Keith R Szewczyk

Archive for the ‘Performance Management’ Category

Growth Starts with Delivering on Commitments

In Performance Management on March 13, 2011 at 4:37 pm

by: Keith R. Szewczyk

As a Generation X Executive Leader my management mantra is very simple “Continuous performance, continuous change and continuous growth”. This simple but powerful model is the center of success, where each pillar builds off each other. Performance creates credibility, credibility generates change that creates the competitive advantage, and competitive advantages generate growth opportunities.

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Develop a Critical Thinking Workforce

In Performance Management on February 27, 2011 at 6:12 pm

by: Keith R. Szewczyk

Globalization and technology is causing an increase in the tempo of business that creates an environment for the employees where they must deal with a rapid pace of multifaceted information. Critical thinking skill sets are a must for all of the leadership roles within the company and a bonus if the rest of the organization possesses these skill sets. Each project team must have leaders who have strong critical thinking abilities or risks will become true, issues will never be resolved and opportunities will be lost.

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Managing Performance: Set the Standards and Expectations

In Performance Management on February 19, 2011 at 4:56 pm

by: Keith R. Szewczyk

The objective of a great leader is to not only achieve a high performing organization in the short term, but to create a long term culture of high performance that sets a continuous expectation. This expectation is developed from a set of standards that the leader creates, which defines what and how the organization shall operate. Once the organization begins to succeed and a culture generates a sense of pride the culture will produce a unique brand that will attract top quality into the organization.

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The Priority Bottleneck

In Performance Management on February 5, 2011 at 7:30 pm

by: Keith R. Szewczyk

One of the responsibilities of an executive is to define the priorities that often guide the organization to make decisions on resource allocation when things go wrong. Now in a “perfect” world the organization would never rely on the priority list, because all projects are clear of issues, all project requirements are 100% defined, all projects are fully staffed and there are no risks on the project.

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