Posts Tagged ‘ YIELD MANAGEMENT ’

Personnel Assessment for Cultivating Performance Greatness – Converting Your Terrorist Into a Transformer!

SERIES: Part Four of a Four-Part Article

So you thought it was unique to you. You never thought anyone else faced this. You stayed up late at night wondering how you ended up with this person.

Well the reality is you are not alone!

Some people have evolved into a behavior and mindset that they are the only person in the universe and they can do whatever they want. Unfortunately, this mindset has evolved due to years of an overconfident economy and protective self-serving entities that have rewarded their behavior by overcompensation and avoidance. But most importantly, it has evolved because no one has ever truly held them accountable for their actions!

That behavior that gets recorded gets measured.

What gets measured gets addressed.

What gets addressed gets fixed!

Like a cancer within an organization, these people erode the mettle that makes an organization great. They serve to bitter those that would have otherwise been great contributors to your team.

So what are possible solutions? Consider:

  1. Employee Assessment Instrument Facilitation – Consider the active use of your performance review instrument with this person and all employees. If the net purpose of a performance instrument is to coach individuals to peak performance, the case is self-made for regular monthly completion.
  1. Employee Assessment Instrument Measurement Categories – Consider the behaviors necessary for an optimal performing business unit and the players within it. Each category of behaviors should be listed on your instrument. The score grid should be fair and allow for positive and brutally honest constructive feedback as well. If someone “fails/stinks” in an area, it should be brutally listed accordingly. Conversely, if someone excels in an area, they should be listed accordingly.
  1. Employee Assessment Instrument Measurement “Problem Behavior” Categories – Recognize that with many problem employees, their implosion-causing behaviors are typically just outside the scope of your standard instrument. Every time a new corrosive behavior appears, let that be your clue to add a new individual entry or entire section for future assessment. Although the instrument will grow over time, it is actually a good thing. Remember: the purpose of the instrument is to improve professional performance, and one individual’s act of poor performance serves as a benchmark for ensuring others not evolve into poor habits and behaviors.
  1. Duality of Signatures – Whichever instrument you use to identify poor behavior performance, it should require a signature by all parties involved in the review process. This should also specifically stipulate when the follow-up session will occur to determine if the identified behaviors and action plans are being addressed.
  1. Resignation of Employment Clause – Consider crating a statement into your assessment instrument, stipulating that if the problematic behavior continues, the next assessment will serve as a 30-day notice.  The notice should confirm that if the said behavior continues, the signed document would serve as a voluntary “Resignation Statement” that can be implemented by that organization’s leadership without further notice. This allows for two entire months for a person to change their behavior and two entire months for the leadership team to be held accountable to work with them from a solution-oriented perspective (for a sample instrument, get a copy of YIELD MANAGEMENT, a leading graduate management text with Appendix Instrument templates, at www.JeffreyMagee.com/library.asp.

The unfortunate situation that has grown out of this terrorist behavior is that it has become so corrosive to the team that the levels of greatness, which everyone could be experiencing, are lost. Also, there is always the concern of litigation after you free up someone’s future. Overwhelming documentation of a poor performer who has not aggressively worked to change that station is hard to legally defend. Conversely, your lack of data upon letting someone go will make for a heavy payday for the ambulance- chancing legal team!

While there is a significant amount of institutional knowledge, training and financial investment that an organization has made into every player in an organization, just “firing someone” should never be a first thought – or a thought at all! Robert Half & Associates, a leading employment search firm, estimates that the cost of transitioning one player out and going through the processes of getting a functioning new player online can cost upwards of two and a half times a person’s annual salary. As a tactical leader, it is necessary to realize the heavy investment you have made and determine every possible mean of salvaging that investment.

The “Personnel Assessment” you use for cultivating performance greatness and converting your terrorists into transformers will serve as a powerful objective instrument and allow for you to hold yourself to fair assessment.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

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Motivating the Poor and Low Performer!

Executive Summary:  How a leader can tactically engage the poor or low performer to refocus their energies for increased organizational contribution

“Where do poor performers and low performers exist, and how can a leader tactically engage them to refocus their energies and become contributors to the organization once again?”

