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Never Assume: Pursuit of Truth Makes Decision-Making Better

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, “We don’t know what we don’t know.” Finding out what we don’t know is hard if we are not constantly looking, either.

Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making.

Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth!

Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth!

This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions.

Luff cited research done by U.K.-based talent development company Silent Edge Ltd.

  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.

Yes, these people were all viewing exactly the same video. Frightening!

“This variation of opinion raises issues for performance and productivity,” wrote Luff. “Under such subjective influence, there is a risk that the wrong decisions may be made. Choosing new hires based on likability rather than capability can mean that they lack vital skills, while leaving managers to guess at employees’ development requirements may result in training that fails to address their true needs.”

Let’s give this some legitimately positive spin:

Reducing the influence of subjective judgment in decision-making is a critical goal that, if achieved to any significant degree, can provide a competitive advantage to your organization.

But, back to our main point: How to achieve objectivity in a rushed, high-quantity-low-quality-information environment? The keys are:

Permanent knowledge acquisition – Never stop learning and challenging your own assumptive filters.

Truth seeking – Do you demand justification and back-up for ideas and recommendations from staff? Do you abhor “yes-men” and demand that they change their ways? Do you reward subordinates that ask you to consider alternatives that challenge your preferences?

Think and plan ahead – In an imperfect business world, where we operate with incomplete information,  we need to hedge our bets and anticipate fact-needs ahead of time.

To do that, you need a leadership mindset we call the Pursuit of Truth. How is this mindset constructed?

Challenge assumptions – When assessments and recommendations are presented to you, ask for the background.

  • Examine the “why” of each conclusion.
  • Understand the facts used to support a point of view.
  • Find the holes in logic and ask those to be filled in.
  • Remain constructive and encouraging when challenging data or recommendations – Keep the focus on the task, not the person.

Train your subordinates to challenge their own assumptions – Running self-stress-tests on recommendations should be second nature.

  • Where are the holes in a recommended course of action?
  • Have all stakeholders and resource-holders been involved and their feedback sought?
  • How have external concerns been addressed?
  • What further investigation could help firm up a point-of-view or decision recommendation?
  • What is the source of information, and how would you assess its reliability?

Stress-test your own experiential assumptions against the marketplace – What was once true may no longer be so.

  • Does your experience still reflect marketplace reality?
  • Have you been away from the frontline too long as a team leader?
  • Is it time to discount your own belief system, to open your eyes to new information that may devalue your past experiences, and replace old assumptions with new perspectives?

In business, knowledge may be power, but only if the knowledge is still valid! Old knowledge that has not been updated is weakness, and needs remediative action! Adopting a mindset of permanent Pursuit of Truth is the path to remediation.

Find out more about our Pursuit of Truth and Foundations of Excellence methodology.

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  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Four Leadership Tips to Make November More Productive

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The ROI of Team Engagement – How to Measure?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Well Do You Grow Future Leaders?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Challenge Negative Mindsets When Pursuing New Ideas

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A Fresh Start on Performance Reviews: Alere Sets a Great Example

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Generation Xers are Today’s Leaders – Invest in Them

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Can Your Words Build or Break Trust With Co-Workers?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Lemonade of Employee Turnover

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement is a Two-Way Street

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

You Will Not Engage Every Employee – Nor Should You

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Make August Your Personal Rejuvenation Month

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Unbiased Opinion is a Myth. Discard It.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

When Motivating Employees, Do Words Get In the Way?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How to Sell Senior Executives on the Value of Talent Development

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Temporary Project Teams Need Scaffolding to Work Well

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

To Manage or To Lead – That is the Question

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Break Conversational Habits to Break Out of Ruts

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Schedule that “Thirdly Review”!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Make Spring Fever a Productive Force at Work

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Change Happens Inside Out – Driven By Middle Managers

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Quickly Does Your Culture Sub-Optimize New Talent?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Do You Fix a Jerk at Work?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

More Grist for the “Why Are Employees Not Engaged” Chat Mill

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Tips for Kicking Off 2015

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement Must Address Professional and Personal Performance Factors

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Happy Holidays from Bovo-Tighe!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

2014 is Done – Time to Kick-Start January

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Happy Thanksgiving from Bovo-Tighe

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Defend Human Development Investments Strategically

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Be Great to Work With

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leaders Must Still Manage. You Don’t Get Off That Hook!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

It Takes Time to Change Employee Habits – And Lots of Support.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Recognition – Easy to Say, Hard (it seems) to Do

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Misguided Advice from Monster about Aspiring to a Leadership Role

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Master the Art of Questioning (and Listening) to Better Raise Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Kick-Start Your Team’s Productivity Push for Autumn

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leaders Master the Art of Questioning to Raise Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Asking Silly Questions Makes You Smarter

