Sam Palazzolo | Pathos Leadership Group

“Jolts” for Training & Development… Really?

March 22, 2011 By Sam Palazzolo

In Sivasailam Thiagarajan’s (“Thiagi” for short) latest authoring effort for Training & Development (T&D) professionals he puts together fifty (50) different ways in which one can “wake up and engage your participants” in training sessions. These “jolts” are described as moments that challenge training participants, asking them to “re-examine their comfortable assumptions and habitual practices” (Otherwise known as their comfort zones). While the book is a nice effort (272 pages, again 50 different tricks, and Thiagi is a legend in the T&D space), I wonder if this is a solution to the Organization Development (OD) problem, or the cause? Here are the facts:

The American Society of Training & Development (ASTD) reports in its “2010 State of the Industry” report:

Instructor lead “formal learning” initiatives took a slight dip from 2008’s 72.2% to 2009’s 70.4%
Technology based learning increased 31.4% to 36.5% from 2008 to 2009
Outsourcing is on the rise – 26.9% in 2009 versus 22.0% in 2008
Investing in learning is stable – $1,068 per employee in 2008 versus $1,081 in 2009
Decrease in Content Reuse – 59.5% in 2008 versus 56.3% in 2009
Results aren’t Tracked – 54.5% of organizations track behavioral changes, only 36.9% monitor an evaluation of results, and only 17.9% attempt to identify ROI (NOTE – 4.1% do NOTHING!)

I believe that these figures are conservative in nature, reflecting an optimistic T&D effort. Instead, there is much effort being placed by those organizations I partner with to increase the reach of technology. Imagine the power of a 15-20 minute eLearning module which can be viewed 24/7 by participants around the globe… Think of it as a “Google-mentality” where a learner wants to know the answer to a problem they’ve encountered and they don’t know the solution right off the bat. With a quick scan of the learning management system (LMS), they can identify a short module that they can view at their desk providing them with the much needed perspective in order to solving their problem.

The disconnect that I see with the “Jolts” concept is that each jolt-experience or exercise is 15-20-30 minutes in length (Thiagi warns that a side-effect of performing “Jolts” is that there may be strong emotional reactions… Remember those Lays potato chips with Olestra and ensuing stomach cramps? Sounds like a do-over!) This would appear to be way too long, especially considering a world that wants training delivered in short time-period intervals.

Now I don’t want everyone to think that an engaging session isn’t a goal of mine or ours here at Pathos Leadership Group. But what I can say is that we let the content stand on its own, with documented research and scientific methodologies, as well as metrics implemented to track results. I believe that a trend will be reflected in delivering content in as short a time period as possible, so that the learning moment can occur, and that the participants can return to work to begin implementing what they’ve learned ASAP. Then a coaching, or follow-up, initiative will occur in which we can monitor implementation as well as sustainment.

With the caffeine studies I’ve seen, I would have to weigh in that organizations should distribute Jolt cola instead of “Jolts”!

Sam Palazzolo is a recipient of the American Society of Training & Development’s “Certified Professional in Learning & Performance” (CPLP designation). Of the society’s 35,000 world-wide members, less than 750 have achieved such designation.

Filed Under: The Influential Edge Blog Tagged With: ASTD, coaching, cplp, jolts, leadership development, organization development, organizational development, pathos leadership group, sam palazzolo, thiagi, thiagi jolts, training & development, training metrics, training results, training ROI

Executive Coaching: Should You Try Fruitcake?

February 8, 2011 By Pathos Admin

In a speech delivered to the U.S. Chamber of Commerce on Monday, February 7, 2011, President Barrack Obama offered up a tongue-and-cheek remark regarding his ability to make friends and influence others. Specifically, he commented “I’m here in the interest of being more neighborly,” Obama told a crowd of CEOs at the Chamber’s headquarters, which is across the street from the White House. “Maybe if we would have brought over a fruitcake when I first moved in, we would have gotten off on a better foot. But I’m going to make it up.” Really?