As noted in the classic strategic business book, GOOD TO GREAT (©2002) by Jim Collins, a large portion of business success in the new world economy is who is on your team. In essence, it is “Getting the right people on the bus, the wrong people off the bus and then getting the people on the bus in the right position.” It may be time to find a dignified way to remove the poor or low performer from your team immediately!

In motivating the poor and low performer, consider the following tactical ideas as a leader of influence:

  1. Relentless Pursuit of Positive – Continually maintain a positive point of reference when engaging this player and only accept positive, forward-moving solutions to any situation, problem or obstacle they raise.
  1. Set Them up for Success – Recognize this player’s core skill set and set them up with a daily task that plays to their strength. Most individuals experience accomplishment when they do things they are good. Accomplishments trigger a person’s mind victory. This feeds higher self- esteem, greater enthusiasm, higher levels of passion and greater motivation!
  1. Surround Sound System – Ensure that the environmental noises, team associations, individual interactions and assigned tasks continually reflect only positive images and experiences in the work domain.
  1. Drown Out the Old – Realize that one of the things that feeds low and poor performers is one’s ability to replay passive-aggressive whiner comments like, “We can’t do that here,” or, “You can’t do that,” or, “That will never work.” Whenever anyone engages in negative diatribe, politely insist on a viable option with detailed explanations.
  1. Celebrate Accomplishments – Even the smallest accomplishment should be celebrated. Many times, what has fed the low and poor performer’s mindset is a belief that they are not appreciated, respected or valued inside the team. Everyone needs a little encouragement. By celebrating small and large accomplishments of an individual or team, this excites and energizes everyone!
  1. Demand Alternatives – Every time individuals say something won’t work or is a bad idea, don’t defend yourself or challenge them. Instead, demand that they offer a viable alternative. Politely engage them from a firm perspective that conveys the message of put up or shut up!

You might use a sentence such as, “If this idea won’t work, what do feel would be some alternative options?”

  1. Reposition Task-Player Connection – You may have a great personnel asset in the low or poor performer, it is just that the person in question has evolved into a position for which they are not prepared, trained, skilled or competent. Either provide the player with the necessary skill development to succeed, evaluate a better position for them on the team or reassign the task that is feeding their negative disposition to a more qualified player on your team.

As a leader, engaging the low and poor performer with some of these tactical engagement approaches can recondition them to be more proactive. As noted in YIELD MANAGEMENT(©1999 by Jeff Magee), there are a host of tactical approaches one can deploy to get “good people on your bus, potential low performers back in alignment and bad people off the bus.” In many cases, individuals morph into low and poor performance standards as a result of early improper engagement by managerial-leaders. Studies reveal that individuals need three primary organizational guideposts to thrive:

  1. Structure
  2. Nurture
  3. Discipline

Recognize that when managers or leaders begin evading or eliminating these three guideposts, the endpoint typically is destructive. By following this three-step template, you can craft appropriate behaviors for success and work to convert a low and poor performer back into a constructive positive performer.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

Personnel Assessment for Cultivating Performance Greatness – Converting Your Terrorist Into a Transformer!

So you thought it was unique to you. You never thought anyone else faced this. You stayed up late at night wondering how you ended up with this person.

Well the reality is you are not alone!

Some people have evolved into a behavior and mindset that they are the only person in the universe and they can do whatever they want. Unfortunately, this mindset has evolved due to years of an overconfident economy and protective self-serving entities that have rewarded their behavior by overcompensation and avoidance. But most importantly, it has evolved because no one has ever truly held them accountable for their actions!

That behavior that gets recorded gets measured.

What gets measured gets addressed.

What gets addressed gets fixed!

Like a cancer within an organization, these people erode the mettle that makes an organization great. They serve to bitter those that would have otherwise been great contributors to your team.

