Change as simple as one, two, three
by Miki SaxonToday’s comment may seem a bit abrupt—rather, it’s short and sweet.
I get many queries from senior execs asking for detailed how-to’s and exotic approaches for implementing cultural and other intangible changes, as well as how to encourage (and at times, coerce) their managerial staff into actually doing them.
The most successful method is as simple as one, two, three.
- Carefully define, in a quantifiable manner, what you want done (not “increase retention,” but “reduce turnover by X%”).
- Include these well quantified goals in the managers’ annual objectives.
- Make it clear to your managers that they will be evaluated on these goals and that the evaluation will impact their annual reviews and compensation.
Vested self-interest will do the rest.
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