Who’s Allowing This?

Here’s something I’ve learned repeatedly in consulting and in working directly with the highest level, best-performing executives in Fortune 200 companies: When you find a performance deficit of any kind, do not start with the performer in terms of correction. Find the performer’s immediate superior and determine why this has been allowed to persist, and if it’s isolated or an issue with all of his or her subordinates. That’s the shortcut to the cause.


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