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This issue features Part 4 in a series on 6 Sigma
or Business Process Improvement. We offer some considerations for
Leveraging 360-Degree Feedback to Improve Leadership Performance
and introduce a model and process for Creating and Sustaining High
Performance Teams.
HPS works with senior business leaders who want to perform at their
best and inspire the best from their people. Our clients want to
improve employee, team, and organizational performance and move
from current performance to highest potential.
Current
PERFORMANCE |
 |
Highest
POTENTIAL |
| Bridging the Gap |
HPS Leadership Best Practices™ is published monthly as a free
resource for senior business leaders who seek practical and cost-effective
business solutions. We welcome your feedback and comments including
requests for new topics. Please send correspondence directly to
me at lfehd@hp-strategies.com.
Kindest regards,
Larry Fehd, President and Founder
HUMAN PERFORMANCE STRATEGIES
Office (512) 415-0748 Fax (512) 335-6630
Corporate Headquarters - Austin, TX USA
www.hp-strategies.com
Coming in Our Next Issue
| • |
An Extraordinary Invitation™ Part II |
| • |
Leveraging Assessment Tools for Optimal Performance |
| • |
BPI-Six Sigma Series continues |
Coming in Future Issues
| • |
The Impact of Performance Coaching on Leadership Effectiveness
and Bottom-Line Business Results |
| • |
Training vs. Entertainment |
| • |
Don't Take It Personally, It's Only Business |
| • |
Building the Strategic HR Enterprise |
| • |
Grow Your Own or Steal Your Neighbor's |
| • |
Valuing Diversity: Different + Different = Improved Business
Performance |
| • |
What and Why Are Easy; Knowing How Is the Key |
| • |
Dishonesty by Omission |
| • |
Balancing Strategic and Tactical Workloads |
| • |
Power Management: Positive vs. Negative Energy Expenditures |
| • |
Safety: It's Not What You Think |
| • |
Statistical Forecasting: A Series of Articles on Statistical
Forecasting and Related Topics |
| • |
Keys to Creating and Sustaining Trust |
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BPI-6 Sigma: The Measure Phase
Broad measurements (data) should reflect process performance
relative to quality, cycle time, cost, or output (volume), consequently
reflecting the voice of the customer. Remember, the customer is
the entity that receives the output from the process. Since data
collection consumes resources and time, it is important to collect
only that which will be useful in depicting the process dynamics.
Data tells us where we are and where we wish to go! [more]
Leveraging 360-Degree Feedback
to Improve Leadership Performance
Despite well-intentioned efforts, the majority of leadership development
initiatives eventually become flavors of the month. Few, if any,
measurable and sustained results become evident over time. This
article focuses on how to leverage 360-degree feedback to improve
leadership effectiveness and individual, team, and organizational
performance. There are several fundamental components that must
be present for any 360-degree leadership development initiative
to be successful. [more]
Creating and Sustaining High-Performance Teams
Are you struggling to motivate and inspire the best from your
people? Are you frustrated by erratic team performance, having invested
in team building and other related training in the past with only
marginal results?
Despite most well-intentioned efforts, the majority of team building,
training and other related developmental initiatives result in little
if any sustained improvement in team productivity. Motivating people
to work together effectively and collaboratively is one of the most
important yet difficult challenges facing today's leaders and organizations.
[more]
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