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Best Practives in Leadership Development & Organization Change 38

Best Practives in Leadership Development & Organization Change 38. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 340 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Execute. Achieve results significantly better and faster than our competitors by employing innovative proven and rigorous management practices. Personally meets commitments and keeps promises. And always Ethics and character. Conducts business ethically always and everywhere. Treats all people and all cultures with respect and dignity. Keeps one s personal ambitions and emotional reactions from interfering. Motorola s CEO also articulated a five-point plan for achieving business results in which improved leadership effectiveness topped the list. Motorola s Performance Management Process Motorola s performance management process is an ongoing cycle of setting personal goals that align with the business s scorecard objectives then observing and discussing performance issues development plans job match and career plans throughout the year. The process culminates with year-end assessment of leadership behavior and business results calibrated across leadership ranks which in turn informs differential investment decisions for example incentive plan payout executive education opportunities assignment to special CEO project teams based on relative contribution to the company s performance. Outcomes of assessment and calibration of relative performance feed into goal setting for the next year and the cycle repeats. Planning Dialogue. The planning dialogue occurs at the start of the year and its purpose is to create mutual understanding of performance expectations between employees and their managers. The discussion focuses on defining results goals aligned with the business or function scorecard and leadership goals focused on behavior most critical for attaining expected results. Once goals are defined the discussion turns to establishing professional development and career plans that will enable employees to achieve their immediate performance and future career goals. Checkpoint Dialogues. The purpose of