadership plays in shaping team performance. I also share practical insights for restaurateurs who want to strengthen their operations and elevate their team dynamics. Takeaways:Most restaurant marketing fails because it's built on guesswork.I've never seen an underperformer turn into an all-star.Early stage restaurants win by acquiring A players.We need to get clear and define roles around outcomes.Rescuing underperforming employees has hidden costs.A players are cheaper than B players in the long run.Your culture is what you tolerate, not what you preach.Every time you keep a C player, you teach A players that excellence is optional.Run the rehire test on your bottom 10%.Give your leaders a number to focus on and improve.Chapters00:00 Introduction to Restaurant Marketing Challenges01:45 The Importance of Hiring A Players04:39 Defining Roles and Outcomes in Restaurant Leadership07:31 Creating a High-Performance CultureIf you've got a marketing or profitability related question for me, email me directly at josh@joshkopel.com and include Office Hours in the subject line. If you'd like to scale the profitability of your restaurant in only 5 days, sign up for our FREE 5 Day Restaurant Profitability Challenge by visiting https://joshkopel.com.

Wo entstehen im Controlling unnötige Aufwände – und wie lassen sie sich vermeiden? Prof. Dr. Nicole Jekel überträgt in dieser Folge das Lean-Management-Konzept TIM WOOD auf das Controlling und zeigt, wie Controller die sieben klassischen Verschwendungsarten erkennen und eliminieren können. Ob unnötige Datenbewegungen, überflüssige Berichte oder fehleranfällige Prozesse: Mit Workshops, Prozess-Reviews und moderner Technologie lassen sich Effizienzfallen beseitigen – für schlankere Abläufe und bessere Entscheidungen.

In dieser Folge des Performance Manager Podcast spreche ich mit Prof. Dr. Peter Gluchowski (TU Chemnitz) über moderne BI- und Analytics-Architekturen. Wir klären die Unterschiede zwischen Data Lake, Data Lakehouse, Data Mesh und Data Warehouse und diskutieren, warum klassische Ansätze oft nicht mehr ausreichen. Prof. Dr. Gluchowski gibt praxisnahe Empfehlungen, wie Unternehmen ihre Daten effizienter nutzen und ihre BI-Landschaften modernisieren können. Hier geht´s zu dem Buch "Architekturen für BI & Analytics": https://bit.ly/3Vx2tnG

In dieser Folge des Performance Manager Podcast spreche ich mit Prof. Dr. Peter Gluchowski (TU Chemnitz) über moderne BI- und Analytics-Architekturen. Wir klären die Unterschiede zwischen Data Lake, Data Lakehouse, Data Mesh und Data Warehouse und diskutieren, warum klassische Ansätze oft nicht mehr ausreichen. Prof. Dr. Gluchowski gibt praxisnahe Empfehlungen, wie Unternehmen ihre Daten effizienter nutzen und ihre BI-Landschaften modernisieren können. Hier geht´s zu dem Buch "Architekturen für BI & Analytics": https://bit.ly/3Vx2tnG

In dieser Episode von "Expertise Unlocked" sprechen wir über den DAX Query View in Power BI und zeigen, wie dieses Werkzeug dabei hilft, Berichte gezielt zu analysieren und zu optimieren. Der DAX Query View ermöglicht es, die von Power BI automatisch erzeugten DAX-Abfragen hinter Visualisierungen einzusehen und so ein besseres Verständnis für die interne Arbeitsweise von Power BI zu gewinnen. Wir erläutern, wie die Analyse dieser Abfragen zur Verbesserung der Performance beitragen kann und welche Anpassungen – wie der Einsatz von Variablen oder strukturelle Änderungen in den Formeln – dabei besonders wirksam sind. Anhand eines Praxisbeispiels aus einem Kundenprojekt mit komplexen Lageranalysen zeigen wir konkret, wie der DAX Query View genutzt wurde, um Performance-Probleme zu identifizieren und gezielt zu beheben.  Darüber hinaus erfahren Sie, wie der gezielte Einsatz solcher Optimierungen nicht nur einzelne Berichte beschleunigt, sondern auch den Aufbau einer effizienten und zukunftsfähigen Power BI-Strategie unterstützt.

