The only limits are the ones we impose on ourselves. This is the case for individuals and for organisations. So when we see top heavy organisations with strong attachment to the way things have always been done, we see an organisation that has set limitations for itself and its employees.
Is it really necessary for leaders to be inspirational? Is motivation an indicator of engagement? While some would argue that, yes, leaders need to inspire and that motivation leads to better engagement, there is another school of thought: The best engagement is a result of culture alignment, a sense of purpose, and the exercise of discipline.
There is an undeniable connection between employee engagement and performance. This is evidenced by the culture-focused organisations that top the lists of best places to work, where employees often cite great leaders, excellent pay, and a challenging but rewarding environment.
Maybe the tossing out of performance reviews is not the answer to the challenges associated with traditional annual feedback.
Are cutting edge organisations are ditching the annual performance review in search of a better way to deliver meaningful feedback?