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement is Personal, So Personalize Your Approach

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leaders: Spend More Time Leading People and Less Time Doing Stuff

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Take Steps to Run Better Meetings – Walk While You Talk

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement is Really Simple – But Does Take Energy and Focus

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Great Leaders See Themselves as Others See Them – And Engage Better

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Sayonara June! Hola July! Time for Mid-Year Resolutions.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Reset Your Leadership Mindset for the Next Six Months

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Great Leaders Make Life Better for Their Followers

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Defend No Process – Defend the Mission Against Old Processes

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How to Maintain Workplace Productivity During the Summer Vacation Season

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A More Productive Mindset for Work in Six Steps

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Honor the Last Full Measure of Devotion on Memorial Day

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

As a leader, you will get angry – How you handle that anger is critical to team productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Middle Managers Can All Lead – If You Show Them How

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Last Mile of Employee Engagement is the Hardest to Travel

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

We Love the Energizing Month of May

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Transformational Leadership Skill Spring Shape-Up

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Toyota Agrees: Machines Don’t Innovate – People Do.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Development Gaps Expose a Lack of Strategic Commitment

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

“Overnight” Organizational Change Takes Great Long-Term Leadership

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Does Your Online Presence Promote You?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leaders Don’t Pick Winners: Develop All of Your Team Members

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

May the Wind be at Your Back this St. Patrick’s Day

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Lessons for the Ides of March

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Our Foundations of Excellence Refresher

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Great Conversations Build Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

i4cp Research Isolates Six Key Employee Engagement Factors

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Tap Untapped Talent You Have Already Hired

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Each Great Leader is Unique, But They All Engage

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Annual Performance Reviews Should be the Icing not the Cake

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Resources We Rely On for New Ideas about Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Machines Don’t Innovate: People Do.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Hide From Your Manager to Get More Done!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Quotes to Get Your Mind Set for February

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Development Does Not Have to Cost an Arm and a Leg

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Why Does Leadership Development Fail to Create Great Leaders?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

New Year Resolution: Make a Habit of Your Productive Mindset

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Lessons from Scrooge and the Grinch

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Merry Christmas from Bovo-Tighe

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A Culture of Agility Requires a Commitment to the Pursuit of Truth

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Lean Manufacturing Demands Fully Engaged Employees

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Happy Thanksgiving from Bovo-Tighe

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Rob Markey of Bain and Co.: Employee Engagement Rocks!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Flexible Job Schedules Can Win Employee Loyalty

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement a Strategic HR Imperative for 2014

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Maintaining Work-Life Balance During the Holidays

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Paradox of Employee Engagement: It Works Yet Few Companies Try

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Remember Veterans on Veterans Day with a Heartfelt Thank You

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Defuse the Gunpowder Barrel with Sustained Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Happy Halloween from Bovo-Tighe!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Pessimists Keep Optimists in the Black

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Gallup Employee Engagement Results Not Budging

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Stop Being Nice at Work? Not So Fast!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Three Leadership Tasks That Unleash Team Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

What Prevents Teamwork From Adding Value?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Can You Make a Vacation From Work Truly Stress-Free?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Have Employees Track Their Own Successes to Raise Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A Quick Cost/Benefit Analysis of Employee Training and Development

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Participates in 2013 CLO Forum

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Labor Day in the U.S.: A Connection to Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Great Employee Engagement Starts by Asking a Lot of Questions

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Inspiration for a Hot Day in August

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement Remains Elusive: You Are the Problem and the Solution

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

More Thoughts on the Great Value of Middle Management Leadership Training

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Working from Home Does Raise Employee Engagement, if Done the Right Way

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Define leadership more broadly. Anyone can lead, at any level.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Engaged Employees Accumulate Business Acumen

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Presents Dole Case Study at HR Star Conference

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Build a Corporate Culture that Embraces Change

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Happy Independence Day

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

CEOs Must Foster Culture Based on People – Not Process

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Gallup Confirms the American Worker Remains Unengaged

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Is it possible to be overworked and underutilized?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Create Great Leaders in Your Organization

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Retain Talent by Fostering Professional and Personal Growth

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Starts with Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Take the Time to Say Thank You to Those Who Died Defending Us

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

When Should You Micromanage Employees?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership in Public Management

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Time to Rehire Yourself?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Of Lollipops and Leadership

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Why We Love May at Bovo-Tighe

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Are Millennials Really Different About Job-Hopping?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe and Harvard Business School Are On the Same Page

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Lessons on Leadership from Britain’s Royal Navy

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Raise the Meaning Quotient for Employees to Raise Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employees Can Only Manage Their Time if the Organization Lets Them

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Goal Alignment Takes Work and Communication that Counts