Send us a textIn this action-packed episode of the Joey Pinz Discipline Conversations podcast, Joey dives deep with Mike Psenka, CEO of Moovila, as they explore how discipline, probability, and automation intersect to revolutionize project management for MSPs.

In this episode, Professor Stephen Goldsmith speaks with Santi Garces, Boston's chief innovation officer. They discuss Goldsmith's new StatGPT paper, which explores how generative AI can transform city performance management. Garces also shares practical examples from Boston and insights from the recent Bloomberg Center for Cities stat and AI workshop, where 14 cities gathered to explore real-world applications of generative AI in government.Music credit: Summer-Man by KetsaAbout Data-Smart City SolutionsData-Smart City Solutions, housed at the Bloomberg Center for Cities at Harvard University, is working to catalyze the adoption of data projects on the local government level by serving as a central resource for cities interested in this emerging field. We highlight best practices, top innovators, and promising case studies while also connecting leading industry, academic, and government officials. Our research focus is the intersection of government and data, ranging from open data and predictive analytics to civic engagement technology. We seek to promote the combination of integrated, cross-agency data with community data to better discover and preemptively address civic problems. To learn more visit us online and follow us on Twitter. 

1903: Während Samuel Langleys millionenschweres Fluggerät spektakulär scheiterte, gelang den Gebrüdern Wright mit einem Bruchteil des Budgets der erste Motorflug der Geschichte. Der Unterschied? Klarheit, Fokus und ein durchdachter Plan. In dieser Episode übertragen wir diese Lektion auf Business Intelligence: Warum scheitern 60–80 % aller BI-Projekte trotz teurer Software? Und wie gelingt der Sprung vom Prestigeprojekt zur tragfähigen Datenstrategie?

In this episode, we sit down with Sharthok Chakraborty, a former HR practitioner turned tech executive to explore the evolving world of performance management and the growing role of AI in shaping the future of work. We discuss the inspiration behind founding Klaar, the challenges of building tools that solve real workplace problems, and how empathy and human judgment can be preserved in AI-enabled solutions. From eliminating friction in performance reviews to ensuring insights turn into real action, we dive deep into the opportunities and risks AI presents for people leaders. Sharthok shares his vision for the next five years of performance management, the broader impact of AI in talent management, and what he hopes the future of work will finally get right, without losing what matters most. Whether you're an HR leader, a tech innovator, or simply curious about the intersection of people and technology, this conversation offers practical insights and forward-looking ideas to help navigate what's next.

In dieser Folge von „Expertise Unlocked“ beleuchten wir, wie Excel und Power BI sich ideal ergänzen. Noch immer glauben viele, man müsse sich zwischen beiden Tools entscheiden – doch das ist überholt. Wir zeigen, wie bestehende Excel-Dateien als Datenquelle für Power BI-Dashboards genutzt werden können und warum bei wachsender Datenkomplexität ein alternatives Datenmanagement sinnvoll ist. Besonders spannend ist der umgekehrte Weg: Mit „verbundenen Tabellen“ visualisieren Sie Power BI-Daten in Excel. Die „Analyze in Excel“-Funktion erstellt eine Live-Verbindung zu Ihren Datasets. So nutzen Unternehmen ihre bestehenden Excel-Kompetenzen und erweitern sie um moderne Analyse- und Visualisierungsmöglichkeiten von Power BI.