The irony of the fruitcake quip might have been lost on the Chamber crowd, but that shouldn’t stop you as an Influential Leader from receiving the underlying message. There are several observations one can take away from the remark, all of which are Pathos Platform elements which we coach leaders on to become more influential. Here then are our takeaways:

1. Give and Receive – The Reciprocity platform element is the old “give and take” analogy. I will give you something today, in exchange for receiving something from you tomorrow (or later). This “give and take” is what organized societies are founded upon in order to barter or trade currency, intelligence and/or task accomplishment. The expectation that you will receive without giving is not only mistaken, but delusional! Furthermore, the window of opportunity for payback can be propped open for future repayment.

2. Give First – In order for the Reciprocity platform element to work, you should not hesitate to go first and give, rather than look to receive. By going first you set a myriad of occurrences into the works, and the other party will feel an overwhelming sense of obligation to return the favor and give back. Often times, this burden of responsibility by accepting, or merely receiving an offer to give, will bear tremendous weight. Weight which the other party might just want to unload at their earliest opportunity!

3. Give Often – Why stop with just one obligation to repay the reciprocal transaction? In the event the gift given is not recognized as worthwhile or valued by the recipient, you may have to give another gift. Furthermore, continuing on a relationship by giving will provide you with much needed visibility in which the other party will not lose sight of your generosity, or presence.

4. Give Value – We mentioned above that the ability to provide something of value to the recipient might cause you to have to give more often. So what exactly will be of value to the other party? You may have to approach their “runway” from several different perspectives in order to finally land successfully, but this will also show your flexibility and diversity.

As a leader, you should notice a trend in the above takeaways, namely the action of giving. We say “action” because this isn’t meant to be a thought, or a plan, for there must be action taken in order for the leadership moment to take place. Furthermore, and our statistics bear this out, the ability to receive as a result of giving (as opposed to that of expecting to receive alone) bears a statistically significant outcome in your favor in both the short/long term. As an executive coach, we would also remind you that as a leader it’s never too late to begin giving.

If you think that the opportunity has passed you by to reach out to your associates and develop them, that’s rarely the case! We’ve seen progress made even by those leaders who claimed that they were “too old of a dog to learn new tricks!” Perhaps a little fruitcake in that doggy bowl just might do the trick so as to act more like an Influential Leader and get your just desserts/results!

Filed Under: The Influential Edge Blog Tagged With: barack obama, executive coach, executive coaching, leadership development, organization development, pathos leadership group, president fruitcake, sam palazzolo

Healthcare Organization Development: The Gryphon Project

October 7, 2010 By Pathos Admin

Pathos Leadership Group’s work within the healthcare industry is appropriately titled “The Gryphon Project.” These initiatives are focused on healthcare industry leaders individually, as well as their teams. All of the Gryphon initiatives are customized, with our 100+ years of healthcare experience in executive coaching and organization development allowing us to deal with a wide variety of situations. Our specialty is in leveraging assessments (behavioral assessments and 360 degree) to help organizations achieve results that are aligned with their mission, vision, values, goals and objectives.

The Behavioral Assessments and 360 Degree Assessments used within the Gryphon Project include (a partial list of those assessments follows. Note that each individual client is consulted regarding the appropriate assessment to be utilized):

Winslow
Emotional Intelligence (Bar On & Hay Group)
Myers Briggs
DiSC
Influence Strategies (Hay Group)
The Influential Leader (Pathos)
LPI (360 degree)
Bar On (360)
LMAP (360)

The Organization Development programs under way within the Gryphon Project include:

Leadership Development Programs
Associate Development Programs
Executive Coaching
Associate Group Coaching

For more information on The Gryphon Project, contact Pathos Leadership Group at info@pathosleadershipgroup.com or 877.455.3133.

The gryphon (Greek: γρύφων, grýphōn, or γρύπων) is a legendary creature with the body of a lion and the head and wings of an eagle. As the lion was traditionally considered the king of the beasts and the eagle was the king of the birds, the griffin was thought to be an especially powerful and majestic creature. Griffins are normally known for guarding treasure and well-valued priceless possession.

