This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Let’s say you are tasked with a new project that has a set of deliverables – such as developing training and development programs, managing workplace operations or optimizing virtual onboarding for dispersed teams. Think of how you will optimize or reorganize available resources in order to maximize them.
To avoid career-limiting consequences, managers go through all sorts of gyrations to diffuse or re-direct accountability, such as: blaming others, referring to circumstances outside their control, shifting resources to other areas, reorganizing, changing measurements mid-stream, or any number of other creative deflections.
In those instances, your challenge as a manager is to reorganize roles or rethink strategies to best achieve the goals at hand. Our first week back, we were meeting deliverables in about half the time that it took us before the retreat,” says Nate. Keep your door open. The team-building efforts had immediate benefits. “We
The resulting deliverable could then be turned into a presentation or even a database for delivery back to the requester. Last year, when Microsoft Lync 2010 was released, he was asked to reorganize his division so that the testing of the next generation product could begin.
Get Tommy ready for math test tomorrow… If you’re a working parent, chances are excellent that at any given time, your to-do list looks like the one above — and that it stretches on, and on, and on — an endless, and eternally growing, list of deliverables.
This most commonly happens during reorganization or layoffs. This directly impacts team performance and the quality of their deliverables.” During mergers, acquisitions, or other reorganizations, employees will feel uncertain about future employment and may jump ship during the process.
It’s about building the relationship, building trust and again, back to deliverability. You see a lot of people midway through or, you know, in two instances we’ve had to reorganize the team just because we can see people get burned out. So it’s not always about the immediate sell. And then ultimately it comes down.
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content