BONUS: Rob Gallaher Reveals The Management Revolution Transforming Company Culture and Employee Engagement In this BONUS episode, we dive deep into the transformative power of profit sharing with Rob Gallaher, CEO of Gallaher Co. Rob shares his journey from an overworked entrepreneur sacrificing family time to building a thriving business model that aligns employee success with company growth. Through practical insights and hard-learned lessons, we explore how monthly profit sharing can revolutionize workplace dynamics and create genuine shared success. The Genesis of a Profit Sharing Revolution "I was an entrepreneur, working long hours and sacrificing family time. I realized my situation in life was not so good anymore, and even my health was suffering." Rob Gallaher's journey to profit sharing began with a personal crisis. As a successful entrepreneur, he found himself trapped in the classic founder's dilemma - working endless hours while his health and family relationships suffered. This realization prompted him to seek alternative business models from other successful owners. His discovery of profit sharing wasn't immediate magic, but rather a methodical approach to solving the fundamental disconnect between business success and employee engagement. Since implementing it in 2015, Rob has refined his approach through real-world application, leading him to document his learnings in his book after others began noticing the remarkable success of his companies. Defining True Profit Sharing "Take the company's financial success and share it with individuals that make it happen. The main thing: it must be monthly." Rob's definition of profit sharing goes beyond traditional annual bonuses or stock options. His approach centers on taking actual company profits and distributing them to the people who directly contribute to generating those profits. The cornerstone of his system is monthly distribution, recognizing that people manage their personal finances on a monthly basis, not quarterly or annually. This frequency ensures that profit sharing becomes integrated into employees' monthly budgets and thinking patterns, creating immediate behavioral impact rather than distant, abstract benefits. The Power of Immediate Impact "No one manages quarterly their personal life. The profit sharing needs to adapt to that monthly reality. If we don't affect people's monthly budget we don't affect how they think." The monthly frequency of Rob's profit sharing system creates tangible, immediate impact on employees' financial lives. Unlike equity or long-term bonuses that feel distant and uncertain, monthly profit sharing becomes part of employees' regular financial planning. This immediacy changes how people approach their work, leading them to ask "what can I do to get it" and investing more personally in company success. Rob emphasizes making the amounts substantial - recommending four-digit numbers that genuinely affect people's monthly reality rather than token gestures that get lost in regular paychecks. Rethinking Performance Management "I don't like the word 'review'. I prefer the word 'reflection', we do it every 6 months. I wanted to change the tone and what was happening in those meetings." Traditional performance reviews create antagonistic dynamics where employees feel anxious and stressed, often leading to negotiations that feel like battles. Rob has completely reimagined this process by separating profit sharing from performance evaluations and changing the language from "reviews" to "reflections." This shift eliminates the transactional nature of traditional reviews where employees feel they must fight for raises and promotions. Instead, profit sharing operates independently of individual performance metrics, creating a more collaborative and less stressful environment for genuine performance discussions. Strategic Implementation Framework "You need a business that makes a profit, you need to have accurate accounting, and you need to be a leader - you need to have the respect and trust of your leadership." Rob outlines three fundamental prerequisites for successful profit sharing implementation. First, the business must be genuinely profitable - you cannot share what doesn't exist. Second, accurate accounting systems are essential to track and calculate profits transparently. Third, leadership credibility is crucial because profit sharing requires employees to trust that leaders will follow through on commitments. Rob recommends starting with a flat rate and minimum amount, such as $1,000, and focusing on decision-makers who directly affect company profitability rather than attempting to include every employee from the start. Targeting Decision Makers "Who are the people who make decisions that affect the profit of your business? Share the profit with the decision makers that affect profit." Rather than implementing company-wide profit sharing immediately, Rob advocates for a targeted approach focusing on employees who make decisions directly impacting profitability. This strategic selection ensures that profit sharing reaches the people whose daily choices most influence company success. By identifying and rewarding these key decision-makers first, companies can create a focused impact that generates measurable results before expanding the program to additional team members. Getting Started: First Steps for Implementation "Figure out your average profit." For companies interested in profit sharing but unsure where to begin, Rob recommends starting with fundamental financial analysis. Understanding average monthly profits provides the baseline for determining sustainable sharing amounts. This analysis helps leaders set realistic expectations and design a program that won't compromise business stability while still providing meaningful benefits to employees. The key is ensuring that profit sharing enhances rather than threatens the company's financial foundation. About Rob Gallaher Rob Gallaher, CEO of Gallaher Co., leads five companies across industries. Since founding his construction firm in 2010, he's championed profit sharing as a catalyst for growth. His book, Profit Sharing: The Power of Shared Success, and upcoming course reflect his passion for aligning employee and company success. You can also learn more about Rob's Profit Sharing strategy with his online course at Profitx.co. You can link with Rob Gallaher on LinkedIn, and connect with Rob Gallaher on facebook.

