![]() The less motivated, at least at the beginning, set more traditional engineering functional objectives: performing speciic design tasks more eficiently, communicating well with the business sponsor to keep them informed, and so on. ![]() But over the years following the change, more and more of them became motivated to improve their functioning capability by setting personal objectives that were more challenging and more developmental. ![]() Early on in this transformation, I observed behaviour that encouraged me to believe that our strategy of Everyone a Leader wasĪ number of people in my group set SMBOs that were not much different than those that had been set for them under manager-directed MBOs. We switched, like everyone else, to the SMBO approach. Around the time the SMBO system was introduced, I was leading and managing a small group of engineers that was dedicated to the design and construction of capital projects. More will be said about self-management in part three of this book. This new “SMBO” approach shifted accountability for setting short-term work objectives onto each individual and joint responsibility for review of outcomes onto that individual as well as the person's manager. DuPont Canada had been using this tool for many years now, though, it was decided as part of the evolving design of the developmental leadership organization to redesign it in ways that would allow everyone to selfmanage. They then measure the performance of those individuals to establish their pay. Many conventional organizations use this well-known tool: managers set objectives in co-operation with the individuals in their organizations. One of these initiatives involved “management by objectives” (MBO). ![]() Over the years, to accomplish this goal, they made many changes to processes and systems. Our leadership framework goes beyond the development of skills skills, though, are the starting point.Īs I noted in the preface, at a point in time, DuPont Canada's senior leaders decided to markedly improve their company's performance by embarking on a strategy: that everyone would learn to become a competent leader. ![]() The speciic work of leaders is to make changes that improve their own capabilities as well as those of other individuals and entire organizations. ![]()
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