Filed Under: Featured Content, The Influential Edge Blog Tagged With: 360 degree, associate development, bar on, behavioral assessment, executive coaching, healthcare, healthcare organization development, leadership development, lmap, lpi, organization development, pathos leadership group, sam palazzolo, winslow

Pathos Leadership Group’s Leadership Development Expertise Sought by US News Best Hospital

August 16, 2010 By Pathos Admin

Pathos Leadership Group (PATHOS) has been invited to participate in an Executive Development brainstorming session Thursday, August 19^th 2010, hosted by the Center for Learning at Texas Health Resources (THR). THR is one of the country’s largest non-profit healthcare organizations, with just over 18,000 associates. The Center for Learning is looking to create a competitive edge for their leaders in this continually changing healthcare environment.

PATHOS is one of only a limited number of THR Strategic Partners invited to participate in the Leadership Development session. The objectives of the session are to (1) create the foundation for how the learning initiatives will be provided (Live instruction, eLearning, Webinar, Blended Learning, Learning Library Resources, etc.) and (2) identify what topics will be crucial to drive leadership forward.

PATHOS President Sam Palazzolo CPLP PCC said, “We’re honored to be selected to participate with such a leader in the healthcare industry. Our relationship with THR as one of their ‘Preferred Coaching Organizations’ and as an Organization Development Consultancy has allowed us to strategically partner on several initiatives over the years. The Center for Learning’s ‘forward thinking’ leaders provide learning and development offerings to their organization, benefitting leadership, associates, and patients.”

PATHOS provides a variety of Executive Coaching and Organization Development solutions ranging from Leadership Development, Succession Planning, Engagement Programs, Behavioral Assessments, 360 Degree Assessments, and Associate Development offerings.

More information on PATHOS can be found from the Pathos Leadership Group website – http://www.pathosleadershipgroup.com/

###

Contact:

Sam Palazzolo, Pathos Leadership Group LLC

Tel: 877 455 3133 Email: pr@pathosleadershipgroup.com Web: www.pathosleadershipgroup.com

Notes to Editor:

Pathos Leadership Group LLC provides results-oriented Executive Coaching and Organization Development to some of the world’s largest healthcare organizations.

Their Executive Coaching has earned them International Coach Federation professional certifications and Organization Development programs the American. Society of Training’s (ASTD) Certified Professional in Learning & Performance (CPLP) designations.

Contact Information:

Pathos Leadership Group LLC

Sam Palazzolo

877 455 3133

pr@pathosleadershipgroup.com

www.pathosleadershipgroup.com

PATHOS President Sam Palazzolo CPLP PCC said, “We’re honored to be selected to participate with such a leader in the healthcare industry. Our relationship with THR as one of their ‘Preferred Coaching Organizations’ and Organization Development consultancy has allowed us to strategically partner on several initiatives over the years. The Center for Learning’s ‘forward thinking’ leaders provide results-oriented offerings to the organization, benefitting leadership, associates, and patients.”

PATHOS provides a variety of Executive Coaching and Organization Development solutions ranging from Leadership Development, Succession Planning, Engagement Programs, Behavioral and 360 Degree Assessments, and Associate Development offerings.

More information on PATHOS can be found from the Pathos Leadership Group website – http://www.pathosleadershipgroup.com/pathos-power-library/

###

Contact:

Sam Palazzolo, Pathos Leadership Group LLC

Tel: 877 455 3133 Email: info@pathosleadershipgroup.com Web: www.pathosleadershipgroup.com

Notes to Editor:

Pathos Leadership Group LLC provides results-oriented Executive Coaching and Organization Development to some of the world’s largest healthcare organizations.

Contact Information:

Pathos Leadership Group LLC

Sam Palazzolo

877 455 3133

pr@pathosleadershipgroup.com

www.pathosleadershipgroup.com

Filed Under: PR Tagged With: 360 degree assessments, 360 degree review, executive coaching, executive development, healthcare, healthcare industry, hospital development, leadership development, organization development, organizational development, pathos leadership group, sam palazzolo, succession planning, training and development

Learning Assessment – STOP training… START LEARNING!