Send us a Message!Check out the podcast episodes: Episode 11: Performance Management in Retail (Part 1 - August 14, 2025)Episode 11: Performance Management in Retail (Part 2 - August 28, 2025)Apple Podcasts Spotify For a little more on our ideas and concepts, check out our Knowledge Suite or our YouTube Channel, Solutions Explained by Roman 3.

In dieser Folge des Performance Manager Podcast begrüßen wir Manuel Niederhofer, Chief Digital Officer der Aachener Grundvermögen und Finalist des CIO des Jahres 2024. Gemeinsam sprechen wir über das Projekt „Data Circus de Cologne“ – ein herausragendes Beispiel für erfolgreiche Datenstrategie und digitale Transformation. Sie erfahren: Wie Datenquellen integriert und harmonisiert werden Warum Datensicherheit bei sensiblen Informationen oberste Priorität hat  Wie Automatisierung und Echtzeitdaten manuelle Prozesse ablösen  Welche Rolle Change Management beim Aufbau einer datengetriebenen Kultur spielt Ein praxisnaher Einblick, wie Unternehmen mit einer klaren Datenstrategie Effizienz steigern, Kosten optimieren und nachhaltige Entscheidungen treffen können. Hören Sie jetzt rein und erfahren Sie, wie datenbasierte Strukturen echte Wettbewerbsvorteile ermöglichen.

In dieser Folge des Performance Manager Podcast begrüßen wir Manuel Niederhofer, Chief Digital Officer der Aachener Grundvermögen und Finalist des CIO des Jahres 2024. Gemeinsam sprechen wir über das Projekt „Data Circus de Cologne“ – ein herausragendes Beispiel für erfolgreiche Datenstrategie und digitale Transformation. Sie erfahren: Wie Datenquellen integriert und harmonisiert werden Warum Datensicherheit bei sensiblen Informationen oberste Priorität hat Wie Automatisierung und Echtzeitdaten manuelle Prozesse ablösen Welche Rolle Change Management beim Aufbau einer datengetriebenen Kultur spielt Ein praxisnaher Einblick, wie Unternehmen mit einer klaren Datenstrategie Effizienz steigern, Kosten optimieren und nachhaltige Entscheidungen treffen können. Hören Sie jetzt rein und erfahren Sie, wie datenbasierte Strukturen echte Wettbewerbsvorteile ermöglichen.

Points of Interest0:00 – 1:25 – Guest Introduction: Marcel welcomes James Friel, serial entrepreneur, investor, and leadership expert, to discuss building scalable, profitable businesses through effective operations and leadership.1:26 – 3:08 – Journey from Corporate to Entrepreneurship: James shares his transition from aerospace and software engineering into consulting, entrepreneurship, and acquiring businesses, driven by a curiosity for how businesses function.3:09 – 4:48 – Building a Sellable Business: James outlines his core focus—helping founders create businesses that generate cash flow and are structured for potential exit through strong infrastructure and operational clarity.5:00 – 6:46 – The First Principle: Customer-Perceived Value: A business is only viable if customers see genuine value in its offerings. Founders often overvalue their own ideas and under-prioritize market fit.6:47 – 10:14 – Value Creep and Feature Fatigue: James critiques how companies add features that customers don't value, creating bloat and eroding customer loyalty—highlighting the need for focus and feedback.10:15 – 11:24 – People and Culture as Core Assets: A business with enterprise value depends on its people. Leadership, culture, and alignment are foundational to building an organization that can thrive without the founder.11:25 – 13:56 – James' Leadership Struggles and Realizations: James recounts his early leadership challenges and how they motivated his deep dive into team performance, management systems, and organizational design.15:00 – 16:15 – The Three Core Failures: Most performance issues stem from lack of leadership, accountability, and clarity. Fixing these creates the foundation for sustainable team success.16:16 – 21:24 – Why Leadership Is a Profit Lever: Leadership is essential for ROI on your largest expense—people. Poor leadership silently burns cash and stalls growth, despite having the right strategy or data.23:37 – 26:17 – Willingness vs. Ability Matrix: James introduces a simple performance framework that helps leaders assess team members based on their alignment (willingness) and skills (ability).33:01 – 37:52 – Role-Based Scorecards: James breaks down his approach to team structure using one-page scorecards for each role—clarifying objectives, tasks, metrics, and reporting expectations.38:00 – 40:17 – Introducing the “57 Hats” Product: James shares his new gamified tool that helps founders identify and delegate responsibilities, creating clarity on team structure and freeing them to focus on growth.Show NotesConnect with James:LinkedInWebsiteGame: 57 Hats