So what are possible solutions? Consider:

  1. Employee Assessment Instrument Facilitation – Consider the active use of your performance review instrument with this person and all employees. If the net purpose of a performance instrument is to coach individuals to peak performance, the case is self-made for regular monthly completion.
  1. Employee Assessment Instrument Measurement Categories – Consider the behaviors necessary for an optimal performing business unit and the players within it. Each category of behaviors should be listed on your instrument. The score grid should be fair and allow for positive and brutally honest constructive feedback as well. If someone “fails/stinks” in an area, it should be brutally listed accordingly. Conversely, if someone excels in an area, they should be listed accordingly.
  1. Employee Assessment Instrument Measurement “Problem Behavior” Categories – Recognize that with many problem employees, their implosion-causing behaviors are typically just outside the scope of your standard instrument. Every time a new corrosive behavior appears, let that be your clue to add a new individual entry or entire section for future assessment. Although the instrument will grow over time, it is actually a good thing. Remember: the purpose of the instrument is to improve professional performance, and one individual’s act of poor performance serves as a benchmark for ensuring others not evolve into poor habits and behaviors.
  1. Duality of Signatures – Whichever instrument you use to identify poor behavior performance, it should require a signature by all parties involved in the review process. This should also specifically stipulate when the follow-up session will occur to determine if the identified behaviors and action plans are being addressed.
  1. Resignation of Employment Clause – Consider crating a statement into your assessment instrument, stipulating that if the problematic behavior continues, the next assessment will serve as a 30-day notice.  The notice should confirm that if the said behavior continues, the signed document would serve as a voluntary “Resignation Statement” that can be implemented by that organization’s leadership without further notice. This allows for two entire months for a person to change their behavior and two entire months for the leadership team to be held accountable to work with them from a solution-oriented perspective (for a sample instrument, get a copy of YIELD MANAGEMENT, a leading graduate management text with Appendix Instrument templates, at www.JeffreyMagee.com/library.asp.

The unfortunate situation that has grown out of this terrorist behavior is that it has become so corrosive to the team that the levels of greatness, which everyone could be experiencing, are lost. Also, there is always the concern of litigation after you free up someone’s future. Overwhelming documentation of a poor performer who has not aggressively worked to change that station is hard to legally defend. Conversely, your lack of data upon letting someone go will make for a heavy payday for the ambulance- chancing legal team!

While there is a significant amount of institutional knowledge, training and financial investment that an organization has made into every player in an organization, just “firing someone” should never be a first thought – or a thought at all! Robert Half & Associates, a leading employment search firm, estimates that the cost of transitioning one player out and going through the processes of getting a functioning new player online can cost upwards of two and a half times a person’s annual salary. As a tactical leader, it is necessary to realize the heavy investment you have made and determine every possible mean of salvaging that investment.

The “Personnel Assessment” you use for cultivating performance greatness and converting your terrorists into transformers will serve as a powerful objective instrument and allow for you to hold yourself to fair assessment.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

Motivating the Poor and Low Performer!

Executive Summary:  How a leader can tactically engage the poor or low performer to refocus their energies for increased organizational contribution

“Where do poor performers and low performers exist, and how can a leader tactically engage them to refocus their energies and become contributors to the organization once again?”

As noted in the classic strategic business book, GOOD TO GREAT (©2002) by Jim Collins, a large portion of business success in the new world economy is who is on your team. In essence, it is “Getting the right people on the bus, the wrong people off the bus and then getting the people on the bus in the right position.” It may be time to find a dignified way to remove the poor or low performer from your team immediately!

In motivating the poor and low performer, consider the following tactical ideas as a leader of influence:

  1. Relentless Pursuit of Positive – Continually maintain a positive point of reference when engaging this player and only accept positive, forward-moving solutions to any situation, problem or obstacle they raise.
  1. Set Them up for Success – Recognize this player’s core skill set and set them up with a daily task that plays to their strength. Most individuals experience accomplishment when they do things they are good. Accomplishments trigger a person’s mind victory. This feeds higher self- esteem, greater enthusiasm, higher levels of passion and greater motivation!
  1. Surround Sound System – Ensure that the environmental noises, team associations, individual interactions and assigned tasks continually reflect only positive images and experiences in the work domain.
  1. Drown Out the Old – Realize that one of the things that feeds low and poor performers is one’s ability to replay passive-aggressive whiner comments like, “We can’t do that here,” or, “You can’t do that,” or, “That will never work.” Whenever anyone engages in negative diatribe, politely insist on a viable option with detailed explanations.
  1. Celebrate Accomplishments – Even the smallest accomplishment should be celebrated. Many times, what has fed the low and poor performer’s mindset is a belief that they are not appreciated, respected or valued inside the team. Everyone needs a little encouragement. By celebrating small and large accomplishments of an individual or team, this excites and energizes everyone!
  1. Demand Alternatives – Every time individuals say something won’t work or is a bad idea, don’t defend yourself or challenge them. Instead, demand that they offer a viable alternative. Politely engage them from a firm perspective that conveys the message of put up or shut up!

