Over the last few months I have been blogging a few times about my book, called Performance Leadership, published by McGraw-Hill.
Gary Simon, the managing editor of FSN, will be doing an interview with me about the book on April the 15th, during a live webcast.
Space is limited, so they say, so reserve a seat here.
Here’s some text from the invitation that tells what the webcast will be about:
Traditional performance management is grounded in measurement, operational excellence and analysis. It is a well understood model that has served business particularly well for the last two decades, but how well does it fit the complexities of the networked economy? According to leading thinkers such as Frank Buytendijk, businesses need to take far more account of behavioural aspects of management if they are to succeed in fostering relationships that contribute to success.His recently released book, “Performance Leadership”, published by McGraw Hill is a thought provoking and thoroughly researched treatise on the topic which challenges conventional wisdom around strategy development and performance management while providing exciting new ways of harnessing organisational effectiveness.
According to Buytendijk, present day approaches to performance management are too mechanistic. “We try to command and control; we impose rules and regulations. We align people with a common goal; we provide targets that we expect them to meet, instead of allowing them to be inventive and resourceful. As it is with managing a machine we set up systems of control, when in reality we should set up a system of encouragement, improvement and innovation,” he says. “Hierarchical management structures works best in environments with low ambition and low uncertainty, but most of us are facing anything but certainty,” he adds.