The Engagement Epidemic: Why Your Paycheck Isn't Enough to Keep People Caring Think handing out paychecks automatically creates engaged employees? Think again! The Usual Suspects are back to shatter another leadership myth that's costing organizations big time. With only 31% of employees actually engaged at work (thanks, Gallup!), it's time to face the uncomfortable truth: your people might be physically present but mentally checked out. The Real Talk on Real Engagement Myth-Busting Moment: Just because someone shows up and collects a paycheck doesn't mean they're invested in your mission. In fact, nearly 20% are actively working against you - ouch! The Relationship Revolution: Our panel discovered that the most engaging workplaces aren't about the work itself - they're about the people around you. From bosses who pour into your potential to leaders who create environments where engagement can actually flourish, it's all about human connection. The Coaching Corner: Stop trying to force motivation and start hiring motivated people. Then create the conditions where they can choose to be fully present and invested. The Bottom Line Engagement isn't something you do TO people - it's something you create space FOR people to choose. The difference between a paycheck-collector and a passionate contributor? Leadership that sees potential, builds relationships, and treats work as a calling, not just a job. Tune in for: ✅The brutal truth about why most employees are mentally checked out ✅How to spot and nurture those "almost engaged" team members ✅Real strategies for creating environments where people WANT to be invested ✅When to stay in a toxic situation vs. when to run for the hills ✅The secret to hiring people who are already wired to care Ready to stop settling for warm bodies and start building a team that actually gives a damn? This episode is your wake-up call.

In dieser Episode des Performance Manager Podcast tauchen wir tief in die Welt der INFO-DAX-Funktionen in Power BI ein. Anders als klassische DAX-Funktionen analysieren sie nicht Ihre Daten, sondern das zugrunde liegende Datenmodell – und bieten dadurch ganz neue Einblicke und Möglichkeiten. Im Gespräch klären wir unter anderem: Wozu sind INFO-DAX-Funktionen besonders wertvoll? Wie unterscheiden sie sich von anderen Funktionen in Power BI?  Welche typischen Herausforderungen in Power BI-Projekten lassen sich damit besonders elegant lösen? Eine spannende Folge für alle, die Power BI nicht nur nutzen, sondern wirklich verstehen wollen.  

"Controller sollen doch nur Zahlen liefern" - ein Mythos, der sich hartnäckig hält. Dabei gehören ethische Überlegungen schon immer zum Controlling-Alltag: Wie transparent berichte ich? Welche Kennzahlen wähle ich aus? Wie gestalte ich Anreizsysteme? Die neue Ausgabe 4/2025 der Fachzeitschrift Controlling zeigt, warum diese Fragen heute noch brisanter sind. Von der CSRD, die Controller zu Ethik-Übersetzern macht, über soziale Normen, die ehrlichere Budgets fördern können, bis hin zu Corporate Psychopaths, die klassische Performance-Systeme ausnutzen. Die Kernfrage bleibt: Wie schaffen wir den Spagat zwischen Effizienz und Moral? Darüber spreche ich im Performance Manager Podcast mit Prof. Dr. Martin Hiebl von der JKU Linz, einem der Herausgeber der Zeitschrift Controlling.