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Our Philosophy about the Pursuit of Truth Includes Your Health

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Three Key Drivers of Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

March Madness is a Leadership Moment

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

May the road rise to meet you on this St. Patrick’s Day.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Tales from Top People – Courtesy of LinkedIn

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Marissa Mayer Should Focus on Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Accelerative Learning Article Now Posted on eZineArticles.com

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Drop Your Information Filters to Boost Engagement with Fellow Employees

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

More Thoughts on How to Engage Employees

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Quotes that make you think – Are you open to the truths you need to hear?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Passion at Work: Nurturing it Starts the First Day of Employment

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Summer Thoughts on the Pursuit of Truth

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Stop Hating Meetings: Fix Them Yourself!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

101 Steps Towards Better Leadership

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Transformational vs. Transactional Leadership: A Worthy Distinction

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Cure for Bad Meetings: Pay Attention and Contribute!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Caring for Your Employees Unlocks Great Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership Behavior Can Stifle Productivity – Even Unintentionally

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership: Its Trappings Lead Good People Astray

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Information Underload: Bad for Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Zen and the Pursuit of Truth at Work

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Client News: Shell Sets Record for Deepest Oil and Gas Well

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Client Newsletter – November 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Dumb Things Bosses Do

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Dumb Things Bosses Do

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Client Newsletter October 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Steve Jobs: A Born Visionary Who Learned to be a Leader

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Power Breeds Overconfidence in Leaders

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Do You Know All the Facets of Employee Engagement?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Coaching for Senior Executives Must Come Up From Subordinates

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe’s September Client Newsletter – 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Client Newsletter – Summer 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Presenting at the National Property Management Association Annual Education Seminar

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe connects with the HR community at the HR Star Conference

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Book Review: How to be Happy, Dammit!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Client Newsletter June 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

One-Foot-Out-the-Door Disease is Bad for Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How best to make leadership training truly work? Never stop!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Leadership: It all starts with you

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe Newsletter May 2011

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe at the Offshore Technology Conference

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Irrational Decision-Making: Embrace the Human Factor!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Performance Management Needs to Recover its Mojo

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe’s March 2011 Client Newsletter

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

The Bombardier Case Study: Successful Commitment to Employee Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Talent Management: All agree we need it. Few act on it.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Influence Competence: Effective Employee Engagement Skills Under a New Name

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Talent Management: How It Helps With Crisis Management

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement: Have you thought about ice cream?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Tasked with Corporate Training? Seek Outside Help

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe explores Kazakh Psychologies of Achievement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Corporate Cultures: Bottom-up change is best.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Are people truly your company’s best asset? Can you prove it?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Compensation Plans vs Employee Emotion

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Pay-For-Performance versus Full Engagement

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

On Leadership: Would you work for yourself?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Employee Engagement is simply the Foundation for Excellence

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Why doesn’t employee training work better?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Change Management: The entire organization needs to participate

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Fostering Innovation: HR Must Lead the Way

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

About that left brain-right brain split: It doesn’t happen.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

With Leadership Development: Are We Smarter that Fifth-Graders?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe’s January 2011 Client Newsletter

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Bovo-Tighe December Newsletter

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Change employee behavior by changing their bad habits.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Be the first on your block to re-engage your employees.

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

No One Was Ever Motivated by a Meeting

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

No One Ever Improved by Having Their “Performance Reviewed Annually”

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Meetings That Rock!

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Corporate Mission Statements die on Plaques

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

Inhibit Intellectual Growth and Innovation in Your Company

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

How to incorrectly use ‘Management By Objectives’

We live in a world of gray at work. We would prefer to make fact-based decisions, but facts need checking and we don’t always have the luxury of unlimited time to stress-test assumptions. Plus, as Donald Rumsfeld famously said, "We don't know what we don't know." Finding out what we don't know is hard if we are not constantly looking, either. Working against that is the fact (stress-tested over the centuries!) that subjectivity sub-optimizes decision-making. [caption id="attachment_1099" align="alignright" width="234"]Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth! Catherine and Silent Edge decry subjectivity in decision-making. So do we. Pursue the truth![/caption] This subject came up while reading this article by Catherine Luff, which explored how subjectivity in talent assessment (both when hiring and assessing performance) leads to poor talent acquisition and development decisions. Luff cited research done by U.K.-based talent development company Silent Edge Ltd.
  • Silent Edge asked 61 managers and trainers to rate a recorded performance of a senior-level manager conducting a meeting.
  • The viewers rated the manager on 26 competencies on a scale of 1 to 10.
  • The average scores ranged from 16 to 64 percent, a fourfold difference for the same skills, knowledge and behaviors.
Yes, these people were all viewing exactly the same video. Frightening!

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