Winfried,
You are right on. Burning of feet or reprimands for not meeting the goal
must be eliminated. That is some times hard for managers to accept.
I have experience with behavior when goals are not meet but not in the
'new culture of striving for impossible goals.
At Bendix, one of my employers, the culture did not permit failure so there
evolved a formula for promotion.
Find a mentor
make them look good
Always make reports look god avoid showing failure
make the data look good
Avoid failure
When promoted do not allow profit to go down and perhaps squeeze a
little more out
Avoid risky projects
Disassociate your self with failure
Pad goals so you can always make them
Don't put good people in high risk situations because you will lose
them
et
At 04:41 PM 5/10/99 +0100, you wrote:
>Eugene,
>
>I sense a third condition: As a leader for such striving, I must make sure
>that my people neither fear nor really will burn their feet after the
>first few steps. This may be part of your "...and are recognized for
>trying.", so I just want to emphasize this point.
Eugene Taurman
interLinx Consulting
414-242-3345
http://www/execpc.com/~ilx
If a company values anything more than its' customer, it will lose the
customer.
The irony of that, if it is profitability, market share, security, teams,
learning or philanthropy that it values more it will lose the opportunity
for these too.
--Eugene Taurman <ilx@execpc.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>