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thanks invite. ...........yes
Thanks for the invitation and I totally agree with you
Thanks for the invite. I don't agree with this statement. For me both are important, my performance and my relationship with my boss.
Yes, I agree that. ......Thanks for the invitation.
With a "corrupted" management, such quote could be correct, but in the world of business administration, it should be " It doesn't matter if your boss likes you or not, what matters is the effort and profession you use in your performance" !
Thank You
It’s a fine sunny day in the forest, and a rabbit is sitting outside his burrow, tip-tapping on his typewriter. Along comes a fox, out for a walk.
Fox: “What are you working on?”
Rabbit: “My thesis.”
Fox: “Hmm… What is it about?”
Rabbit: “Oh, I’m writing about how rabbits eat foxes.”
Fox: “That’s ridiculous! Any fool knows that rabbits don’t eat foxes!”
Rabbit: “Come with me and I’ll show you!”
They both disappear into the rabbit’s burrow. After few minutes,gnawing on a fox bone, the rabbit returns to his typewriter and resumes typing.
Soon a wolf comes along and stops to watch the hardworking rabbit.
Wolf: “What’s that you are writing?”
Rabbit: “I’m doing a thesis on how rabbits eat wolves.”
Wolf: “you don’t expect to get such rubbish published, do you?”
Rabbit: “No problem. Do you want to see why?”
The rabbit and the wolf go into the burrow and again the rabbit returns by himself, after a few minutes, and goes back to typing.!
Finally a bear comes along and asks, “What are you doing?
Rabbit: “I’m doing a thesis on how rabbits eat bears.”
Bear: “Well that’s absurd!
Rabbit: “Come into my home and I’ll show you”
As they enter the burrow, the rabbit introduces the bear to the lion.
The Tactics:
Give excellent ratings to everyone who is performing exceptionally. Even at some of the best companies, people who have valuable skills but who aren’t likely to “take over the world,” will often be rated as meeting expectations because managers reserve high ratings for people they're going to promote. This creates an unhealthy promotion-obsessed culture.
Put the gradual growth achievers in positions where they can train others. Capitalize on their dependency, their thoroughness, and their dedication to the company. They will be your best teachers, and it’s a way to put them on stage even when they shy away from the spotlight. “Don’t promote them,” Scott advises. “They don’t want to be promoted. If you make them a manager, you’ll destroy an asset.”
Don’t ignore the middle. Very few people are truly mediocre. “If someone has been somewhere more than two years and has just met expectations the whole time, it’s time to ask yourself the hard question: If they weren’t there could you hire somebody more likely to excel?
Evaluate skilled underperformers. If somebody is not doing well in their role but is talented, it’s time to look at yourself in the mirror: Have you put this person in the wrong role? Is your management style just a bad fit for the person? Is this person experiencing a temporary personal problem?
Make the tough calls. If someone truly is bad at their job and they are unlikely ever to improve — that’s key — you have to fire them. “Don’t put it off. All that’s going to do is piss off your top performers and burn them out,” Scott says. “It may seem harsh, but it’s also harsh to let your top performers carry the burden for underperformers.”
Urge them to take action on the results.
Make sure you’re doing right by every person in every quadrant
Thank you for your invitation
Yes, I agree.
Thanks
Yes agree , but when ? when i believe & trust this manager , otherwise i disagree , because he will correct my path and improve my performance
If performance is good than the liking doesn't matter...
I do not know that you understand that the question is do you work in an environment that imposes the way you work properly never do not agree that I do not do, but what it says to me and my conscience and my principles immoral if deported from the business world will not Asaom to the top of Issa would die of starvation