You might use a sentence such as, “If this idea won’t work, what do feel would be some alternative options?”

  1. Reposition Task-Player Connection – You may have a great personnel asset in the low or poor performer, it is just that the person in question has evolved into a position for which they are not prepared, trained, skilled or competent. Either provide the player with the necessary skill development to succeed, evaluate a better position for them on the team or reassign the task that is feeding their negative disposition to a more qualified player on your team.

As a leader, engaging the low and poor performer with some of these tactical engagement approaches can recondition them to be more proactive. As noted in YIELD MANAGEMENT (©1999 by Jeff Magee), there are a host of tactical approaches one can deploy to get “good people on your bus, potential low performers back in alignment and bad people off the bus.” In many cases, individuals morph into low and poor performance standards as a result of early improper engagement by managerial-leaders. Studies reveal that individuals need three primary organizational guideposts to thrive:

  1. Structure
  2. Nurture
  3. Discipline

Recognize that when managers or leaders begin evading or eliminating these three guideposts, the endpoint typically is destructive. By following this three-step template, you can craft appropriate behaviors for success and work to convert a low and poor performer back into a constructive positive performer.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Personnel Assessment for Cultivating Performance Greatness – Converting Your Terrorist Into a Transformer!

So you thought it was unique to you. You never thought anyone else faced this. You stayed up late at night wondering how you ended up with this person.

Well the reality is you are not alone!

Some people have evolved into a behavior and mindset that they are the only person in the universe and they can do whatever they want. Unfortunately, this mindset has evolved due to years of an overconfident economy and protective self-serving entities that have rewarded their behavior by overcompensation and avoidance. But most importantly, it has evolved because no one has ever truly held them accountable for their actions!

That behavior that gets recorded gets measured.

What gets measured gets addressed.

What gets addressed gets fixed!

Like a cancer within an organization, these people erode the mettle that makes an organization great. They serve to bitter those that would have otherwise been great contributors to your team.

So what are possible solutions? Consider:

  1. Employee Assessment Instrument Facilitation – Consider the active use of your performance review instrument with this person and all employees. If the net purpose of a performance instrument is to coach individuals to peak performance, the case is self-made for regular monthly completion.
  1. Employee Assessment Instrument Measurement Categories – Consider the behaviors necessary for an optimal performing business unit and the players within it. Each category of behaviors should be listed on your instrument. The score grid should be fair and allow for positive and brutally honest constructive feedback as well. If someone “fails/stinks” in an area, it should be brutally listed accordingly. Conversely, if someone excels in an area, they should be listed accordingly.
  1. Employee Assessment Instrument Measurement “Problem Behavior” Categories – Recognize that with many problem employees, their implosion-causing behaviors are typically just outside the scope of your standard instrument. Every time a new corrosive behavior appears, let that be your clue to add a new individual entry or entire section for future assessment. Although the instrument will grow over time, it is actually a good thing. Remember: the purpose of the instrument is to improve professional performance, and one individual’s act of poor performance serves as a benchmark for ensuring others not evolve into poor habits and behaviors.
  1. Duality of Signatures – Whichever instrument you use to identify poor behavior performance, it should require a signature by all parties involved in the review process. This should also specifically stipulate when the follow-up session will occur to determine if the identified behaviors and action plans are being addressed.
  1. Resignation of Employment Clause – Consider crating a statement into your assessment instrument, stipulating that if the problematic behavior continues, the next assessment will serve as a 30-day notice.  The notice should confirm that if the said behavior continues, the signed document would serve as a voluntary “Resignation Statement” that can be implemented by that organization’s leadership without further notice. This allows for two entire months for a person to change their behavior and two entire months for the leadership team to be held accountable to work with them from a solution-oriented perspective (for a sample instrument, get a copy of YIELD MANAGEMENT, a leading graduate management text with Appendix Instrument templates, at www.JeffreyMagee.com/library.asp.