On August 19, Danny is teaming up with Matt Risinger to show you how to take control of your calendar, focus on what matters and block distractions in a sea of never ending notifications. Click here to save your spot at this free web class: https://trybta.com/CE-PM-AU2025Grab your free accountability resource bundle here: https://trybta.com/DL227To learn more about Breakthrough Academy, click here: https://trybta.com/EP227 Finger pointing, shoulder shrugging, pouting…If accountability conversations with your team feel like putting a toddler in time out, you're not alone.The thing is, people (of all ages) need structure.They need clear expectations and well understood consequences they actually care about.And they need ongoing support and coaching along the way.Recently, Danny hosted a web class to teach contractors how to do just that by:Creating defined roles with clear expectations and deliverablesHolding a well-structured weekly meeting designed to get your staff ready and excited to hit their goalsBuilding an performance-driven environment where everyone winsToday, we're launching it on the podcast so you can benefit from the takeaways.Episode Highlights:Learn what accountability actually means in the context of a high-performing contracting businessUnderstand the Performance Management Cycle and how it factors into team accountabilityWalk through the step-by-step Goal Setting and Review (GSR) process for holding effective one-on-one meetings with your key players00:00 - Intro06:19 - Why is Holding People Accountable So Hard?10:51 - Step 1: Expectation Setting19:08 - Step 2: Meeting Rhythms (Goal Setting and Review)21:02 - Step 3: Meeting Preparation22:56 - Step 4: Meeting Structure33:09 - Step 5: Annual Reviews39:42 - Who's Holding YOU Accountable?50:05 - Q&A

In this insightful episode of the Cohesion Podcast, Miriam Connaughton (Chief People Officer at Simpplr) sits down with Edie Goldberg, Ph.D., founder of E. L. Goldberg & Associates and renowned future of work thought leader. With over 30 years of experience in HR strategy, talent management, and organizational effectiveness, Edie has helped countless organizations evolve how they attract, engage, and retain talent. Edie shares why traditional performance management systems fail both employees and organizations — and offers a vision for what she calls performance enablement. Drawing on research, her own practice, and her forthcoming book, she explains why ratings don't tell the full story, how intrinsic motivation drives better outcomes, and why it's time to shift from managing people to enabling their best performance. From reframing feedback and recognition to embracing AI-enabled coaching and real-time insights, Edie's perspective is both bold and practical — ideal for HR leaders, managers, and anyone ready to leave outdated practices behind. If you're tired of the annual eye-roll that comes with performance reviews, this conversation will inspire you to reimagine what's possible. Topics Covered: Why traditional performance management systems fail to engage or improve performanceThe unintended consequences of ratings and rankingsHow to shift focus from backward-looking reviews to forward-looking enablementWhy development, recognition, and alignment to purpose matter more than everThe role of managers in fostering culture and performance — and how to equip themHow AI, analytics, and real-time feedback are transforming the fieldEdie's greatest hope — and fear — for the future of performance management Connect with Edie Goldberg: LinkedIn | elgoldberg.com Subscribe to get the latest conversations on employee experience, change leadership, and internal communications.

Dr. John Guercio returns to the Behavioral Observations Podcast for his third appearance, bringing his extensive experience and fresh insights into the world of adult services in behavior analysis. In this episode, John and Matt discuss the vital, yet often overlooked, field of supporting adults with autism and other developmental disabilities—particularly those with severe behavioral challenges. They explore: John's new leadership role at The Arc of the Ozarks The Applied Behavior Analysis Center The development of a new adult-specific RBT training program His latest book on staff training in adult service settings Key findings from his recent research on enhancing data collection in residential facilities The systemic and practical challenges of working in group homes and ISLs Throughout the conversation, Dr. Guercio emphasizes the importance of dignity, choice, and inclusion, and provides practical strategies for training and retaining staff who work in high-demand settings.

