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StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 18 – Observation Transparency

StrategyDriven Management Observation Program Best Practice ArticleIndividuals naturally become edgy when monitored at work. Observation programs shrouded in secrecy further contribute to this sense of anxiety as observed subjects remain unaware of what is being documented and how it might affect their career. Consequently, observers can significantly reduce the observed subjects’ anxiety by making the observation, including observation documentation, as transparent as possible.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 17 – Paired Observations

StrategyDriven Management Observation Program Best Practice ArticleManagers translate leadership’s vision into the day-to-day actions of the workforce. They do this through their decisions, published standards, and operational procedures. They reinforce desired behaviors through organizational performance measures and management observations. But how do executives ensure their manager and supervisor direct reports understand and properly translate and reinforce their vision with the workforce? One method of doing so is through the conduct of paired observations.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 16 – Don’t Tolerate Substandard Observations

StrategyDriven Management Observation Program Best Practice ArticlePeople, processes, and technologies are not perfect. And if they were, you’d still have something to write about.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 15 – Selecting an Activity to be Observed

StrategyDriven Management Observation Program Best Practice ArticleNot all activities impact or potentially impact the organization equally. Consequently, they should not be treated equally when being selected for observation. So what activities should be prioritized for observation?


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Management Observation Program Best Practice Article

Management Observation Program Best Practice 14 – Criteria Scoring System

StrategyDriven Management Observation Program Best Practice ArticleManagement observation cards are intended to be easy and straightforward to complete in the field. Consequently, the card’s structure should be such that it requires the minimal amount of data collection; reducing the administrative burden (and physical awkwardness) of completing form while ensuring quality performance data collection. Such a structure promotes the number and frequency of observation performance which in-turn yields additional management engagement points and performance data. Key to simplifying management observation cards is a predefined criteria scoring system whereby the observer need only select specific scores for each criteria accompanied by substantiating comments for performance outliers (high and low).


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.