June 29, 2010 By Pathos Admin

STOP training… START LEARNING!

Before you spend or budget $1 more for training in your organization, wouldn’t you like to identify exactly what results learning and development are providing you and your organization right now? Furthermore, would you like to create a dynamic learning plan which aligns with your organization vision/mission/values? If so, the Pathos Learning Assessment^TM is your solution!

Formulated after a classic accounting audit process, we get to the bottom-line results regarding key learning performance indicators (Return on Investment) and deliver benchmark comparison versus best in class learning organizations, in order to produce a customized organization learning action plan.

Here is an example of the FIELDWORK we recently conducted for a client’s Learning Assessment:

Learning Operational Assessment
- Operations
- Departmental Functions
- SWOT Analysis
- Financial / Budget Review
- Administrative / Business Procedures
- Critical Functions
- Information Technology
- Interview Key Personnel (1:1 / Focus Group)
- Observe Departmental Procedures
- Review Learning Progress with Department Heads / Personnel
- Risk Assessment of Learning Controls and Procedures
Fieldwork Review

While no two Learning Assessment^TM engagements are typical, most organizations can anticipate the entire process to take 10-16 weeks.

For more information on partnering with Pathos on a Learning Assessment^TM, contact us at info@pathosleadershipgroup.com or call 877.455.3133.

Filed Under: Featured Content, The Influential Edge Blog Tagged With: ASTD, cplp, learning assessment, learning audit, organization development, pathos leadership group, ROI for training and development, sam palazzolo, training assessment, training audit, training return on investment, training ROI

Cold Culture? Heat It Up in a Hurry!

April 19, 2010 By Pathos Admin

Why do so many organizations’ “suck” and why do they just not get “it” right?

Here’s a letter we received recently from a leader looking to us to take his organization up a degree or two (Make that at least five degrees!) When reading it, see if anything sounds familiar?

Dear Pathos,

I am writing to you after recently spending the last three days at a team building event my company held for its leadership development candidates (LDC). After three days of alternating excruciating heat (think James Arthur Ray’s sweat lodge) and freezing cold (think Donner Party), I am left wondering exactly why I was so excited to be selected as an LDC?

I guess at the heart of what truly bothers me is that as I looked around the room at the other LDC’s, I realized that each of us were really left to our own demise regarding how we performed our roles within the organization. Absent was any resemblance of consistency regarding our organization vision, picture of where we were going and values which would take us there. Worse yet, the leadership in our organization put on what could only be described as a “cold, distant, and disconnected” panel session in which we were encouraged to listen to their stories about how great the company was back in the 90’s!

I’ve come to the realization that “What got me here isn’t going to keep me there!” I feel disillusioned after my three days in close quarters with the organization’s leadership, a lot like Dorothy realizing that the Great Oz was actually just a man behind a curtain with some special effects! While I am grateful for the many things which the organization provides for me and my family, I worry about the cold culture causing lasting damage to me.

Cold Culture Survivalist

The letter from Cold Culture Survivalist prompted us to recall Dave Logan’s “Tribal Leadership” book in which he reveals that there are only 5 stages of organization culture, and that once you figure out where you are amongst those stages via what you have, you can determine how you can move up. Why would you want to move up in these culture stages? Well, according to Logan, the organization that do are more effective, more profitable, and basically everybody wins.

Here is a summary of the five stages identified in the book:

Bottom – Stage 1: (2% of all organizations) The bottom of the barrel, well to put it bluntly performs the least well. Here they say “life sucks!” They may not come out and say it out loud, but this screams from the participants actions. This happens rarely in the corporate world, but there are exceptions…

Stage 2: (25% of all organizations) “My life sucks” is their theme. No hostility, instead there is apathy. Performance drops, no innovation, new ideas are squashed, vision/values are laughed at (Mumbo jumbo), and so on is the way of life in this stage.