The unfortunate situation that has grown out of this terrorist behavior is that it has become so corrosive to the team that the levels of greatness, which everyone could be experiencing, are lost. Also, there is always the concern of litigation after you free up someone’s future. Overwhelming documentation of a poor performer who has not aggressively worked to change that station is hard to legally defend. Conversely, your lack of data upon letting someone go will make for a heavy payday for the ambulance- chancing legal team!

While there is a significant amount of institutional knowledge, training and financial investment that an organization has made into every player in an organization, just “firing someone” should never be a first thought – or a thought at all! Robert Half & Associates, a leading employment search firm, estimates that the cost of transitioning one player out and going through the processes of getting a functioning new player online can cost upwards of two and a half times a person’s annual salary. As a tactical leader, it is necessary to realize the heavy investment you have made and determine every possible mean of salvaging that investment.

The “Personnel Assessment” you use for cultivating performance greatness and converting your terrorists into transformers will serve as a powerful objective instrument and allow for you to hold yourself to fair assessment.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Motivating the Poor and Low Performer!

Executive Summary:  How a leader can tactically engage the poor or low performer to refocus their energies for increased organizational contribution

“Where do poor performers and low performers exist, and how can a leader tactically engage them to refocus their energies and become contributors to the organization once again?”

As noted in the classic strategic business book, GOOD TO GREAT (©2002) by Jim Collins, a large portion of business success in the new world economy is who is on your team. In essence, it is “Getting the right people on the bus, the wrong people off the bus and then getting the people on the bus in the right position.” It may be time to find a dignified way to remove the poor or low performer from your team immediately!

In motivating the poor and low performer, consider the following tactical ideas as a leader of influence:

  1. Relentless Pursuit of Positive – Continually maintain a positive point of reference when engaging this player and only accept positive, forward-moving solutions to any situation, problem or obstacle they raise.
  1. Set Them up for Success – Recognize this player’s core skill set and set them up with a daily task that plays to their strength. Most individuals experience accomplishment when they do things they are good. Accomplishments trigger a person’s mind victory. This feeds higher self- esteem, greater enthusiasm, higher levels of passion and greater motivation!
  1. Surround Sound System – Ensure that the environmental noises, team associations, individual interactions and assigned tasks continually reflect only positive images and experiences in the work domain.
  1. Drown Out the Old – Realize that one of the things that feeds low and poor performers is one’s ability to replay passive-aggressive whiner comments like, “We can’t do that here,” or, “You can’t do that,” or, “That will never work.” Whenever anyone engages in negative diatribe, politely insist on a viable option with detailed explanations.
  1. Celebrate Accomplishments – Even the smallest accomplishment should be celebrated. Many times, what has fed the low and poor performer’s mindset is a belief that they are not appreciated, respected or valued inside the team. Everyone needs a little encouragement. By celebrating small and large accomplishments of an individual or team, this excites and energizes everyone!
  1. Demand Alternatives – Every time individuals say something won’t work or is a bad idea, don’t defend yourself or challenge them. Instead, demand that they offer a viable alternative. Politely engage them from a firm perspective that conveys the message of put up or shut up!

You might use a sentence such as, “If this idea won’t work, what do feel would be some alternative options?”

  1. Reposition Task-Player Connection – You may have a great personnel asset in the low or poor performer, it is just that the person in question has evolved into a position for which they are not prepared, trained, skilled or competent. Either provide the player with the necessary skill development to succeed, evaluate a better position for them on the team or reassign the task that is feeding their negative disposition to a more qualified player on your team.