Send us a textIn this episode, we tackle the often-dreaded conversation with a toxic employee and provide a practical roadmap for managers and leaders confronting challenging workplace dynamics. Listeners will learn how to approach tough dialogues by leading with facts rather than emotions, setting firm boundaries, and clearly naming the impact of toxic behaviors. The episode emphasizes staying calm under pressure, resisting the urge to over-explain, and focuses on redirecting not just negative behaviors but also the underlying energy. Listeners are encouraged to document every step, avoid confrontations in public, and offer clear timelines for necessary changes. With a realistic perspective, the discussion also covers why leaders must sometimes be willing to let toxic employees go for the good of the team. This episode is essential listening for anyone managing conflict or seeking to foster a healthier, more productive work environment.في هذه الحلقة، نسلط الضوء على كيفية التعامل مع الموظفين السامين ونقدّم خارطة طريق عملية للمديرين والقادة عند مواجهة تحديات في بيئة العمل. يتعرّف المستمعون على أهمية بدء الحوار بالحقائق بعيداً عن المشاعر، وتحديد حدود واضحة، وبيان أثر السلوكيات السلبية. كما نشجع على الحفاظ على الهدوء، وعدم الإكثار في الشرح، مع التركيز على إعادة توجيه الطاقة وليس فقط التصرفات. نبرز كذلك أهمية توثيق كل خطوة، وتفادي المواجهة أمام الآخرين، وتحديد مهل زمنية للتغيير. وفي حال عدم التحسن، نوضح لماذا يجب أحياناً اتخاذ قرار الاستغناء عن الموظفين السامين لمصلحة الفريق. هذه الحلقة ضرورية لكل من يسعى لإدارة النزاعات وخلق بيئة عمل صحية ومنتجة. Support the showSupport the Podcast on:https://www.paypal.com/paypalme/okuwatly?locale.x=en_UShttps://www.buymeacoffee.com/MaBa3refSubscribe to Maba3ref Newsletter:https://maba3refbranching.beehiiv.com/Connect with Maba3ref Podcast:https://www.instagram.com/maba3refbyomarConnect on TIKTOK:https://www.tiktok.com/@okuwatly

Get more leadership insights and behind-the-scenes tips: Follow Business Tips for Gym Owners by Clicking HereAttend the event virtually or in person and keep leveling up your leadership game: Reserve your spot here or email tom@vincegabriele.com if you have questions. Ever wonder how the most effective leaders get their teams to produce results without leaving a trail of resentment behind? In this episode, we unpack the real-world strategies behind leading with clarity, building trust, and creating accountability—without becoming the boss everyone avoids in the break room. If you want a team that delivers and respects you, this conversation is your cheat code. 5 Key Points from the CallClear Expectations Are Everything: Fuzzy goals create confusion. Great leaders communicate exactly what success looks like and check for understanding—no assumptions allowed.Accountability Without Micromanaging: You don't have to babysit adults. Learn how to install accountability systems that free you from chasing people down while keeping standards sky-high.Leading with Empathy (Not Weakness): Empathy doesn't mean letting standards slide. It means you understand your team's perspective—and still hold them to what matters.Why “Nice” Isn't the Same as “Respected”: If you're always trying to be liked, you'll end up resented. This episode breaks down how to earn respect by making the hard calls with integrity.The Secret to Sustainable Motivation: Hype fades. Purpose lasts. Discover how to connect daily tasks to the bigger mission so your team stays driven even when things get hard. Get more leadership insights and behind-the-scenes tips: Follow Business Tips for Gym Owners by Clicking HereAttend the event virtually or in person and keep leveling up your leadership game: Reserve your spot here or email tom@vincegabriele.com if you have questions. If you're a gym owner seeking answers on how you can grow your gym, make more money, and have more freedom to do what you love, visit www.vincegabriele.com or book a call by CLICKING HERE!

Our guest for Episode 87 is Dana Therrien, VP of Sales Performance Management, Anaplan. Dana began his career as a U.S. Army Officer in the Finance Corps, with his first assignment at NATO headquarters in Belgium, followed by a role in Army Intelligence in Washington, D.C. He later transitioned into finance and operations roles across various companies. He brings over 20 years of experience to the conversation. In this episode, Ross and Dana discuss why an unapologetically decisive approach to GTM planning is the ultimate key to executing a fast start and winning the market.

In this episode of the HR Leaders Podcast, we speak with Michael D'Ambrose, Board Director at SHRM and former EVP & CHRO at Boeing, about why traditional performance management is failing today's workforce. Michael exposes the flaws of annual reviews, rigid rating systems, and outdated HR processes that demotivate employees and prevent real growth. He shares how empowering managers with real-time feedback, flexibility, and practical leadership can transform company culture, drive business results, and create workplaces where people truly thrive.