Stage 3: (48% of all organizations) Here they say “I am great, and you’re not!” There can be only one… very competitive here. In the end, you’ve got to look better. When it comes to clients, they notice that you’re not on the same page. If they only had a mirror to see themselves here in Stage 3!

From this point forward, organizations who operate in Stage 4 and 5 will reflect 300-500% improvement…

Stage 4: (23% of all organizations) “We’re Great, and They’re Not!” is the mantra here. There is always a competitor, as you move to the top of the organization; the “they” gets more vague.

Stage 5: (2%) Atop the Winslow Hierarchy of Needs is the idea that “Life is Great”… Our competitor becomes an idea, or a thought.

So what can our friend Cold Culture Survivalist do? Sometimes the realization of where you are truly at spending your time can be a valuable exercise. Here are several questions to ask yourself if you can sympathize with them:

What stage do you believe your organization is at?
What stage do you believe you are at within the organization?
What are the “Top Three” actions within your control that you could take to improve the stage position?
What’s at stake if you don’t achieve those three actions?
What do you want to do?

▫ What’s your gut telling you is right?

▫ What’s your heart telling you is right?

Keep in mind, most leaders put themselves 2-3 stages higher than they really are (Positive Bias). Individuals aren’t very good at assessing themselves. The group is much better at assessing themselves, so perhaps you should also include feedback from those around you.

If you don’t get in touch with what’s really important to you, you will get yourself caught in one of those computer-programming-like loops we refer to as a “Downward-Death-Spiral.” This spiral sees nowhere but down-and-out as options. So how do you rewrite this? Confront Reality… or as one of our clients says “Decide… Commit… Succeed!”

Filed Under: Featured Content, The Influential Edge Blog Tagged With: Business Coaching, business consulting, cplp, executive coaching, organization culture, organization development, pathos leadership group, pcc, sam palazzolo, values, vision

Organization Development: Engaging the Baby Boomers

April 2, 2010 By Pathos Admin

Five Organization Development Strategies for a more productive workplace.

As we slowly but surely pull out of the recent economic downturn, it’s time to assess our organization development to determine exactly who will fuel our renewal and growth. “The rules of engagement have changed” said Sam Palazzolo CPLP PCC, President of Pathos Leadership Group. “The landscape of talent management requires and entirely different horticultural approach.”

What’s at stake is an attempt to determine how to best move forward with the Baby Boomers (Those born 1946 to 1964) while continuing to engage the remainder of the Four Generation Workforce (Millenials, Generation X and Y). We estimate that the recent recession caused this section of the workforce to extend, or delay, retiring by double their pre-recession plans. “The Baby Boomers are pissed” says Palazzolo. “and they should be!” The light on the retirement train which was insight at the end of the tunnel has been snuffed out, or extinguished, causing most Baby Boomers to rethink, refocus, and replan their retirement efforts.

So how will you ensure that the extended length of time for this group is spent on results-oriented organization initiatives? The following five (5) strategies should be implemented in order to engage Baby Boomers:

Time, Time, Time… See What’s Become of Me! – Simon & Garfunkel originally sang the lyrics (later respun by Susanna Hoffs of the Bangels) which focused a generation (or two!) Time has never been more important, and there has never been an age group that values their time more than the Baby Boomers. With that in mind, insure that your organization development plan encompasses incentives that are time rich, including time off.
Act Green Locally… Go Green Globally – Going green for Baby Boomers includes the opportunity to give back. Allow opportunities for community involvement (Think Habitat for Humanity) as well as time for “good will” sabbaticals. They’ll come back recharged, refocused and rededicated.
Wrap It Up… I’ll Take It – Allow Baby Boomers the flexibility while working on projects to participate on specific modules which highlight their expertise, instead of the entire project.
Send in the Clowns – Ok, not the circus clowns… think Cirque de Soleil! In other words, allow Baby Boomers the flexibility of a rope dancer in your organization. By providing the opportunity to pick/chose their schedule, as well as where they work, their productivity will blossom.
People Let Me Tell You About My Best Friend – Install a mentorship (or coaching) program where the wisdom of Baby Boomers can be tapped before they depart from the organization. Simply put, get the information from them before they’re gone.

