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Role Model Article Series: General and Operations Managers

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Role Model Article Series: General and Operations Managers

According to the O*NET database, General and Operations Managers Plan, direct, or coordinate the operations of public or private sector organizations. Duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources. This includes: Business Manager, Facilities Manager, Facility Manager, General Manager (GM), Operations Director, Operations Manager, Plant Manager, Plant Superintendent, and Production Manager.

To date, we’ve assessed 7 leaders in this role, in the Machinery and Heavy Equipment industry, including a unique 360° feedback platform that collected comments from managers, peers, direct reports, and others. Participants received comments from 108 raters. Although this small sample size means that we can’t separate out the top 85% of participants in a meaningful way or confidently say that these qualities apply to other organizations, we will highlight consistent strengths and talents for the current group; and look forward to updating these results in future.

A Key Problem with 360° Feedback and Performance Evaluations

A Key Problem with 360° Feedback and Performance Evaluations

Traditional 360° feedback and performance evaluations can hurt more than help, despite our best intentions. You've likely experienced this first-hand - the disheartening feeling that comes with being criticized and the natural inclination to defend yourself. We're all human, after all, and it's difficult to hear about what we perceive to be our problems and failures, even when we're eager to know about how we can improve.

There is an alternative - reframe the way you give and receive feedback, focusing on suggestions instead of criticism. It may seem like a simple and subtle difference, but it can have a powerful impact on our performance and engagement.

Criticism:

  • Focuses on the negative, and damages self esteem.

  • Feels painful and hurtful, and leads us to put up defenses.

  • Tends to be perceived as ‘who we are’, and difficult to change (e.g., “I can’t handle conflict”).

Suggestions:

  • Focuses on the positive, and on our capacity for change.

  • Feels helpful and beneficial, and encourages us to listen.

  • Tends to be seen as ‘what we do’, and something we can improve (e.g., “Dealing with conflict right away would help me diffuse it more quickly and easily”).

Reaching New Heights: How a ‘Role Model’ perspective can greatly improve your team and organizational performance

Reaching New Heights: How a ‘Role Model’ perspective can greatly improve your team and organizational performance

In “The Best and the Rest: Revisiting the Norm of Normality of Individual Performance” (a study that includes 633,263 participants across a range of professions), Ernest O’Boyle Jr. and Herman Aguinis found that employee performance follows a Power-Law distribution, with the best being up to 5.4x times more productive than their median peers.

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Role Model Article Series: Medical and Health Services Managers

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Role Model Article Series: Medical and Health Services Managers

According to the O*NET database, Medical and Health Services Managers plan, direct, or coordinate medical and health services in hospitals, clinics, managed care organizations, public health agencies, or similar organizations. This includes: Clinical Director, Health Information Management Corporate Director, Health Information Management Director, Health Manager, Mental Health Program Manager, Nurse Manager, Nursing Director, Practice Administrator, Program Manager.

To date, we’ve assessed 63 people in this role, including behavioral questionnaires and a 360° feedback survey that collected comments from managers, peers, direct reports, and others. Twelve participants received exceptionally-high ratings from these 75 raters and would be considered Role Models for the group.

Foothills Medical Centre: Frontline Leadership Development Program

Foothills Medical Centre: Frontline Leadership Development Program

The Hayward Group recently had the privilege of providing assessments, feedback sessions, and developmental support to Foothills Medical Centre’s frontline leaders, in partnership with The University of Calgary, Haskayne School of Business Executive Education. It provided a unique opportunity to not only help participants better understand their strengths and needs, but also answer a series of critical questions about how successful healthcare leaders approached their work.

Helping you build a successful and engaged workforce.