As a leader, engaging the low and poor performer with some of these tactical engagement approaches can recondition them to be more proactive. As noted in YIELD MANAGEMENT (©1999 by Jeff Magee), there are a host of tactical approaches one can deploy to get “good people on your bus, potential low performers back in alignment and bad people off the bus.” In many cases, individuals morph into low and poor performance standards as a result of early improper engagement by managerial-leaders. Studies reveal that individuals need three primary organizational guideposts to thrive:

  1. Structure
  2. Nurture
  3. Discipline

Recognize that when managers or leaders begin evading or eliminating these three guideposts, the endpoint typically is destructive. By following this three-step template, you can craft appropriate behaviors for success and work to convert a low and poor performer back into a constructive positive performer.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

Personnel Assessment for Cultivating Performance Greatness – Converting Your Terrorist Into a Transformer!

SERIES: Part Four of a Four-Part Article

So you thought it was unique to you. You never thought anyone else faced this. You stayed up late at night wondering how you ended up with this person.

Well the reality is you are not alone!

Some people have evolved into a behavior and mindset that they are the only person in the universe and they can do whatever they want. Unfortunately, this mindset has evolved due to years of an overconfident economy and protective self-serving entities that have rewarded their behavior by overcompensation and avoidance. But most importantly, it has evolved because no one has ever truly held them accountable for their actions!

That behavior that gets recorded gets measured.

What gets measured gets addressed.

What gets addressed gets fixed!

Like a cancer within an organization, these people erode the mettle that makes an organization great. They serve to bitter those that would have otherwise been great contributors to your team.

So what are possible solutions? Consider:

  1. Employee Assessment Instrument Facilitation – Consider the active use of your performance review instrument with this person and all employees. If the net purpose of a performance instrument is to coach individuals to peak performance, the case is self-made for regular monthly completion.
  1. Employee Assessment Instrument Measurement Categories – Consider the behaviors necessary for an optimal performing business unit and the players within it. Each category of behaviors should be listed on your instrument. The score grid should be fair and allow for positive and brutally honest constructive feedback as well. If someone “fails/stinks” in an area, it should be brutally listed accordingly. Conversely, if someone excels in an area, they should be listed accordingly.
  1. Employee Assessment Instrument Measurement “Problem Behavior” Categories – Recognize that with many problem employees, their implosion-causing behaviors are typically just outside the scope of your standard instrument. Every time a new corrosive behavior appears, let that be your clue to add a new individual entry or entire section for future assessment. Although the instrument will grow over time, it is actually a good thing. Remember: the purpose of the instrument is to improve professional performance, and one individual’s act of poor performance serves as a benchmark for ensuring others not evolve into poor habits and behaviors.
  1. Duality of Signatures – Whichever instrument you use to identify poor behavior performance, it should require a signature by all parties involved in the review process. This should also specifically stipulate when the follow-up session will occur to determine if the identified behaviors and action plans are being addressed.
  1. Resignation of Employment Clause – Consider crating a statement into your assessment instrument, stipulating that if the problematic behavior continues, the next assessment will serve as a 30-day notice.  The notice should confirm that if the said behavior continues, the signed document would serve as a voluntary “Resignation Statement” that can be implemented by that organization’s leadership without further notice. This allows for two entire months for a person to change their behavior and two entire months for the leadership team to be held accountable to work with them from a solution-oriented perspective (for a sample instrument, get a copy of YIELD MANAGEMENT, a leading graduate management text with Appendix Instrument templates, at www.JeffreyMagee.com/library.asp.

The unfortunate situation that has grown out of this terrorist behavior is that it has become so corrosive to the team that the levels of greatness, which everyone could be experiencing, are lost. Also, there is always the concern of litigation after you free up someone’s future. Overwhelming documentation of a poor performer who has not aggressively worked to change that station is hard to legally defend. Conversely, your lack of data upon letting someone go will make for a heavy payday for the ambulance- chancing legal team!

While there is a significant amount of institutional knowledge, training and financial investment that an organization has made into every player in an organization, just “firing someone” should never be a first thought – or a thought at all! Robert Half & Associates, a leading employment search firm, estimates that the cost of transitioning one player out and going through the processes of getting a functioning new player online can cost upwards of two and a half times a person’s annual salary. As a tactical leader, it is necessary to realize the heavy investment you have made and determine every possible mean of salvaging that investment.

The “Personnel Assessment” you use for cultivating performance greatness and converting your terrorists into transformers will serve as a powerful objective instrument and allow for you to hold yourself to fair assessment.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com