By adopting any of the proceeding five organization development strategies for Baby Boomers, you’ll create an engagement initiative which few organizations can deliver. Furthermore, the productivity and results of your organization will be cast for years to come, resulting in a much needed lift to any organization after the economic drubbing of recent years.

Filed Under: The Influential Edge Blog Tagged With: baby boomers, Business Coaching, cplp, engagement, executive coaching, four generation workforce, generation x, generation y, organization development, pathos leadership group, pcc, sam palazzolo, talent management

Organization Development with Power for the New Economy

March 1, 2010 By Pathos Admin

Pathos Leadership Group has launched their “Pathos Power Library,” a collection of customizable e-learning course titles that address today’s most important business issues.

Created from research in organization development by the Pathos Leadership Group Executive Coach and Organization Development teams, the “Pathos Power Library” consists of thirteen (13) organization development programs. Each program consists of approximately one-hour (1) of active learning including professionally researched content, quizzes for comprehension and an action plan for implementation. Many of the titles include a supplemental real-world business scenario for use in team meetings for further topic exploration.

Pathos President Sam Palazzolo CPLP PCC said, “Organizations that are looking to get the influential edge in business in this ‘New Economy’ are looking for tools which can take their organization development to another level. Our latest offering, the ‘Pathos Power Library’ brings the topics which produce this edge to organizations in a convenient, customizable and cost effective solution.”

The “Pathos Power Library” programs consist of an Instructors Guide, a PowerPoint Presentation, Participants Guide, e-Learning Video, as well as a Business Scenario for team discussion / team building. All programs are 100% customizable with a few mouse clicks, and there are no license fees, no certification fees, no minimum order quantity, and no maximum number of participants. Purchasers pay a single price for each title, or a special low price for all of them.

More information on the “Pathos Power Library” can be found from the Pathos Leadership Group website – http://www.pathosleadershipgroup.com/pathos-power-library/

###

Contact:

Sam Palazzolo, Pathos Leadership Group, Dallas, TX USA

Tel: 877 455 3133 Email: info@pathosleadershipgroup.com Web: www.pathosleadershipgroup.com

Notes to Editor:

Pathos Leadership Group provides results-oriented Executive Coaching and Organization Development to some of the world’s largest healthcare, telecommunications and financial groups.

Their Executive Coaching has earned them International Coach Federation professional certifications and Organization Development programs the American Society of Training’s (ASTD) Certified Professional in Learning & Performance (CPLP) designations.

Contact Information:

Pathos Leadership Group

Sam Palazzolo

877 455 3133

info@pathosleadershipgroup.com

www.pathosleadershipgroup.com

Filed Under: PR Tagged With: business coach, customized training, executive coach, executive coaching, organization development, organizational development, pathos leadership group, sam palazzolo, training and development

The Influential Leader Inventory

January 25, 2010 By Pathos Admin

Online Surveys powered by SurveyGizmo

Filed Under: Assessments Tagged With: Assessments, executive coach, executive coaching, influential leader inventory, leader, Leadership, pathos leadership group, sam palazzolo

Executive Coaching on Performance Appraisals: 5 Actions For Leaders

January 20, 2010 By Pathos Admin

Have you already filed your associate’s performance appraisals away? If you want “performance” you’d better get them back out!

As an executive, you are doing due diligence in your organization development plans when you provide consistent feedback to your employees. Furthermore, the “coaching moments” arise when your associates fall outside of acceptable performance norms. Odds are that if you’ve done the performance review process correctly, your associates typically reside more frequently “outside” of the norms than “inside” them. If that’s the case, then are performance appraisals a worthwhile venture when it comes to assisting you and your company in accomplishing your coaching organization development goals?

