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Paul Niven

Paul Niven

Performance Management Expert

United States | Professional Services - Business Consulting

The Serious Downside of Working Lunches

Posted 9 months ago, 2 comments
A mid-day break is essential in restoring the energy and focus necessary to tackle the pressing problems most of us encounter in our day-to-day work lives. “The attention it takes to focus at work drains (people) of psychological, social, and material reserves, leading to stress and lower productivity. Taking a lunch break away from the desk lets people separate themselves from the source of that drain.”
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You Can't Execute a Strategy That Doesn't Exist

Posted 11 months ago, 3 comments
Want to improve the odds of strategy execution? Ask any executive that question and they’re certain to nod in enthusiastic agreement. Well, I have one piece of can’t miss advice that will ensure you beat the oft-cited statistics of execution failure. Here it is: Have a well-understood strategy and communicate it widely.
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Performance Measures are Everywhere

Posted over 1 year ago, 0 comments
One of the many benefits of performance measurement is its ability to help us understand and provide context to the past. Most modern organizations, which find themselves drowning in a sea of raw data while yearning for real insights, would undoubtedly agree this attribute of measurement provides a vital service. However, the very best performance measures also allow us to extend our gaze into, and therefore plan for, the future.
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Three Resolutions for Every Leader

Posted over 1 year ago, 2 comments
As the new year fast approaches, many of us will be thinking about how we can change our lives for the better in 2013, and make a number of resolutions accordingly. For all of you leaders out there (and really, we’re all leaders in one capacity or another), here are three resolutions I suggest you consider, to improve your organizational performance.
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The Offshoring Balanced Scorecard

Posted almost 2 years ago, 0 comments
Writing in the Harvard Business Review, authors Porter and Rivkin argue that location choices often prove less desirable than expected because managers overlook the current and future hidden costs associated with a move to a foreign location. To avoid disappointment, and a river of red ink, I would suggest organizations relocating to a new location create a Balanced Scorecard to gauge the move’s overall effectiveness. Let’s consider such a Scorecard beginning with the Employee Learning and Growth Perspective and working our way up.
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