 ResultsMark W. Mccloskey Chapter Chapter 23 in Learning Leadership in a Changing World, 2014, pp 251-262 from Palgrave Macmillan Abstract: Abstract In the New Normal operating environment, paying attention to performance is more important than ever. Roger McNamee states, “The late ‘90s were all about people who looked good in the spotlight. I call it the CNBC CEO. Now it’s about people who get things done. The question isn’t, What’s your vision for the future? The question is, What are you doing today? You still need a vision, but that is no substitute for a realistic plan” (LaBarre, 2003). The founding editors of Fast Company observe, “To win in the New Normal calls for fresh thinking and for smart adaptation, for a focus on relentless execution and on solid performance” (Founding Editors, 2003). However, no organization drifts into solid performance. Leaders, member-leaders, and the entire organization need a way to continually assess and improve performance. The Results component of the 4R Model addresses this need, highlighting the critical contribution of performance feedback to sustained effectiveness in a landscape of harsh realities, changing rules, and high expectations. Keywords: Result Process; Performance Feedback; Performance Advantage; Organizational Life; Entire Organization (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-47637-1_23 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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