According to perhaps the greatest quality expert of all time, W. Edwards Deming believed that performance appraisal systems and formats were flawed and inaccurate! These flaws and inaccuracies were due primarily to false assumptions and too much subjectivity on the part of the reviewer. Deming used to say that these performance appraisals were just one of the seven deadly sins of management!

What were Deming’s reasons for viewing performance appraisals as flawed? Among them were:

Appraisals stimulate short-term performance and deflect attention from long-term planning.
Reviews often leave those receiving the review bitter, desolate, feeling inferior and unfit for work, often times afraid to offer a differing opinion than the group for fear of being labeled a dissenter.
Appraisals undercut teamwork because they inherently grow rivalry, politics and fear. The individual is being reviewed, not the team, and therefore attempts to put their “best foot forward” aren’t attempted.
Reviews focus on the end result, or product, and not the individual’s leadership abilities along the way.
The measures used to evaluate performance are often not meaningful, because both leader and subordinate are often times forced to “check a box” to satisfy the review process.
Reviews discourage quality… Quantity is stressed over quality!

So just what should the leader do based on Deming’s distaste for performance appraisals? The following five action steps should be implemented for better results:

Eye on the Prize - Focus on the long-term goals of the individual/team/department/organization. Focusing on short-term throughput can lead to long-term problems if the proper focus isn’t taken. Think “long term” for greater success.
Don’t Take It Personally – Keep personalities out of performance reviews. The metrics which a leader should measure an individual’s performance should not include their personality defects. We’ve all got a defect of personality, as the leader are you willing to look yourself in the mirror and have your defects discussed?
There’s No “I” In Team – Make certain that performance is evaluated regarding ones team efforts, in addition to their own individual efforts. Also important to note is ensuring that their compensation plan also takes team efforts into consideration.
Smell The Roses Along The Way - Performance appraisals are often done annually, with the file going in the drawer and dusted off around day 364 almost in the next year. Unfortunately, if you want better results you’ll need to review the appraisal more frequently. Establish quarterly (monthly?) review plans with your team for maximum effectiveness.
Get Perspective - Often times the leader is too close to the situation to effectively monitor/measure. Seek an external party to perform the evaluation to ensure that what you’re measuring is correct, and that you are on the right course.

Love them or hate them, executive coaching regarding performance appraisals are here to stay! When done properly, executives can count on their team to outperform their established goals. These five actions should lead you towards future success… make that you and your team!

Sam Palazzolo CPLP, PCC is President and Chief Influence Officer at Pathos Leadership Group. Since 2005, Sam and the team at Pathos have been helping leaders and their organizations get the influential edge, so that when they compete… They win! If you’re a leader and you’d like to see how you rank on the “Influential Leader” scale, complete the partial Influential Leader Inventory at http://www.pathosleadershipgroup.com/assessments/ILI/ today! For more information on Sam or Pathos, contact us at 877.455.3133 or email info@pathosleadershipgroup.com.

Filed Under: Featured Content, The Influential Edge Blog Tagged With: coaching, executive coach executive coaches, executive coaching, organization development, pathos leadership group, performance appraisals, sam palazzolo, sins of management, W. Edwards Deming

“Jolts” for Training & Development… Really?

Executive Coaching: Should You Try Fruitcake?

Healthcare Organization Development: The Gryphon Project

Pathos Leadership Group’s Leadership Development Expertise Sought by US News Best Hospital

Learning Assessment – STOP training… START LEARNING!

Cold Culture? Heat It Up in a Hurry!

Organization Development: Engaging the Baby Boomers

Organization Development with Power for the New Economy

The Influential Leader Inventory

The Influential Leader Inventory

Executive Coaching on Performance Appraisals: 5 Actions For Leaders

Pathos Coaching for Results Toolkit

Pathos Video

Pathos Poll

Rarely or never	Sometimes	Often	Very often

Rarely or never	Sometimes	Often	Very often

Rarely or never	Sometimes	Often	Very often

Rarely or never	Sometimes	Often	Very often